Category: Tools & Techniques

Do you possess a crystal ball to see what the future brings for your organization? Probably not, but you do have a statistical version of a crystal ball by using trend analysis. 

The strategy of continuously improving your organizational processes by setting your goals, identifying deviations from those goals, and then taking appropriate actions to adjust your processes to close the gaps.

SCAMPER is an acronym for a simple approach to creative brainstorming. The technique uses a series of questions that prompt you to come up with creative ideas for improving products and processes.

Key business requirements are everything. They are the measure by which your product, process or company lives or dies, so ignorance is not an option.

Keeping one step ahead of the competition whilst consistently meeting customer requirements makes a lot of business sense. Using gap analysis, we have a methodology that helps to understand and achieve full business potential whilst driving continuous improvement.

Does your organization have a centralized department or function that monitors and tracks the performance of your operations relative to your customers? If you do, let’s see what it might be doing. The term “Customer Operations Performance Center” is not a widely recognized or standardized term, so its exact meaning may vary depending on the […]

Ever been to a business meeting? Ever thought it was a waste of time? Let’s explore how the 5Ps of meeting effectiveness may help you have a better meeting.

The seven basic tools in my home tool chest are a hammer, screwdriver, wrench, saw, drill, pliers, and duct tape. What basic QC tools do you have in your continuous improvement tool chest? Let’s check it out.

It is possible to analyze non-normal data when conducting a capability analysis – even if it cannot be transformed to a state of normality.  Of course, this position assumes that the underlying distribution is unimodal in nature (i.e., not multimodal).  Technical details aside, this particular type of problem can quickly become an analytical nightmare for […]

The gentlemen referred to as “Pareto” long ago advocated that 80 percent of the world’s wealth was controlled by 20 percent of the world’s population.  This phenomenon is also called the “Pareto Principle,” and will be designated as “PP” for our discussion.  For the case just given, it should be noted that the 80 percent […]

One must necessarily understand that the short-term standard deviation reports on the “instantaneous reproducibility” of a process whereas the long-term standard deviation reflects the “sustainable reproducibility.”  To this end, the short-term standard deviation is comprised of the “within group” sums-of-squares (SSW).  The long-term standard deviation incorporates the “total” sums-of-squares (SST).  Of course, the difference between […]

It is now late in the evening as I prepare an answer to your question.  Maybe it’s the fatigue after a day of providing answers or perhaps it’s the nature of the question, but what really grabs me about your question (perhaps in the wrong way) is the word “tools.”  From a different perspective, I […]

Based on the elements of your question, I would say that your problem could be readily shaped into a Black Belt project.  I would assume that a Pareto analysis has already been conducted. As a more advanced diagnostic, you should consider employing a multi-vari chart.  Although simple in nature, such a chart has considerable power.  […]

Reference the quality literature on statistical process control, also known as “SPC.”  There are many excellent books on the subject, particularly the one by “Grant and Levenworth.”  Process improvement and optimization is often accomplished by way of statistically designed experiments, or “DOE” as it is known.  To this end, the work of “George Box” is […]

First, there is a great deal of literature on this subject – find it and read it.  However, there is no substitute for direct experience.  Of course, this is directly related to the old saying “we learn by doing.”  Along these lines, I would strongly recommend that you further your Six Sigma training and education […]

Many quality practitioners treat product and process capability as if they were interchangeable concepts.  Presumably, this convention has evolved over time due to the naturally strong correlation between the two.  However, it would not be my recommendation to view these two concepts in the same light. At the risk of leading a dead horse to […]

The best way to develop a CTQ tree is the form of a cause-and-effect matrix.  Locate CTQ’s on columns and CTP’s on rows.  Each column-row intersect constitutes a “causal opportunity,” the strength of which must be rationally measured or otherwise evaluated.

As you likely know, the Poisson distribution is an approximation of the binomial.  In general form, the Poisson function is given as Y = (np^r * e^-np)/r!, where n is the number of trials, p is the event probability, and r is the number of event occurrences.  By direct substitution, we assert that Y = […]

As stated in your question, the project is focused on the “attrition rate of employees.”  At first glance, this would appear to be a problem – not a process.  Given the problematic perspective, we must recognize that “attrition rate” is a critical-to-value characteristic (CTV).  As such, it should be known as the dependent variable (primary […]

Obviously, a suggested course of action should be quite guarded, as it would be very case sensitive (i.e., circumstantial by nature).  As we all know, some consultants make their living resolving such “catch 22” situations.  We also recognize that the ability to find a balance point is more art than science.  It is much like […]

1) There is no such thing as a one-size-fits all Black Belt or Green Belt program of study. 2) Many customers are naïve.  They often want more tools (not fewer), regardless of whether or not they will ever be used. 3) Some customers seek to purchase a hardware store so as to fix the kitchen […]

Under the condition that D = 0 defects for the constrained condition of N = 20 samples, we can statistically approximate the short-term capability and provide its quantity in the form Z.st = 3.33.  Of course, this is directly equivalent to Cp = 1.11. Interestingly, the statistical base underpinning this set of computations is fully […]

There is little difference between Statistical Quality Control (SQC) and Statistical Process Control (SPC).  At one time, there might have been some philosophical separation, but today, they exist as general synonyms.  Some prefer SQC because the idea of “quality” is larger and more encompassing than that of “process.”  Others counter this by pointing out that […]

Establishing the initial list of potential causes is often more art than science.  Unfortunately, the brainstorming process is still one of the best ways to surface candidate variables.  However, there are several other alternatives: 1)   Query process experts. 2)   Benchmark similar processes. 3)   Review the literature. 4)   Perform an Internet search. 5)   Conduct correlation study. […]