volume 1. issue 2. sharing lean 6sigma practices spring 2020 sigma.pdfsix sigma yellow belt, green...

Anton OkunSix Sigma Master Black Belt Deputy Director, EAM PMOSix Sigma Program Director

Message from the Six Sigma Program Director

Email: [email protected]/Phone: (646) 252-1039

SharePoint Site: https://eam.nymta.info/SitePages/SixSigma.aspx

Dear Six Sigma Stakeholders & Community of Practice Leaders,

It is an honor to distribute to all of you our second issue of the EAM Six Sigma Quarterly Newsletter.Since our program inception in August 2017 and over the past two years, the program has been gaining significant traction across the MTA and all its agencies. Since our last issue in the fall, we have had two major project report outs and graduation ceremonies for the program and have certified over 120 employees across various belts generating millions of dollars in hard & soft savings.

As of today, we currently have three full waves of Six Sigma Yellow Belt, Green Belt and Black Belt classes that are in flight targeting almost ninety high performing MTA employees across all agencies. With all the active candidates, the program has over 40 in-flight projects that are currently running across the MTA with significant expected benefits going into 2020. Some of the closed projects will be highlighted in this issue’s newsletter.

The purpose of this newsletter is to share the highlights of the program and all its accomplishments with our senior executive sponsorship as well as all the current/former sponsors, certified belt holders and current candidates in the program.

In this issue, you will find content and summaries from our recent Six Sigma graduation ceremonies that took place in November 2019 as well as an update on all current in-flight projects that are taking place across all agencies. We also highlight one of recently closed project within LIRR’S social media team, titled, “Turning #Hashtags into Cashbag$.” The project focused on generating incremental

revenue for LIRR’s ticket sales using organic marketing and other platforms to attract new customers and make it an easier buying experience.Please enjoy the Q &A with the entire project team.

Furthermore, the newsletter shares our program entry requirements and highlights the next steps in our journey to slowly embed the Six Sigma project methodology across the MTA landscape with the ground up. From the closed projects that have completed within our program, we feel that there are significant replication opportunities to share all of the improvements that have been made across the agencies. Using the Six Sigma methodology will bring a more pro-active culture into the MTA environment using data-driven decision-making methods to accomplish the goals and get away from our current fire-fighting environment that we are all accustomed to.

There are amazing new things to come for the program and we are always looking to expand our content and training curriculum to include additional interactive simulation sessions, where candidates will have a chance to practice and test various six sigma tools in a live environment among their peers. Further simulations sessions will be arriving in 2020 for all members of the program to appreciate.

I hope all of you enjoy the content of our second issue. As always, if there are any questions, comments, feedback, we are always open for new ideas.

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Volume 1. Issue 2. Spring 2020Sharing Lean 6Sigma Practices

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Six Sigma Program Shows Strong Signs of Growth

Total # of Projects that went through the EAM Six Sigma Program by Agency. (NYCT Column made up of: NYCT 5, Bus 9, Subway 7, CPM 2 projects respectively.)

279 employees have graduated or are currently enrolled in the EAM Lean Six Sigma Program.

Number of certifications achieved or currently in progress in the EAM Lean Six Sigma Program.

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What is Six Sigma?

Data Driven Management Philosophy

Continuous Improvement Methodology

Math & Statistics based Approach

Increases Effectiveness – i.e. how well you serve your customers – by improving

Efficiency – the use of resources necessary for serving your customers – such as

time, materials, labor, etc.

Way to Transform an Organization.

Types of Process Improvement Project Approaches

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Example of EAM Completed Six Sigma Project using Visual Management

PROJECT NAME PROJECT SYNOPSIS

Project: Improvement of existing process that looks at a bad actor segment

Agency: NYCT - DOS

Project Managers: Joji Joshua

Sponsor: Roy Ros

Current Sustain Plan: TBD

Status: TBD

The Maintenance of Way (MOW) division of Department of Subways is tasked with incident investigative process to eliminate repeat failures or incidents along the subway trackway. Currently, the process that addresses incidents is a 2-hour monthly meeting, where the reporting of a bad actor happens in a timeframe of less than 5 minutes. Incidents keep reoccurring; therefore, the current process needs to be VM evaluated and improved.

