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KHS has cause to celebrate a doublepack anniversary. KHS' branch offices in Moscow and Kiev were established five years ago.

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The Future Of Six Sigma - Different Viewpoints

Since its introduction in the 1990's, 6-Sigma has become the buzzword in both the manufacturing and service industries. The various methodologies used in 6-Sigma are based on a disciplined and data driven approach that help in eliminating defects and achieving near perfection by restricting the number of possible defects to less than 3.4 defects per million. The methodologies are effective in managing business processes of both the manufacturing and service industries. In manufacturing industries, the concepts and methodologies are used for reducing the number of defects whereas in service industries, they are used mainly for reducing transactional errors.

Although many companies have been successful in reducing the number of defects through Six Sigma projects, the arguments raised against the efficacy of 6-Sigma in all aspects of business processes still do not seem to die down. Some management experts think that Six Sigma is inherently flawed, as it does not take into account the flaws that might be present in the system itself. They are of the opinion that the analytical and statistical tools used in 6-Sigma only expose flaws in the execution and do not account for a process that itself is riddled with defects.

Supporters of Six Sigma offer a different viewpoint. According to them, quality management tools such as Total Quality Management (TQM) and 6-Sigma are conceptually quite similar except for their labels. Business organizations may use any of these for improving overall quality. However, they often give preference to 6-Sigma as they believe that Six Sigma is more than just a process improvement program and is based on concepts that focus on continuous quality improvements. They have the opinion that 6-Sigma concepts combine statistical measurement tools with contemporary management techniques for achieving extraordinary results.

The Limited Use Of Six Sigma

6-Sigma gained prominence as an effective quality improvement technique after it was successfully implemented in Motorola. Since then, many large organizations have implemented 6-Sigma programs and improved the quality of manufactured goods or services rendered. However, the full potential of 6-Sigma has not been realized so far because many competent small to medium level enterprises have still not implemented Six Sigma programs. These enterprises have all the resources to implement such programs, but are often wary of the final certification, as they believe that it is meant only for large organizations. These companies often do not realize that 6-Sigma delivers the same benefits to both large as well as small business enterprises. The only difference may be in the volume of goods manufactured or services rendered.

The Future Of Six Sigma

6-Sigma may appear similar to other quality management tools such as TQM or Kaizen Events, but in reality, it is quite different. Other quality management programs often reach a stage after which no further quality improvements can be made. 6-Sigma, on the other hand, is different as it focuses on taking quality improvement processes to the next level. This means that 6-Sigma has the potential to outlast other quality management programs in the future.

The scope of 6-Sigma is also much broader than other quality management programs as it can be applied to every business process of an organization. The future is bright for 6-Sigma programs with the growing awareness in small and medium enterprises about the potential benefits that can be derived from implementing such programs.

Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online six sigma training and certification classes for lean six sigma, black belts, green belts, and yellow belts.

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Work Place Dynamics: Is Forced Change Real?  
by Yvette Bethel

Companies exist in environments where customers' tastes are constantly changing, more and more information is perpetually available on the internet and competitors are constantly evolving. External factors, outside the control of your organisation are constantly in flux. As a leader, you are forced to constantly change your company and forced change is oftentimes accompanied by resistance or, sometimes, reluctant acceptance.

For practical purposes, let's take this into the realm of metaphor. A teacher sat with a student who had a personal dilemma. Her son, an adolescent, was not performing well in school and she decided to take away an activity he was passionate about in order to motivate her son into adopting the behaviours necessary for creating the desired outcome of improved grades.

This action forced her son to apply himself to the task and his grades improved. What the mother determined to be an appropriate level of discipline was enforced and her son's behaviour became aligned with her expectations. On the surface it seemed like all was well. However, the student's decision to trap her son into the desired behaviour created a domino effect that did not manifest immediately or obviously. Over time, not being given a choice to comply with any of his mother's edicts created a greater distance between the mother and her son. He resented having his favorite past-time revoked, but, he did as he was told.

So, in this example, change happened but at what cost? Based on the son's belief systems about himself, he interpreted this lesson as - I have to forego happiness in order to meet other people's expectations and my input, preferences or feelings don't count. Over time, resentment builds.

In this case, the mother never sought to uncover the root cause of the deterioration of her son's grades. Was there a teacher in the background who didn't like him, or was there a bully at school - who knows? In this case, the mother's actions served to drive the wedge between her and her son even deeper because, the unilateral decision created resentment and distrust over the long term.

