Relating to Business education...wat is a "NASD"  and a "six sigma " ?????
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National Association of Securities Dealers and six sigma is the quality control method developed by GE's legendary ex-CEO, Jack Welch.  I believe the six sigma standard refers to defect rate of one millionth of a percent.  You may want to search the web or wikipedia to confirm...
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Six sigma is Business process introduced by G.E and now its a industry standard. \n\nSix sigma deals with step by step a close loop plan for any business approach.\n\nU have various belts in the Six Sigma. Like Yellow, Green & Black. \n\nPls visit.\n\nSome of the topics covered under Six Sigma, It would give u a understanding of the process too. Also visit.http://www.isixsigma.com/sixsigma/six_sigma.asp\n\n\nMODULE: \n\n\nSection A : Overall Course Roadmap\nCost of Quality \nUnderstanding the Q.C.S. parameters \nMeaning of Six Sigma \nWhy Six Sigma \nHow to get There \nTerminologies in Six Sigma\n \nSection B : Process Mapping\n\n• Understanding and Improving Processes\n• Using a Process Map to improve Process\n• Collecting information \n• Selecting a Process to Map\n• Steps from “AS IS” to “ Should be”\n• Case Study - 1\n• Case Study -2 \n\nSection C : Tracking Process Defects\n\n• Defects per Unit (DPU)\n• Defects per Million Opportunities (DPMO)\n• Total Defects per Unit (TDU)\n• DPU, DPMO and Sigma level\n• Exercises \n\nSection D : Statistical Process Control, Principles & Applications\n\n• Basic Statistical Principles and Q C Tools\n• Measuring Variation\n• Process Capability Indices\n• Monitoring Variation via Statistical Techniques\n• Exercises \n\nSection E : Customer Inputs\n\n• Voice of the Customer\n• Quality Function Deployment \n• Case Study - 3\n• Case Study - 4 \n\nSection F : 8 Discipline Problem Solving\n\n• Introduction : The need for a disciplined problem solving approach\n• Step D - 0 : The planning stage\n• Step D - 1 : Establishing the team\n• Step D - 2 : Problem definition/statement\n• Step D - 3 : Developing Interim Containment Action (ICA)\n• Step D - 4 : Identifying and Verifying Root Cause\n• Step D - 5 : Identifying Permanent Corrective Action (PCA)\n• Step D - 6 : Implementing and Validating the PCA\n• Step D - 7 : Preventing Recurrence\n• Step D - 8 : Recognizing Team Efforts\n• Case Study - 5 \n\nSection G : DMAIC\n• Define\n• Measure\n• Analyze\n• Improve\n• Control\n• Case Study - 6 \n• Application of Six Sigma and DMAIC in “Service” Processes\n\nSection H :Failure Mode and Effects Analysis\n\n• Fundamental Objectives\n• Planning for Quality\n• Role of FMEA's in Design and Manufacturing\n• Connecting Failure Mode to Cause and Effect\n• Developing a “Risk Model”\n• Design and Process FMEA Road Maps and Control Plan\n• Case Study - 7 \n\nSection I : Design of Experiments\n\n• What is an experiment ?\n• Objective & Strategy of Experimentation\n• Factorial Designs\n• Replication, Randomization, Blocking\n• Case Study –8\n\nSection J: Supply Base and Material Management\n\n• Economic/Monetary significance of purchased material\n• Reducing supplier related costs\n• Supplier partnerships\n• Early Supplier Involvement\n• Supplier Rating and Relationships\n• Just in Time Production\n• Supplier Surveys
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hmmm...sounds like an essay question that YOU are supposed to be working on.  Consult your intro level management book.