Objective:

* Propose and implement an improved review process to have worst performing segment removed from the bad actor list.

* Reduce incidents by at least 77 and achieve reliability of >85%.

Benefits: Estimated Cost-Savings for JUST ONE bad actor segment [S/E Canal St to N/E Jay St MetroTech]: $36,957.

A set of tools that can be used by any team to clearly state what is normal in their process, measure their progress against clearly defined targets and in doing so - identify the abnormal in their process.

What you can see that helps you understand what you cannot see in your process – i.e. the hidden waste.

The main tool used in Visual Management is the Huddle Board or Whiteboard.

Featured Six Sigma Tool: What is Visual Management?

Note: If you see an opportunity/need help implementing or installing visual management boards in your area - please contact the Six Sigma Team for assistance: [email protected]

Belt Program LevelRequired Prior to Acceptance

Training Estimated hrs. to Complete, Content & Requirements

In Person Attendance Requirement @2 B’way

Yellow Belt 4-5 months

10% time- commitment 4 YB maximum

on a Yellow Belt Projec

1 REAL viable MTA Project (Requires

approval from sponsor / manager and LSS Program)

• 30 hrs.• 1 Online Simulation Project – exercises• 1 Online Exam • Optional weekly workshop with YB class mentor • Mandatory bi weekly belt level WebEx call• Project Teams required to present their

project on a rotation schedule during bi-weekly WebEx (can be multiple times)

• Online Training must be completed by assigned deadline of current class

• 1-day initial kickoff class led by MBB• 1-day Simulation training event #1• 1-day Simulation training event #2 • 1-day Graduation Ceremony

(YB’s working on a *BB project can graduate at the YB graduation ceremony; YB’s working on a GB project will graduate with their GB Project Team)

*The BB project will be presented (and needs to keep moving forward post-presentation); YB must have met YB online requirements or will not graduate until the BB graduation ceremony.

Green Belt (prior Yellow Belt

verified certification required)

6-8 months15% time-commitment

2 GB maximum on a Green Belt Project

If 1 GB on the project, there can

be up to 3 YB’sIf 2 GB on project – maximum of 2 YB’s

1 REAL viable MTA Project(Requires approval from sponsor / manager and LSS Program, prior to

acceptance to the LSS GB program)

Project must have $125k in savings.

• 105 hrs.• 1 Online Simulation Project w. completed storyboards

submitted to training provider• 5 Online Exams (2 failures per exam allowed); 3rd failure

will require review by EAM LSS Program to determine if candidate can continue in the program; 4th failure will result in candidate’s expulsion

• Monthly 30 min Review Sessions – with BB Mentor • *Mandatory bi weekly belt level WebEx call (3 no-shows allowed)• Project Teams required to present their project on a

rotation schedule during bi-weekly WebEx (can be multiple times)


• 1-day initial kickoff class led by MBB• 2 days, Simulation training event #1• 1-day Simulation training event #2• 1-day Graduation Ceremony • (G B’s working on a BB project

will graduate with their BB Project Team)

*No-shows are equivalent to not advising the Six Sigma Team of non-attendance. After 3 no-shows, EAM Six Sigma can disqualify a candidate from further program participation.

Black Belt (prior Green Belt verified

certification required) 12+ Months

>15% - 20% time- commitment

2 BB maximum working on a BB

project (max of 2 GB’s on project / max of

2 YB on project)

1 REAL viable MTA Project

or2 MTA Projects if

1 of the lower level belt projects were not com-

pleted as part of this MTA EAM Six Sigma Program(Requires approval from sponsor / manager and LSS Program, prior to

acceptance to the LSS GB program)

Project must have $500k in savings.

