Thank you for the generous use of your material.
I agree it presents a good basic overview of 6S for any non-quality trained professional and may open the eyes of some who have been trained in basic Quality tools and techniques.

Without detracting in any way from the presentation, which stands on its own, I do wish you could additionally address the implementation and continuing focus or continued applicability of 6S personnel, especially MBB and BB in smaller organizations, where there are only a very few processes involved which comprise the major focus and output of the organization.
Giant organizations like Motorola and GE have hundreds or thousands of different products and processes to tweak for maximum efficiency and therefore a continuing workload for the 6S teams.
What happens in a steel mill, say, which makes only hot rolled steel plates for sale to other fabricators? Where do the MBB and BB go when they have tweaked the two or three sub processes of melting ore and scrap, then rolling it out into finished product? (Even including supply chain logistics, there has to be a point where the processes reach maximum efficiency within a relatively short period.)
Does the organization do better to hire "gypsy" 6S consultants, who move on when the plant reaches an efficient mode? Or, does it hire the 6S guys full-time and then terminate them 1 or 2 years down the road? What do the 6S guys do then?
Is there a distinct difference between 6S folk and normal Quality folk or can regular Quality folk just add 6S methodology to their regular tool box and keep their normal quality job?
Many folks come to us in the Cove and ask the questions,
- "What should I study?
- What will get me the best chance of remaining employed over the long term?
- Do only giant companies make adequate use of 6S or is there a permanent place for a 6S practitioner in a smaller company?"
What shall we answer?