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mba = masters in business administration (means you have a bonafide masters degree, recognized everywhere)\n\ncba = college of business administration (it's where one gets a business degree)\n\ncfa = certification for financial analysis (a certificate that tells people that one is really really good in analyzing financial data, recognized by most developed countries)
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Six Sigma is a methodology to manage process variations that cause defects and to systematically work towards managing variation to eliminate those defects. Defects are defined as unacceptable deviation from the mean or target. The objective of Six Sigma is to deliver high performance, reliability, and value to the end customer.\n\nThe roots of Six Sigma as a measurement standard can be traced back to Carl Frederick Gauss (1777-1855) who introduced the concept of the normal curve. Six Sigma as a measurement standard in product variation can be traced back to the 1920's when Walter Shewhart showed that three sigma from the mean is the point where a process requires correction. Many measurement standards (Cpk, Zero Defects, etc.) later came on the scene but credit for coining the term "Six Sigma" goes to a Motorola engineer named Bill Smith. (Incidentally, "Six Sigma" is a federally registered trademark of Motorola).\n\nIn the early and mid-1980s with Chairman Bob Galvin at the helm, Motorola engineers decided that the traditional quality levels -- measuring defects in thousands of opportunities -- didn't provide enough granularity. Instead, they wanted to measure the defects per million opportunities. The process was pioneered by Bill Smith at Motorola in 1986 and was originally defined as a metric for measuring defects and improving quality, and a methodology to reduce defect levels below 3.4 Defects Per (one) Million Opportunities (DPMO), or put another way, a methodology of controlling a process to the point of ± six sigma (standard deviations) from a centerline. Motorola developed this new standard and created the methodology and needed cultural change associated with it. Six Sigma helped Motorola realize powerful bottom-line results in their organization - in fact, they documented more than $16 Billion in savings as a result of Six Sigma efforts. Six Sigma has now grown beyond defect control and is a registered service mark and trademark of Motorola, Inc. Motorola has reported over US$17 billion in savings from Six Sigma to date.\n\nIn addition to the Motorola, companies which also adopted six sigma methodologies early-on and continue to practice it today, are Honeywell International (previously know as Allied Signal) and General Electric (introduced by Jack Welch). The two companies have reported to have saved literally billions of dollars thanks to the aggressive implementation and daily practice of six sigma methodologies.\n\nSince then, hundreds of companies around the world have adopted Six Sigma as a way of doing business. This is a direct result of many of America's leaders openly praising the benefits of Six Sigma. Leaders such as Larry Bossidy of Allied Signal (now Honeywell), and Jack Welch of General Electric Company. Rumor has it that Larry and Jack were playing golf one day and Jack bet Larry that he could implement Six Sigma faster and with greater results at GE than Larry did at Allied Signal. The results speak for themselves.\n\nSix Sigma has evolved over time. It's more than just a quality system like TQM or ISO. It's a way of doing business. As Geoff Tennant describes in his book Six Sigma: SPC and TQM in Manufacturing and Services: "Six Sigma is many things, and it would perhaps be easier to list all the things that Six Sigma quality is not. Six Sigma can be seen as: a vision; a philosophy; a symbol; a metric; a goal; a methodology."
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Most people in the business community would have heard of MBA.   Far less would have heard of MSM.  In terms of recognition, I would go with MBA.
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There is no certification process for 6 Sigma.  It is not a contractual standard like ISO 9000 for which certification is possible.
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quality assurance can be applied to anything, plant, company tools, equipment, etc.    Just creat some limits and quidelines for each, thats a start. ie: office chairs, must have 5 legs or tables must be black or your product that you put out must meet written quailty (no bad spelling)...not sure of what it is you want tho
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follow porters value chain. that give u a logical step wise analysis of  the organization. \n\nor else u c draw a supply chian for the organization u want to study. break each components into subcomponents. thus u can start studying even the minute details
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Dear Business Leader\n\nYou may already be familiar with the XYZ project currently taking place in your area.  I would like to announce that the implementation of this project has been very successful.\n\nThis project covers system & business process changes.  The successful implementation will bring new opportunity to you and other business leaders.\n\nPlease contact me if you have any questions or would like to discuss how this project will directly affect your business.\n\nSincerely,\n\n\nProject Coordinator and Announcer
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Businesses form cultures.  There are micro cultures, such as that of various kinds of salespeople which independently arrive at certain common behaviors and values while working independently or with a variety of companies.  Then there are company-specific cultures that are greatly different from others of their industry--Apple and IBM are perfect examples of that.\n\nA recent fad was the Six Sigma program of quality improvement.  Motorola developed a plan based on scrutinizing various key and fundamental aspects of production.  Essentially, the idea is that if you keep building a better, more reliable product, the customer and prospect base will keep buying it.   This was adapted and adopted in various ways.  Some corporate cultures needed a "just the facts" mechanical implementation because they already were of that mindset.  Others needed it to be carefully explained and strategically implemented because they were not used to such comparatively sterile production and process scrutiny.  Still others, blundered in from Dilbert-style incompetent managers with all the deft and personality of a butcher or bulldozer.\n\nLearning from other management cultures can include looking at the mistakes and avoiding them.  To see a difference in corporate culture consider the conglomeration of Time to Warner to AOL.  They did it very poorly.  Then watch how Federated Department Stores acquired and assimilated companies.  Big banks, practiced in mergers, can give good examples of assimilation with advancement.
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Six Sigma is a term usually related to manufacturing or process engineering that seeks to reduce variability in the product or process. \n\nThe Six Sigma process is taught to people within the managerial structure at a company. A person who goes through the course earns what is called a "green belt." A person who goes through further training and shows the ability to implement and teach Six Sigma methodology earns a "black belt."
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When you are creating new processes, you use the DMADV method (Define, Measure, Analyze, Design, verify), instead of the typical DMAIC (Define, Measure, Analyze, Improve, Control).  There are a number of books for both Six Sigma and DFSS (Design For Six Sigma) which should get you on your way.\n\nI like the author Pyzdek, but there are a ton of books and authors out there- search Amazon or go to your local bookstore.
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try the harvard business case studies site. \n\ntry other business school sites as well, such as kellogg school of northwestern university
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I work in a large corporation.  People here learn in many different ways.  The company provides formal classes on some subjects, either taught by employees or by outside consultants.  There are also various internal conferences where employees share information with each other.  Employees are also sent to outside conferences and seminars.  There are frequent noontime talks on matters useful in the business.  Many senior employees take the time to mentor new ones.  And, of course, much learning takes place when people figure things out for themselves.
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