• 150 hrs. • 1 Online Simulation Project w. completed storyboards

submitted to training provider• 5 Online Exams (2 failures per exam allowed); 3rd failure

will require review by EAM LSS Program to determine if candidate can continue in the program; 4th failure will result in candidate’s expulsion

• Monthly 30 min Review Sessions – with BB Mentor • *Mandatory bi weekly belt level WebEx call (3 no-shows allowed)• Project Teams required to present their project

on a rotation schedule during bi-weekly WebEx (can be multiple times)


• 1-day initial kickoff class led by MBB• 2 days Simulation training event #1• 1-day Simulation training event #2• 1-day Simulation training event #3• 1-day Graduation Ceremony

*No-shows are equivalent to not advising the Six Sigma Team of non-attendance. After 3 no-shows, EAM Six Sigma can disqualify a candidate from further program participation.

Tell Your FriendsIn MTA’s escalated financial challenges environment due to Covid-19, the Six Sigma Project

Development & Training is now accepting inquiries for Fall’20 Classes, with revised results-oriented requirements. Please review carefully and contact us if interested in joining.

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If you’d like further information or would like to apply for entry into the program, please contact Anton Okun [email protected]

New Six Sigma Simulation Training – “Sigma InBox” was piloted on Sep 7, 2019

Six Sigma Events Highlights

BB, GB trainees and the Six Sigma team work together to improve a process we are all too familiar with: InBox.

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Final Project Report Out and Certificate Award ceremonies were held on November 1, 5, and 7, 2019, where 18 Yellow Belt and

1 Black Belt projects were presented.

Anton Okun, Deputy Director, Business Analysis & Process Management, Six Sigma Master Black

Belt, MTA EAM Six Sigma Program Director - Addressing the Graduating Class

YB Graduates Gina Medayil, MNR Associate Engineer MofE and

Anitha Puranik, EAM Business Process Analyst – presented their project: “MNR New

Haven Support Shop Productivity Improvement”

YB Graduate Mike James (L), Assistant Engineer Signal Lvl I – presented

his project: “LIRR Signal Assets State of Good Repair” & YB Graduate Nick Kowalski (R),

Junior Engineer – presented his project: “LIRR Signal Diagnostic Network, System Integration

and Data Manipulation or Distribution” with their sponsor Edward Koch (M),

Principal Engineer Signal Maintenance & Construction of LIRR Engineering


YB Graduates Esther Oh, Associate Staff Analyst and Valbert Richards,

Superintendent – presented their project: “NYCT BUS Trek On-Call Support from

Manual to Electronic Process”

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YB Graduates (L to R) Daniel Fernandes, Sr. Quality Assurance Manager;

Ray Roberts, Quality Assurance Manager; Xiachen (Dominik) Guo, Project Management

Trainee with their sponsor Nagy Mikhail, PM, LIRR DPM – presented their project: “LIRR

Contract Change Order Optimization”

L to R: YB Graduate Maria Burgos, Manager Budgets Development, her sponsor Radica Bisram,

Assistant Director Op. Budget Dev & Control, YB Graduates Stephen Eng, Asst. Manager Fleet Analyst Doc Ctr & Edward Nizza, Manager RCM

Maintenance Programs and their sponsors Jigish Vaidya, Senior Manager MofE Operational

Stats LIRR Equipment and Ronald Navas, Senior Manager RCM Management Review LIRR Equipment – presented their project:

“LIRR Fleet Mileage Reporting Process Improvement”

L to R: YB Graduates Jorel Medayil, Computer Support Analyst 3; David Otero,

Application Developer; Omar Smith, Application Developer with their sponsor Olga Tsarkov,

Lead MNR-LIRR MofE ITS Support; and SME Jigish Vaidya, Senior Manager MofE

Operational Stats LIRR Equipment - presented their project: “LIRR Fleet Mileage Reporting

Process Improvement “

YB Graduate Jennifer Wuotinen, Program Manager I, Office of Capital

Construction – presented her project: “MTA CC Silica Dust - PM10 Reporting Improvement”


