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9:00 a.m. to 9:30 a.m. 9:30 a.m. to 9:45 a.m. 9:45 a.m. to 10:15 a.m. 10:15 a.m. to 11:30 a.m. 11:30 a.m. to 12:30 p.m. 12:30 p.m. to 1:00 p.m. 1:00 p.m. to 1:30 p.m. 1:30 p.m. to 2:00 p.m. 2:00 p.m. to 3:30 p.m. 3:30 p.m. to 4:00 p.m.

Registration and continental breakfast Welcoming address by CEO Waste reduction program overview and goals Overview of program changes and new procedures Catered lunch Tracking reports and monitoring processes Feedback and continuous improvement Rewards program Facility tour and on the job training for new processes Question session and closing remarks

If you don t fancy building your own solar tracker from scratch, Science Connection sells one as a kit under the stock code number 2216KIT. Full details are in the Supplier s Index. www.scienceconnection.com/Tech_advanced.htm

A separate 2-day training session/workshop should be held for executives and managers to gain a better understanding of the program and the facilitation process. The program should emphasize the manager s role in coaching employees and the execution and monitoring of the system.

Summary Output Regression Statistics Multiple R 0.548987304 R Square 0.30138706 Adjusted R Square 0.283473908 Standard Error 335.0315537 Observations 121 ANOVA df Regression Residual Total 3 117 120 Coefficients 272.920 6.607 2.560 116.636 SS 5,665,592 13,132,799 18,798,390 Standard Error 116.397 1.002 1.748 61.166 MS 1,888,531 112,246 F 16.82 Significance F 3.753E-09

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response to the information gained from the measurements. The faster a process owner receives feedback about its performance, the better the adjustments made to the process will be. Integrating the Six Sigma Business Scorecard with the corporate information management system can lead to faster response times. Using information technology, the data collection, aggregation, analysis, and reporting of the Six Sigma Business Scorecard can be automated. Automating data collection and analysis gives the leadership more time to respond to the information instead of wasting time worrying about getting the information. Similarly, process owners can spend their limited resources in improving the process instead of ensuring the data collection for the Six Sigma Business Scorecard. Ultimately, the intent of the Six Sigma Business Scorecard is to drive a rapid rate of improvement (not just improvement), experience improved profitability (not just process improvement), and realize business growth (not just revenue monitoring).

DATA UTILIZED FOR THE ANOVA ANALYSIS MEAN SOLID WASTE GENERATION PER COMPANY STANDARD DEVIATION OF MEAN SOLID WASTE

Wood and lumber manufacturers Metal manufacturers Food manufacturers Chemical and rubber manufacturers Paper manufacturers and publishers Transportation equipment manufacturers Textile and fabric manufacturers Electronic manufacturers

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any small businesses perceive implementation of a measurement system as a distraction. The perception is that such measurement systems or fancy business scorecards are designed for large or public corporations. Although such claims have some merit, this understanding should not become a barrier to implementing a business scorecard. Small businesses can make adjustments to the measurement system based on the functions and size of the organization. Balancing profitability and growth is a common objective irrespective of the business s size.

1528.6 1313.6 784.8 749.8 726.0 653.5 584.7 194.5

345.0 343.8 217.2 174.4 180.6 82.7 159.2 72.0

TABLE 16.13 BONFERRONI PAIRED SAMPLE T-TESTS ON WASTE GROUP S AVERAGE SOLID WASTE GENERATION PER COMPANY PAIRS OF WASTE GROUPS TESTED ADJUSTED BONFERRONI PROBABILITY

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