Why We Do It?

We Believe In It

We believe that quest for efficiency has led business leaders to compromise on creativity. We have been on the receiving end of initiatives such as six-sigma and lean. Most of these certainly helped quality and productivity, BUT at the cost of innovation.

"During my last decade as organization leader, I have learned that...
  • It is possible to concurrently improve Innovation, Productivity, and Quality.
  • It is possible to align short term objectives with long term vision, in spite of uncertainty.
  • It is THE right thing to do, for long term sustainment."

- Dr. Ripi Singh, Founder, InspiringNext

Does 6σ really stifle creativity?

  • Six Sigma is effective at what it is intended to do, but it is "narrowly designed to fix an existing process" and does not help in "coming up with new products or disruptive technologies." – Fortune Magazine (Wikipedia)
  • James McNerney's introduction of Six Sigma at 3M had the effect of stifling creativity and reports its removal from the research function. (BusinessWeek)
  • Six Sigma leads to incremental innovation at the expense of blue skies research (Wharton School professors)
  • Data showed that Ford's "6 Sigma" program did little to change its fortunes.
  • Use of Six Sigma is inappropriate in a research environment. (John Dodge, editor in chief of Design News)

It’s time for Social Responsibility, and we enjoy it

After years of learning from so many industry mentors, government contracts, engineering and business schools, it is a pleasure to give back to the eco system, to share our leaning and experience, and help the next generation of professionals build on our attempts in pursuit of happiness.

Our team is Natural at Innovation, Teacher at Heart, and love to share what we have learned over the years, from so many accomplished individuals and institutions.

We donate 10% of our time to support the local eco systems – mentoring young minds, helping startups, supporting schools, … and 2% of our sales to local charities.


Can we concurrently ensure creativity and efficiency? Can we structure innovation?

Yes, we have done it, we believe you can do it as well. And we love to coach.

A Comparison between 6σ and +4π approach.

is aimed at analyzing past data and fixing the problems of yesterday to facilitate continuous improvement.

seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes.

doctrine asserts that:

  1. Continuous efforts to achieve stable and predictable process results (i.e., reduce process variation) are of vital importance to business success.
  2. Manufacturing and business processes have characteristics that can be measured, analyzed, controlled and improved.
  3. Achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management.

The term "6σ" comes from statistics and is used in statistical quality control, which evaluates process capability. It essentially denotes scatter in production data from the past.

6σ tool DMAIC

  • Define the system, the voice of the customer and their requirements, and the project goals, specifically.
  • Measure key aspects of the current process and collect relevant data.
  • Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Seek out root cause of the defect under investigation.
  • Improve or optimize the current process based upon data analysis using techniques such as design of experiments, poka yoke or mistake proofing, and standard work to create a new, future state process. Set up pilot runs to establish process capability.
  • Control the future state process to ensure that any deviations from target are corrected before they result in defects. Implement control systems such as statistical process control, production boards, visual workplaces, and continuously monitor the process.

According to industry consultants like Thomas Pyzdek and John Kullmann, companies with fewer than 500 employees are less suited to implementation, due to necessary support infrastructure. However it contains a large number of tools and techniques that work well in small to mid-size organizations, even if they can’t afford Black Belts.



is aimed at adding many forward looking tools, although qualitative, that enable innovation & sustained growth.

adds a perspective to innovate the products and services through synergy and alignment of various business elements such as client, products/services, Knowledge/Talent, and Innovation maturity.

doctrine would add these assertions:

  1. Continuous efforts to align business and customer vision with knowledge, talent, and innovation Value chain are of vital importance to business sustainment.
  2. Innovation can be much more affordable and accelerated through structured approach.
  3. Innovation is possible and appropriate in all aspects of business operations in addition to offerings in the market place.

The term "4π" comes from geometry and it defines angle formed by the surface of a sphere at its center. (360° in 3D). It essentially denotes spread of vision in all direction.

4π Tool DRIVE

  • Discover the Offering aligned with customer vision, and innovation success criterion, specifically.
  • Research prior art and potential gaps in knowledge.
  • Innovate options, and evaluate cost-benefit-challenges in relation to the defined success criterion. Seek out appropriate competitive differentiator and possible barrier to entry for sustainable lead in the market place.
  • Validate top contender options through simulated performance or alternate dependable means. Optimize where possible.
  • Engage the business value stream in converting the best validated option into profitable offering.

models and tools are ideally suited for small to mid size companies or agile independent business units of large corporations. Additive nature does make it scalable to all size of organizations, as long as C-level leadership is on board.
This is where, its deployment to R&D unit gains additive value.

"4π is not a replacement of 6σ. It adds on for a happy leadership. 6σ + 4π = Perfect 1☺"