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Control Chart Wizard – Discrete Defective Data: How large is your discrete/attribute defective data sample size?

Eli Lilly may be new to using Six Sigma but they put so much research into the methodology before deployment you would have thought it was a new drug. And in fact Six Sigma is the drug to which 200 Black Belts are currently addicted. Once you start up the hellacious hills of hypotheses and […]

Control Chart Wizard – Discrete Defective Data: How large is your discrete/attribute defective data sample size?

Steps in Constructing a u-Chart: The u Chart is used when it is not possible to have an inspection unit of a fixed size (e.g., 12 defects counted in one square foot), rather the number of nonconformities is per inspection unit where the inspection unit may not be exactly one square foot…it may be an intact panel or other object, different in sizethan exactly one square foot. When it is converted into a ratio per square foot, or some other measure, it may be controlled with a u chart. Notice that the number no longer has to be integer as with the c chart.

Control Chart Wizard – u-Chart: Control charts dealing with the number of defects or nonconformities over time are called u charts. There is a difference between a defect and defective, as there is between a nonconformity and nonconforming unit. The u-chart control chart is used with discrete/attribute defect data when the sample size varies.

Steps in Constructing a c-Chart: The c Chart measures the number of nonconformities per “unit” and is denoted by c. This “unit” is commonly referred to as an inspection unit and may be “per day” or “per square foot” of some other predetermined sensible rate.

Control Chart Wizard – c-Chart: Control charts dealing with the number of defects or nonconformities are called c charts (for count). There is a difference between a defect and defective, as there is between a nonconformity and nonconforming unit. The c-chart control chart is used with discrete/attribute defect data when c-Bar is greater than 5.

Control Chart Wizard – Discrete Defect Data: How large is your discrete/attribute defect data sample size?

Control Chart Wizard – Discrete Data: What type of discrete/attribute data do you have?

Steps in Constructing an X-Bar and s Control Chart: This document contains the step-by-step instructions to construct an X-Bar and s control chart. First the s chart is constructed. If the s chart validates that the process variation is in statistical control, the XBAR chart is constructed.

Control Chart Wizard – Average And Standard Deviation: This document contains the step-by-step instructions to construct an Average And Standard Deviation control chart.

Steps In Constructing An Exponentially Weighted Moving Average (EWMA) Chart: This document contains the step-by-step instructions to construct an Exponentially Weighted Moving Average (EWMA) control chart.

Steps In Constructing An Individuals And Moving Range Control Chart: This document contains the step-by-step instructions to construct an Individuals And Moving Range control chart.

Steps in Constructing an X-Bar and R Control Chart: This document contains the step-by-step instructions to construct an X-bar and R control chart. First the R chart is constructed. If the R chart validates that the process variation is in statistical control, the XBAR chart is constructed.

Steps in Constructing a Median And Range Control Chart: This document contains the step-by-step instructions to construct a Median And Range control chart. The primary reason for using medians is that it is easier to do on the shop floor because no arithmetic must be done. The person doing the charting can simply order the data and pick the center element.

Control Chart Wizard – Median And Range: If the sample size is relatively small (e.g., less than 10-15) and the median is known, we can display how well a process is centered using the median or middle value. In contrast to the X-Bar and R control chart, this chart is useful when you would like to see less influence by data outliers. This can be an advantage or a disadvantage depending on your objective. The range of a sample is simply the difference between the largest and smallest observation. The Median and R control chart is used with continuous/variable data when subgroup or sample size is between 2 and 15.

Average And Range – X-Bar and R: If the sample size is relatively small (e.g., less than 10-15), we can use the range instead of the standard deviation of a sample to construct control charts on X-Bar (arithmetic mean) and the range, R. The range of a sample is simply the difference between the largest and smallest observation. The X-bar and R control chart is used with continuous/variable data when subgroup or sample size is between 2 and 15.