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YB Graduates James Scholte, Deputy Superintendent Subways and

Patrick Trinchese, Director Production Planning, SMS Subways – presented their project:

“Modernization & Streamlining of Gage Lab Data”

YB Graduates Genc Hasi, Manager of Quality Assurance, Asset Compliance, MNR and Zhiqi Zhong, Production Engineer, MofE, MNR –

presented their project: “MNR – Increase the Number of Welded Joint Bars per Year”

YB Graduate Johnny Striplin, Facilities Manager, Governance and Administra-

tion, MTA BSC with sponsors (L) Ed Legrand, Certified Lean Six Sigma YB, Assistant Director,

Strategic Planning, Governance & Administration, BSC and (R) Joe Vartolone, Dep Sr Dir, BSC Shared Services, Governance and

Administration, BSC – presented his project: “BSC’s Continuity of Operations Plan (C.O.O.P.)”

YB Graduate Joji Joshua, Senior Quality Control Specialist II,

NYCT DOS with sponsors (L to R) Kyle Kirschling, Senior Director, Quality Assurance, DOS,

Craig Kelleher, Superintendent Production Planning, DOS and Roy Ross, Director,

DOS – presented his project: “NYCT DOS Bad Actor Review-Process Improvement”




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YB Graduates (L to R) Chan Samsundar, Lead Train Control Systems, Capital Program Management, Yvette Vacca, Lead of Security Architecture & Planning, MTA IT, Dmitri Levi,

Lead Tech Solutions & Cont, MTA IT – presented their project: “NYCT DOS State of

Signal Interlocking Switches for Dekalb Avenue (B division)”

YB Graduates Pyung Ho Kim, Manager - Geospatial Technologies, LIRR, Thomas Wiese,

Asst. Director of EAM Projects LIRR, Nicholas Fasano, Excelsior Svc. Fellow,

President’s Office and Grace Forte-Fitzgibbon, Asst. Manager Cash & Revenue Budget, LIRR –

presented their project: “LIRR EAM Integration of New Location and Asset

Acquisition into Major Capital Projects Process”

YB Graduate Dmitriy Terekhov, Sr Contract Ad-ministrator, LIRR-PROCUREMENT & LOGISTICS with his YB class mentor, Dora Valkanova (BB),

Business Analysis & Process Management, MTA EAM – presented his project: “LIRR Small

Business Mentor Program Data Collection Improvement”

YB Graduate Ramon Tineo, Manager, Material Requirements and Planning, MTABC with his

YB class mentor, Dora Valkanova (BB), Business Analysis & Process Management, MTA EAM – presented his project: “NYCT BUS Schedule

Operations Repair Kits”




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YB Graduate Harald Schwab, Benefits Ops Analyst, MTA BSC with his

sponsor Noel Allen, Senior Manager, Human Resources, MTA BSC – presented his project:

“BSC Benefits Reconciliation Project”

(L to R) YB Graduates Michelle Bestercy, Management Associate, MTA B&T, Kara Myers, Social Media Officer, LIRR-PUBLIC AFFAIRS and

Daisy Mendez, Talent Management Analyst, People & Business Transformation, NYCT with their YB class mentor, Dora Valkanova (BB),

Business Analysis & Process Management, MTA EAM – presented their project: “LIRR Turning

Hashtags into Cash Bags”

(L to R) Daniel Harding, Lead Capital Transit Projects, MTA IT, Kathleen Wieber, Clerk-Chief, LIRR Equipment, BB Graduate

Philip Thomas, Application Dev Specialist Lvl 6, Office of Transportation Applications, MTA IT,

David Kohler, Deputy CIO Applications, LIRR, BB in training Dan Turetsky, Deputy Director / Lead,

Enterprise Applications, MTA IT, BB in training Uttam Bera, Dir Geospatial Tech & App,

MTA IT and Gladys Guerrero, Clerk-Central Manpower, LIRR-EQUIPMENT - presented

their project: “SmartPick - A Technology driven solution to automate the Job Pick Process

and Qualification Tracking”




The November 2019 recent graduates of the MTA EAM Lean Six Sigma Program

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Business Case

The Long Island Rail Road’s Social Media team,

working in conjunction with the Sales and Promotions

Group could improve the use of Social Media as a

vehicle to encourage LIRR Getaways Package

Purchases. Using #s adds could simultaneously

sell to online audiences and help local businesses

promote their products.