The moral of the story... A desired behaviour can be achieved by using force and the desired behaviour can appear to be positive. However, beneath the surface can lurk the iceberg of bitterness and anger which can lead to continued destructive or counterproductive behaviour.

In a business context, a retail corporation introduced a new performance management process. It was designed to embed performance management practices deeper into the corporate psyche and improve leadership, internal communication and employee accountability.

What actually happened is something inconsistent. For some, there was some resistance at first, because the new changes appeared to resemble the old model of micro management. This was a fair assessment because this was probably how they were interpreted.

There are leaders who are comfortable with the familiar, so they superimpose the old model onto the new performance management framework. And voila! They appear to be implementing the new framework.

Then there are the few who genuinely attempt to understand the new business model and implement at a deeper level, creating nspiration duringthe process.

The ultimate change environment is one of empowerment. One that is characterized and fuelled by freedom, creativity, alignment, enlightenment and curiosity. Not fear.

So how do we unleash quantum, authentic, empowered change in the work place instead of resistance? We start with the leaders. To be specific, we start at the level of the individual leader because ultimately, we tend seek collective transformation and collective transformation begins with focused dedication to personal transformation. How do we do it? One way is to transform your leaders into coaches trained to inspire vitality within individuals on their teams.

Turning leaders into coaches reframes how they view their team, the change and their team's responses to change. Effective coaches can identify obstacles to change and help members of the team create new perspectives by engaging their input in an inclusive way, gradually helping to dissipate fears.

Coaching tools like creating distinctions, observation and feedback can be used to reduce discomfort. Play is another powerful tool that can be used in the context of fear. All the team leader has to do is to find what lights the team up and follow the path of lights to conscious change management!

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Yvette Bethel has over 20 years of professional experience in the financial services industry in various strategic leadership roles which include regional responsibility for Marketing and PR and regional responsibility for Human Resources across eight countries. Her knowledge, creativity, objectivity and experience will bring a fresh perspective to challenges. She is a Fulbright Scholar with a Master's degree in Finance.

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Get it in on Time - Proposal Production  
by Stellah Ulriksen   -  

Writing a proposal involves a lot more than just simply putting the words together you have to make sure that your proposal document looks professional and that it gets to the client on time. You could have the best proposal in the world, but if it´s submitted after the deadline it is extremely likely that it wont even be considered especially in public sector procurement.

So whats involved in producing a proposal? Its just a question of printing it out and sending it off isnt it? Sometimes yes - but there may be other things to consider. Heres a quick list of all the things that you have to consider:

The proposal - the finished document is obviously the first thing you need in place. Make sure that this is the finished document any red team review should have already been completed on draft versions.

Proof Reading neglecting proof-reading is one of the biggest mistakes you can make. It takes very little time to do properly, though is often the first thing to go when time is running short. Yet if it isnt done correctly, one simple mistake in the wrong place can destroy all possibility of actual being awarded a contract.

Printing Printing can often take longer than you expect. Always make sure that you have plenty of toner or printer ink. Allow extra time if you are printing in colour and check beforehand to see how many copies you need and allow extra time. Its also a good idea to have a backup in case things go wrong find a local print shop where you can get documents printed. In fact, if they can produce higher quality documents on their equipment, think about outsourcing your document production to them.

Binding make sure you have the equipment and consumables in stock. Dont always use the cheapest binding option. A great looking document sends an immediate message to the buyer about your quality and values.

Packaging Make sure you have big enough envelopes. Did the client provide and envelope or label that you must include on the tender. Always check the tender documentation to verify the address where the document should be sent it may be different than the address that you usually use for this client

Getting It There Always allow time for delivery and get proof of postage. If the proposal is completed a day early, send it a day early. Dont leave it until the last minute. If using a courier service then make sure that they are reputable.

Think about how long these are going to take in your organisation and plan for them. Ensure that your deadline for completing the proposal takes into consideration the time that these activities will take. Always allow time for contingencies something will go wrong!

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Packaging Materials and Packaging Foils:
Non-PVC food wrap to launch in Asian markets!

A Canadian packaging foil company is looking to supply Asian markets with a non-PVC food wrapping film, as authorities in the region move to limit or ban use of PVC wraps.

PVC is known to cause significant damage to the environment, and is the subject of strict regulations in Europe.

But although most Asian markets are still using significant quantities of the plastic in packaging, there are growing concerns about the health risks posed when this plastic comes into contact with food.

