Thomas S.
Ostasiewski, PE, PMP

Thomas S. Ostasiewski, PE, PMP

Thomas S. Ostasiewski’s process improvement project management background comes primarily from his time with American Standard and Trane. In the role of Territory Productivity Leader, he was responsible for the Southeast USA Trane Sales Offices Six Sigma program. While this was a corporate initiative, the territory leadership and local sales offices were responsible for actual project implementation. Ostasiewski , a Six Sigma Black Belt, ran projects, provided technical, management and leadership assistance to the offices, assisted with training of employees in those offices, and was ultimately responsible for the results.

Ostasiewski, a PE and PMP, is currently a Project Manager at Clark Nexsen Architecture and Engineering in Norfolk, Virginia.


So many people today are "wearing multiple hats" that the term is synonymous with "employed." Within the Six Sigma community, it is very common and even expected that the "Belt" is in charge of running the project in addition to being the expert with the tools. Naturally, some people gravitate to the tools and analysis side of the work, and other...Full Article »
Risk management is one of those titles that usually makes people think of lawyers or contract specialists figuring out how to best document an issue or contract to protect the company. However, there is much more to risk management than CYA. A Six Sigma project is rife with opportunity for "unknown" issues to crop up. From an unforeseen...Full Article »
Dwight D. Eisenhower said, "Plans are nothing; planning is everything." Certainly he wasn’t talking about Six Sigma projects, but this little statement applies 100 percent to our process improvement efforts. The act of properly planning a project virtually ensures success because it is a continual team effort of evaluation,...Full Article »
My previous column focused on communication with a remote located Six Sigma project team. Many would assume that co-located teams are easy to work with and require less effort for a project manager to manage. They would be wrong. A co-located team, while easier to pull together for meetings, still has its challenges. Common Project...Full Article »
Being a project manager on a large Six Sigma project typically means your team will be in numerous locations. Sometimes even smaller Six Sigma projects require remote resources. This presents unique challenges for the project manager! With the global economy spreading Six Sigma efforts world-wide, and having fewer and widely dispersed resources...Full Article »
We’ve all experienced change in our Six Sigma project teams. Whether it is due to downsizing, changing priorities within an area of the company, or some other reason, your team members are likely to change beyond your control. This can be extremely disruptive if not accounted for, planned and managed properly. However, done right, change...Full Article »
This column builds upon the topics covered in the April 2009 article on Six Sigma Team Building. Once the scope of work for your project is reasonably defined, it is time to determine who will work on it with you. Note that you cannot complete a Six Sigma project by yourself! It takes the input of others to actually identify the root cause,...Full Article »
Scoping a Six Sigma project can be one of the most daunting tasks a project manager can take on. It is also one of the most important. Typically, we’re given an area that needs to improve and a goal roughly indicating by how much. But where do you start? Where do you end? How do you ensure added features or issues aren’t tacked on to...Full Article »
The economic news may be getting a little better, but these are still fairly turbulent times. Joblessness is at its highest point since the early 1980s, companies large and small continue to scale back in nearly every way imaginable, and Six Sigma projects remain under extremely tight scrutiny. In this situation—perhaps all situations...Full Article »