Problem Statement

Budget restraints have eliminated all paid promotions,

and in order to maintain sales’ volumes of local

businesses weekend getaway packages - an

affordable organic promotions opportunity is

explored through LIRR’s social media channels.

Project Goals

• Generate revenue to maintain partnerships with

local LI busenesses by successfully promoting

their weekend getaways packages without incurring

cost to LIRR

• Expand the reach of Social Media posts across

different segments of ridership

• Increase purchases of Deals and Getaway Packages

Estimated Benefits

Last year marketing spent $80,000 on inorganic

promotions; We would like to generate the same

revenue without spending a dollar of LIRR’s budget,

while preserving local businesses’ partnerships.

Featured Project & Team: Turning #Hashtags into Ca$hbags By Kara Myers, Daisy Mendez and Michelle Bestercy

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(L to R) YB Graduates, Michelle Bestercy, Management Associate, B&T, Daisy Mendez, Talent Management Analyst, People & Business Transformation, NYCT, Kara Myers, Social Media Officer, LIRR-PUBLIC AFFAIRS – presenting their project.

Featured Project Graduation event live recording: https://www.youtube.com/watch?v=87ZNJddo2DEiuiv

Featured Project & Team (continued)

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We asked the Six Sigma Team Members how they have used Six Sigma in both:

1. The Yellow Belt Certification Project2. In their personal lives since the training & project’s completion

Kara MyersSocial Media Officer, LIRR Public Relations; Functional Role: Team lead and coined the term “#s for Ca$h-bags”

1. Being an organized person, I thought the opportunity to identify the Quick Win Opportunities at the conclusion of each tollgate was very helpful to stay on track and to see which opportunity presented itself based on the information and data we collected. Other very helpful tools for our project were the Fishbone Diagram and 5 Why’s, because they allowed us to reach a pivotal point from what we were originally focusing our effort towards, and what would actually benefit our organization and consumers alike!

Featured Project & Team (continued)

Q & A with the Project “Turning #Hashtags into Ca$hbags” Team:

2. Surprisingly, a very helpful tool for real life is the “Cost Benefit Analysis” table. We waste money on things that we don’t see the benefit of, so this is a great tool to take a step back and reflect on your next purchase. Replace “implementation” with the item you’re looking to purchase, allow the “measurement” variable to reflect the “reason” you’re being inclined to make the purchase. Turn the “Benefits” into the “Pros and Cons” of your package and calculate how much it will set you back or ahead based on those pros and cons.

You will be surprised how many of your “wants” are really not your “needs.”

Daisy MendezTalent Management Analyst, People and Business Transformation; Functional role: Team data-cruncher and charts master

1. I found the “Five Why’s” and Quick Win tools extremely useful. Both tools helped us focus on our stakeholders’ experience and what they consider valuable. The template’s categories – easy/fast/cheap to implement, reversible, and within the team’s control really helps me identify them. I also think the simulation events really brought the Lean Six Sigma concepts to life and this encouraged me to get through the tougher parts of the project.

2. I have found myself on the lookout for “quick win” solutions more often since the program.

A new wave of 91 Belts (73 Yellow, 14 Green, and 1 Black) started in the beginning of 2020. Here are the Agencies represented across all belt levels, estimated to bring savings to MTA

by achieving Cost & Risk Reduction as well as Cost & Revenue Loss Avoidance.