Makers of PVC stretch film, designed for wrapping foods, use a plasticizer called DEHA to make the PVC pliable but this carcinogenic compound is thought to be readily absorbed by fatty food when it comes into contact with the film.

The use of such film has therefore been banned in many European countries, and more recently by China, which brought in legislation to restrict its use in October last year.

Canada-based Diamant Film, which markets a polystyrene-based film free of DEHA that is manufactured by Swiss company Alamantis, is now trying to tap Asian demand for non-PVC films.

Rapidly expanding retail sectors in China and other Asian markets has driven up the use of film to cover fresh meat, fish or other products in plastic or fibre trays on display on shelves.

The Alamantis film has been available in Europe since 2001, but Diamant has recently gained exclusive marketing and distribution rights for the product in Thailand, South Korea and, perhaps most significantly, China.

“We were very surprised when China banned PVC wrappers, as they are ahead of the US,” said chief executive Stefan Gudmundsson.

“But we have already had approval from the government and expect to see this market take off.”

The product will be distributed by Shantou Yiyuan Trading.

Diamant says that other alternatives to PVC, namely polyethylene, are not as effective as its own stretch film.

“Polyethylene may be cheaper but ours allows oxygen to pass through the film to the food, keeping the product’s colour,” said Gudmundsson.

This is especially important with meat, which turns a darker red without oxygen supply, giving it the appearance of being less fresh.

The company says the film is also environmentally friendly as it requires 25 per cent less material than for a PVC wrapper.

Diamant will in addition be looking to create a market in Thailand, where it has just gained distribution rights, and South Korea, although it is unclear yet what the demand for the product will be.

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Graphic Packaging:
Investing In The Future Of Microwave Packaging

Graphic Packaging International has announced further European investment. The company has opened a new European Microwave test facility in Northern France and appointed a new Technical Manager Microwave: Mr Martin Gustavsson; for the European Division.

The new test facility will enable Graphic Packaging to supply a high level of local service to both global and regional customers for the development and test cooking of new food solutions. The move towards quick, tasty, and convenient food solutions has proven a winning formula for many Graphic Packaging consumer focused customers. A success that Graphic Packaging is ideally placed to duplicate in Europe.

'In our experience the development of a microwave packaging solution is intertwined with the development of the product itself. The packaging supplier has to work in close partnership with the food company to ensure that the consumer enjoys the best possible sensory experience.' states Martin Gustavsson.

Mr Gustavsson joins Graphic Packaging from a major global food manufacturer and as such adds his in depth food technology experience to the considerable body of knowledge that Graphic Packaging enjoys in the microwaveable packaging field.

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Improved Packaging Line Efficiency:
PIABC Develops NVQ for Packaging Operators

In order to provide a broad framework of training and qualifications the Packaging Industry Awarding Body Company (PIABC) has launched a suite of National Vocational Qualifications (NVQ) aimed at packaging operators.

The NVQ will provide much needed training opportunities for packaging line operatives in all sectors, with assessments being carried out in the workplace so that workforce development can take place in a systematic way, without taking staff away from the packaging line for long periods.

Packaging operatives are an essential part of the team and are required to carry out different operational tasks from the preparation of materials and equipment prior to starting the line, through production of finished packs, on to final line close-down.

The new qualifications are built around six core units:

• Start packaging operations
• Control packaging operations
• End packaging operations
• Respond to incidents, hazardous conditions and emergencies
• Work safely
• Work effectively in a team

According to the PIABC "each unit contains a series of elements that get right to the heart of the process whether that be on an automated packaging line or in a more manual setting".

As training and assessment for the NVQ is work-based, the qualifications are open to all those who work as packaging operatives whether they are in large automated plants or work in smaller situations on more manual operations.

To achieve the NVQ, candidates need to gain the six core units plus any two of fourteen optional units.

Assessment is carried out in the workplace by trained assessors and involves candidates reaching recognised standards of performance, knowledge and understanding.

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New Tetra Packaging coating keeps bugs away

A water-based coating for cartons could help keep insects such as German cockroaches and Indian meal moths out of the food chain. 

Michelman claims its BugBan 9000 coating can save retailers, distributors and food processors  money by reducing the damage to food packaging caused by insects. 

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The Environmental Protection Agency has approved the use of BugBan 9000 for use on the outside of corrugated surfaces, folding cartons, wood and corrugated pallets used in the transporting of food, the company stated  when releasing the product earlier this month.