Continuous/Variable Control Chart Table Of Constants

Kevin Meyer from the Evolving Excellence blog has put together a nice post called Carnival of Lean Leadership. In it he includes links to posts from otherblogs around the topic of “Lean leadership”, the iSixSigma Blogosphere included: “Losing and winning are topics in two of our favorites. The Common Sense Guy shows how leadership lessons […]

Wizard Home > Continuous/Variable Data Sample Size Selector Control Chart Suggestion Individuals And Moving Range – X and Rm Control Chart Description Control charts for individual measurements (e.g., the sample size = 1) use the moving range of two successive observations to measure the process variability. The combination of the X Chart for Individuals and […]

Wizard Home > Control Chart Wizard Home Question How large is your continuous/variable data sample size? Choices Please select your sample size from the choices below: Sample Size Of One Sample Size Is Small (Usually Less Than 10-15) Sample Size Is Small (Usually Less Than 10-15), Median Value Known Sample Size Is Large (Usually Greater […]

This Control Chart Wizard will guide you through the process of determining your data type, help you determine the correct control chart, and provide the proper formulas for creating a control chart for your process.

Benchmarking results consistently identify examples of Six Sigma success. Even so, getting “naysayers” on board is a continuous challenge. What do you tell them? Nayism 6: I already know how to fix the problem. I really don’t need a Six Sigma project to tell me what I already know. Sometimes people get confused between what’s […]

iSixSigma announced today the beta release of the iSixSigma Toolbar. With the toolbar installed on your Internet Explorer browser, you will be able to instantly search against the tens of thousands of pages of content that have been written and collected over the past 5+ years. You will also be able to search against specific […]

It seems to be a tradition for bloggers to make their 100th post about… the 100th post. Well, as a Six Sigma nut why should I introduce variation into the ritual? So here is my century post to SixSigmaCompanies.com ¦ For those new to this blog the following is a rundown of what has gone on […]

The Cox-Box is Copyright © 2000-2005 iSixSigma LLC and Gary P. Cox – All Rights ReservedReproduction Without Permission Is Prohibited – Request Permission

Benchmarking results consistently identify examples of Six Sigma success. Even so, getting “naysayers” on board is a continuous challenge. What do you tell them? Nayism 5: If Six Sigma helps businesses be successful then why have some businesses that have implemented Six Sigma not done well? This question is quite typical of questions you get […]

Newell Rubbermaid, famous for their storage containers and Sharpie pens, launched the Newell Operational Excellence program in 2002 to reduce costs, inventory and lead times, and to improve service and quality levels. The 2004 Annual Report sums up the Newell Operational Excellence program to date: “It is critical to have a process for achieving cost […]

Benchmarking results consistently identify examples of Six Sigma success. Even so, getting “naysayers” on board is a continuous challenge. What do you tell them? Nayism 4: Six Sigma projects take too long to complete. I need to get this fixed now. Actually, they should have probably had the problem fixed 3 years ago. And maybe […]

Six Sigma stories have graced the pages of this specialty chemical company’s annual reports since 1999. Six Sigma at Grace has been a corporate-wide initiative from the start and has spread outside of the manufacturing processes to other functions including administration, sales, service, and R&D. Lean manufacturing and Design for Six Sigma (DFSS) methodologies are […]

Six Sigma at Air Products and Chemicals is doing more than just blowing hot air. The 7.4 billion dollar chemical company is a worldwide supplier of industrial gases and equipment, specialty and intermediate chemicals, and environmental and energy systems. They piloted Six Sigma in the Polyurethane Chemicals division in 2000, and the initiative grew into […]

The Wall Street Journal article “Rethinking Quality Improvement”, published this morning, raises the question of whether Six Sigma and new product development, research, and innovation can work together: “The critics say process management helps improve existing products and routines, but can hinder a company’s ability to innovate. ‘For stuff you’re already good at, you get […]

The Cox-Box is Copyright © 2000-2005 iSixSigma LLC and Gary P. Cox – All Rights ReservedReproduction Without Permission Is Prohibited – Request Permission

Benchmarking results consistently identify critical factors that are needed to increase the probability of Six Sigma success. Even so, getting “naysayers” on board is a continuous challenge. What do you tell them? Nayism 3: When picking a Black Belt, I can’t afford to let one of my best people go. Open any book about Six […]

ArvinMeritor is a global supplier of integrated systems, modules and components to the automotive industry. They began their lean journey in 2000 with a pilot initiative at the Asheville, North Carolina (USA) plant. Then only a year later the senior leadership team deployed the “ArvinMeritor Performance System” (AMPS) and “S3” (S-cubed) throughout the company: “AMPS […]