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Name of BB Project BB Project Managers Agency Sponsor(s)

1Improvement of

Switch Performance

Olivia Leung (BB)Ayeisha Morrison (GB)

Genc Hasi (GB) Yuko Yoshida (YB)

Shevily Henry-Aduamah (YB)Miyer Inoyatov (YB)John Cabrera (YB)

MNRDavid KubicekGlen Hayden

# Name of GB Project GB Project Managers Agency Sponsor(s)

1 MNR SmartPick - MofE

Larissa Baronova (YB)David Koehler (GB)Michael Wong (GB)

Uttam Berra (GB)Tom Persaud (YB)

Sambath Chidambaranathan (YB)Aleksandra Karapetyan (YB)

MNR Anthony Marro

2Improvement of existing switch reliability process

Joji E. Joshua (GB)Roy Ross (YB)

NYCT - DOS Roy Ross

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NYCT-Paratransit Access-A-Ride (AAR) Improvement of Trip Reservation Process

Esther Oh (GB) NYCT - BUS Don Raimondi

4BSC Continuity of

Operation Plan – Phase IIJohnny Striplin (GB) MTA BSC

Ed LegrandAndrew McMahanJoseph Vartolone

5Productivity Improvements

for Metro-North Railroad Support Shops

Gina Medayil (GB)Anitha Puranik (GB)

MNRStuart Trout

Jeffrey WestonGregorio Santana

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Review, Standardize and Improve the

Employee Titles and SOC/OCC coding process

Jennifer Wuotinen (GB)Daisy Mendez (GB)Rosalyn Green (YB)

NYCT-C&DJanno Lieber

Michael GarnerAnita Miller

7Cybersecurity Risk Assessment Tool

Andrea Geiger (GB) MTA IT Michael J. Wong

A new wave of 91 Belts (73 Yellow, 14 Green, and 1 Black) started in the beginning of 2020. Here are the Agencies represented across all belt levels, estimated to bring savings to MTA

by achieving Cost & Risk Reduction as well as Cost & Revenue Loss Avoidance.

The Six Sigma 2020 Trainees

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# Name of GB Project GB Project Managers Agency Sponsor(s)

8F Train - Service Gaps and Congestion

Reduction

Chan Samsundar (GB)Greg Barton (YB)Asean Jones (YB)

Yvell Stanford (YB)Marie Lodescar (YB)

NYCT-DOS Barry Greenblatt

9 NYCT Road Car InspectorsSteven Eng (GB)

Robert Fallacara (YB)NYCT-DOS

Tony WatkinsJigish Vaidaya

# Name of YB Project YB Project Managers Agency Sponsor(s)

1 LIRR EAM Implementation PI Sharif Khandaker MTA-HQCharles SchianoArthur Berberich

2NYCT CPM Clifton Shop Project & Environmental

Process Improvement

Brianxis JimenezTamara Pearl

NYCT C&DThomas Abdallah Derek Braithwaite

Sunil Parikh

3NYCT Signal Repeat Failure

Troubleshooting PIGavin Duncan

Manuel RoseroNYCT-DOS

Anthony GaroneKermit Mitchell

4NYCT DOS

Stop Cards Data Flow PIJavier Rocha

Jacqueline V. TurnerNYCT-DOS

Terri RumphCourtney Buddo

5 CSCH Improvement

Myat ThuShashi Kumar

Natasha GondiSusan Gaffney

NYCT-CPM Walter Bristol

6B&T Uniform Inventory

Process Improvements

Christian QuashieCarl Frederick

Jing DuNina Vinci

MTA B&T Stephen JanskyDino J. Di Pietro

Christian Quashie

7NYCT Security Posts and

Command ConnectSean ByrnesEric Coleman

NYCT Vincent Sheehan

8NYCT Employee Workers’ comp

claims process improvement Joseph Varfley NYCT Vincent Sheehan

9NYCT DOS Train Operators and Conductors Daily Scheduling PI

Aikido SticattoAkshay Patel

Samrawit HailuCaryl Perez

MTA ITTony Abdallah

Albert Culler

10NYCT Paratransit – Application

Development Process ReengineeringManlung LeePeter Giang

MTA ITMusa Syed

Martin Olsen

11 Bus Performance Improvement PlanJames QuinonesCatrina Williams

Joshua CoxNYCT-BUS David Burrowes

12NYCT Design and Construction Design

Data Collection Improvement

Amen Mukhlis Noor Siddique

Steven KaufmanNYCT-CPM Richard Decurtis


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# Name of YB Project YB Project Managers Agency Sponsor(s)

