*Tacit knowledge is the net sum implicit knowledge contained within an extended organization.  This means all the different forms of knowledge including memories and experience level of each person in the workforce and the retired work force.  It also includes work notes or processes developed by employees to aid them in their daily activities.  Tacit knowledge offers employers the single largest opportunity for innovative and creative data and information mining.  A major potential risk for any organization is the loss of historical knowlege which leads to the repetition of historical errors.

Philosophy:
It is tacit knowledge* that fuels innovation.  To maximize a profitable ROI (Return On Innovation) organizations must create a permanent climate conducive to innovative sharing and support.

Mission:
To facilitate organizational paradigm shifts and the development of bleeding edge products using team refinement, improved communication, "Comprehensive Creativity" and "Integrated Innovation" techniques.

The 4 D's of SIGMA Design & Development
These are an easy way to remember the foundation of Creativity, Innovation, Problem Solving and Good Design Practice.  These "D's" integrate the basics of the Creative Problem Solving (CPS) model developed by Alex Osborn more than 50 years ago with the fundamentals of good design.  We define them as:

Defer:  To look at our challenge as an open opportunity.  To ask ourselves "Is this the real challenge?".  To hold our judgment, to be open to all the opportunities and other points of view, to not criticize.  To gather all data and treat each piece as a potential solution.

Define: To review the gathered data and look for themes.  To identify common themes and look for patterns.  To select the comprehensive challenge statement and develop a clear direction.  To compile a specification that clearly communicates the needs of the client through documented parameters and prioritized lists of features.

Design: To seek out "bleeding edge" solution concepts that are both graphic and descriptive.  Identifying all the ideas that meet the needs of the client in a cost effective way.  Carefully crafting concepts that integrate "Design for Manufacturing and Assembly (DFM/A)" principles.
 
Develop: Carefully evaluating all solution concepts based on metrics that best serve the needs of the client, while preserving the process.  Recognizing that the needs of the client may change over time and that the first selection may undergo slight or radical modifications as a natural part of the creative process.  Creating a Plan of Action that implicitly and explicitly ties together responsibility and authority, which facilitates the progression of the project.  Knowing that the process is circular and that every solution may create new challenges.  At times the only path forward is to go back to a previous step and address elements that were overlooked initially, resulting in a refined second pass through the process.  Execute the Plan.  Get results.