   Six Sigma Slogan: Pleasant and Happy Changes For POSCO, Six Sigma is not merely a series of projects to be completed, but a potent tool for management reform designed to help reach business objectives, change corporate culture, and present the most ideal solutions for every business issue. 2004 Annual Report POSCO, the South Korean […]

Burlington Northern Santa Fe, one of the largest Railroads in the United States, has developed a system called World Class Maintenance (WCM) which includes several methodologies including Six Sigma and Lean Process. In September 2002 BNSF CEO, Matthew Rose, spoke at the AREMA conference in Washington D.C. In his address here viewed the WCM system […]

Benchmarking results consistently identify critical factors that are needed to increase the probability of Six Sigma success. Even so, getting “naysayers” on board is a continuous challenge. What do you tell them? Nayism 2: I’m already working 60 hours a week, so how do you expect me to devote anytime to champion a Six Sigma […]

Six Sigma at CSX is a GE success story. What started out as a GE “At the Customer for the Customer” engagement, turned into a corporate-wide deployment of Six Sigma at one of the leading transportation companies in the United States. Bill Smith, National Account Executive at GE Transportation Systems, tells the story best in […]

Fortune 1000 and Global 500 companies in the Transportation and Logistics industry that are practicing Six Sigma: Burlington Northern Santa Fe CNF CSX Corporation FedEx Norfolk Southern Sirva Union Pacific United Parcel Service United States Postal Service

The Cox-Box is Copyright © 2000-2005 iSixSigma LLC and Gary P. Cox – All Rights ReservedReproduction Without Permission Is Prohibited – Request Permission

Benchmarking results consistently identify critical factors that are needed to increase the probability of Six Sigma success. Even so, getting “naysayers” on board is a continuous challenge. What do you tell them? Nayism 1: Black Belts and Green Belts are actually doing the work, so why does the senior leadership team need to be “belt” […]

In October 2000 Norfolk Southern began an initiative called “Norfolk Southern for the 21st Century” (NS21). NS21 is an internal effort to improve performance, focus on customer service, and reduce costs. Six Sigma is used in conjunction with NS21 and has helped the railroad giant become one data-driven locomotive! In 2003 Norfolk Southern refocused the […]

Notes from the deployment frontline 31 Aug 05 Having been raised 20 miles from salt water in Tampa, I am in love with warm and salty water and mesmerized by hurricanes. That said, I think we should all pause this week and think about what is really important. Those of us that think our companies, […]

Lockheed Martin has been using Six Sigma and Lean since the late 90s. Like many other companies the early use of the methodologies took place in small pockets around the company without a centralized effort. Then in 1999 Lockheed Martin started the LM21 initiative. LM21 stands for Lockheed Martin in the 21st Century and is […]

Union Pacific (UP) has been using the Six Sigma methodology for a number of years to increase customer satisfaction, reduce failures, and conserve energy. Last year Thomas A. Myers, Michael Carver, and Dr. Michael Echols wrote a case study describing how UP reduced the cost of training Six Sigma Black Belts by partnering with Bellevue […]

Have you taken an eLearning course in the past? Do you offer eLearning training through your consulting company? Have you researched eLearning options in the past? We want to hear from you. iSixSigma is preparing to research eLearning options available within the Six Sigma industry. For this study, we’re defining eLearning as: “Any learning that […]

Patricia Collins wrote an article in the September/October 2005 issue of iSixSigma Magazine titled, “Better Business Leaders.” Patricia is the senior deployment champion for Merrill Lynch’s enterprise-wide Six Sigma program. The article details Merrill Lynch’s unique approach to leadership development through Six Sigma. “The goal is not only to give the company’s future business leaders […]

When I accepted this invitation from Mike Cyger, he suggested that I post once a week and so I have set aside Tuesday mornings from 5:00 to 7:00 to put down something I think is worthwhile. This week I got a call at 4 am from my beautiful wife, Aimee, telling me to catch the […]

Recently EMC began an initiative called Total Customer Experience (TCE) and Six Sigma is at the heart of it. Six Sigma at EMC is driven from the top as an enterprise-wide initiative. EMC President, CEO, and Green Belt candidate, Joe Tucci, recently spoke about TCE and Six Sigma at the EMC Technology Summit in New […]