13 Death Process Katty Rodriguez MTA BSC Noel Allen

14NYCT Resignation

Exit Interview Process Optimization

Cherise MyersKarina Antonetti Carmona

Alana SmithTravis Lord

NYCT

Yvell StanfordJulia A. Ferraro

Vernessa Moses, Joel Andrews Deborah O’Connor

15MNR Unintentional PTC

Troubleshooting PIAndrew George

Undrakh BekhturMNR

Anthony ChieffoLeonard Borsellino

16MNR Unintentional PTC

Troubleshooting PISuzzy Gonzalez LIRR

Andrew Arenth Steven Okurowski

17NYCT Disciplinary Action Notification

Process Improvement

Renuka BhupathiMarlon Holder

Dawn HicksRebecca Mallay

NYCT

La Verne BeyValbert Richardson

La Verne BeyLenny Akselrod

18NYCT-MTA Bus –

Reuse parts from Bus Scrap Program

Jigarkumar Patel, Yogesh Patel, Ruth Gamboa

William Manjarres

NYCT-BUSHerman HubbardSusane GalarzaSteve Boscarino

19Improving the Competitiveness of

NYCT DOS MoW light maintainers on Lighting Capital Projects

Guillermo DavidChristopher Santos

NYCT-DOSAndrew Danylchuk

Guillermo David

20LIRR Diesel Fleet Event Recorders

Decommissioning PI

Katrina CousleyXiomara GoldsonPatrick Groarke

William Scazzero

LIRR

Theresa DorseyThomas Foulkes

Sigfredo AlvaradoFrank Sokolow

Si Kei YanThomas Nespeco

21 SUMP Implementation Christopher Bennett,

Ahmed KhalilMTA B&T

Brian Anthony WalshBrian Bajor

22 Fiber Asset Management System Shirley Santivanez

Mohammedu DennisMTA IT

Jing Du/Carlo Giambanco

23 B&T Incidents Record Reporting PI Ramel Lee MTA B&T Cassandra Edghill

24 Graffiti on Trains Biju George NYCT-DOS Eugene Gabrell

25MNR Picks Reconciliation: Verify

Position Master in PS Against WFA Report

Larissa Baronova Tom Persuad

Sambath Chidambaranathan Aleksandra Karapetyan

MNR Anthony Marro


Did You Know?

The Six Sigma Project Development and Training SharePoint website is accessible to the entire community of Current and Past Six Sigma trainees.

The Six Sigma SharePoint site has the latest Six Sigma news, upcoming events’ notices and pictures. There you can also find:

• Calendar of classes and deadlines per belt level

• Training content for Six Sigma and Process Modeling

• Class files – all past and current Six Sigma projects/teams working materials and final presentation decks

Check it out Today!https://eam.nymta.info/HQ/CI/SitePages/Home.aspx

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MTA EAM Six Sigma Training Team

Nick KolliasCertified Six Sigma Black Belt

Six Sigma Project Coach/MentorEmail: [email protected]: (646) 252-3932

Anton OkunSix Sigma Master Black Belt,

Six Sigma Program DirectorEmail: [email protected]: (646) 252-1039

Dora ValkanovaCertified Six Sigma Black Belt

Six Sigma Project Coach/MentorEmail: [email protected]: (646) 252-1236

volume 1. issue 2. sharing lean 6sigma practices spring 2020 sigma.pdfsix sigma yellow belt, green...

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