"It was specifically designed to not just repel insects, but to effectively eliminate the insects before they can penetrate the package -- for the entire life of the package," the company stated.

The water- based coating is repulpable and can be applied to paper and paperboard substrates. It can be applied either off-line or in-line, using rod, blade, flexo, gravure, or size coating application methods. 

"Furthermore, controlled studies have shown that material handlers of packaging coated with BugBan 9000 do not experience any significant transference of the product to their hands, even under wet conditions" the company claimed. "Other studies have confirmed that the active ingredient does not migrate through the paper that has been treated to the food contact side."

The company said it tested BugBan 9000 at four universities on a wide variety of insects -- including yellow jacket wasps, fire ants, German cockroaches, and Indian meal moths. 

"All reports demonstrated 100 per cent effectiveness in eliminating the insect pests within 24 hours -- eradicating 70 per cent in the first five hours," Michelman claimed.

The annual costs of insect infestation in the sugar, cereal, flour and pet food markets total $226 million annually, Michelman stated.

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Packaging Waste Data Set to be Improved

A new system to handle and disseminate information and data on packaging waste is to be developed by the Advisory Committee on Packaging (ACP).

The National Packaging Waste Database will be designed to help with the packaging waste recycling and recovery regime, which place obligations on businesses to put to better use some of the packaging that they deal with.

It will remove the need for businesses to submit hardcopy data to regulators and could eventually lead to the use of electronic Packaging Recovery Notes (PRNs) and Packaging Export Recovery Notes (PERNs).

Ultimately the new database will help industry obtain the latest data in a more timely way, thereby helping the packaging market to operate more effectively.

It is also expected to help combat incidences of fraud by reprocessors and help identify so called free-riders – businesses who avoid meeting their obligations under the regulations.

Regulators are expected to benefit from considerable administrative time savings, allowing them to spend more time on enforcing the regulations.

The system will be designed and implemented through a project team reporting to the ACP and on completion will be owned and operated by regulators – the Environment Agency, the Scottish Environmental Protection Agency and the Northern Ireland Environment and Heritage Service.

The system is expected to cost in the region of £350,000 and has been funded largely by some of the businesses affected by the regulations.

It is expected that the reprocessor module will be in operation this year and that the registration module will be available for the 2007 registration process.

***
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Stora Enso is going to Build a 54 Million Euro
Packaging Plant in the Moscow Region

Finland's Stora Enso Packaging Company will build a corrugated packaging plant in Lukhovitsy, Moscow region, that will produce 150 million square meters of corrugated board a year, the company said in a press release. Total investment in the project is estimated at 54 million euros.

Construction of the plant will begin in September 2006, with production starting up in the first quarter of 2008.

The new plant will serve the growing demand for high-quality packaging in Russia, especially in the Moscow region. Customers will be mainly in the food, beverage, cigarette and electronics industries, representing both international and Russian brands,

Stora Enso already has two corrugated packaging plants in Russia. The first plant started operations at Balabanovo in 1998 and the second at Arzamas in 2004. The two plants have 450 employees and produced a total of 215 million square meters of corrugated packaging board in 2005.

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Mayr-Melnhof Opens Packaging Printing Plant in Germany

Together with state secretary Hendrik Hering of the Rhineland-Palatinate government and the mayor of Trier, Helmut Schröer, the CEO and chairman of the Management Board of the Mayr-Melnhof Group, Wilhelm Hörmanseder, officially opened the most modern European gravure printing site for packaging on May 4th. With an investment of about Euro 20 million the MM Gravure printing site will create approximately 100 new workplaces – in addition to 730 already existing in the federal state.

For the Vienna-based Mayr-Melnhof Group, the new factory in Trier is the fourth folding carton production site in Rhineland-Palatinate. In its twelve German factories (nine folding carton plants and three cartonboard mills), the company employs about 2,500 people.

With sales totalling Euro 1.46 billion and 33 factories all over Europe the Mayr-Melnhof Group is the largest manufacturer of folding cartons in Germany and Europe and the world-leader in recycled fibre-based cartonboard.

By separating the printing process from converting and finishing, Mayr-Melnhof is offering a unique technological concept. With this so-called offline process, MM Gravure delivers unprecedented production speed and performance in gravure printing of folding cartons. Measured in running meters, the annual output of MM Gravure could encircle the globe twice.

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