iSixSigma

AB

Forum Replies Created

Forum Replies Created

Viewing 100 posts - 1 through 100 (of 311 total)
  • Author
    Posts
  • #62514

    AB
    Participant

    Hi
    I think you have to know what is making your operating room process longer  and try to fix these first  , so dont add beds  untill you search for root cause you may add beds and found no staff to be in charge

    0
    #186837

    AB
    Participant

    Hi
    this mean if we do internal or external inspection for processes  in service like healthcare  ( example  when we are trying to get certified by ISO or even be accrideted by JACHO ) this will be non value added and should be stooped   please tell me if this right or not

    0
    #186545

    AB
    Participant

    Hi every one
    I get confused plz tell me if  I am right or not
    I used to know that six sigma project targeting Y this means I  try to change mean  by changing inputs affecting Y  BUT  how I can change variation around means plz tell me

    0
    #184410

    AB
    Participant

    Hi Bower,I am very interested to know how d2 is calculated for n=2 to n=100.
    I would highly appreciate if you could email me a copy of the Excel file you have.
    My email is ab.ssbb at gmail.comThanks

    0
    #174305

    AB
    Participant

    Thanks for sharing this story, Brandon.Regards

    0
    #174304

    AB
    Participant

    Hi Roslina,Could you elaborate your question?Where do you plan to use this calculation and why?Thanks

    0
    #174199

    AB
    Participant

    Cp, Cpk are used for stable processes (in control) whereas Pp, Ppk can be used to find capability of unstable processes.Thanks

    0
    #173999

    AB
    Participant

    The p value is the probability to which the test statistic disagrees with the null hypothesis.When (1-p)x100 is the confidence level for rejecting the null hypothesis.

    0
    #64690

    AB
    Participant

    Brilliant !
    Thank you very much for the advice Steve !
    I’ll contact you on your email id for the ref list.
     

    0
    #59028

    AB
    Participant

    HI,
    Sorry, another person looking for metrics on Banking.
    my id is [email protected]
    Thank you in advance.

    0
    #153112

    AB
    Participant

    George,
    I work at a Call Centre and i have dealt with similar scenario with the following Q’s :
    Do i have understanding of the type of calls i recieve.Can i list them in the ascending order of the standard AHT to be achieved( if not a list can i atleast group them into categories like ..installation call,pw reset call,complaint call)
    Can i get the Telephony software to give me data on the AHT achieved in these group of calls.(if not i can get the team to classify the calls on an excel sheet)
    Do i see an area for improvement in the AHT achieved in the specific group.
    Do i see a trend in the CSR’s with higher AHT across all groups.Is it a training issue,attitude issue or any other issue.
    Do i need to set proper expectations from my clients/stakeholders or even the end customers so that i am not pressurised to reduce my AHT every single quarter.
    can i use technology(IVR,vocie messages) or any other idea to reduce long handling time for my calls.
    Let me know what you think.
     

    0
    #152894

    AB
    Participant

    HI,
    I feel the debate of effeciency or effectiveness is compeltely process driven..If the objective of the process is to produce the best output  then i would be concentrating only of the effectiveness of the process.Cost of reaching optimum effectiveness v/s possible losses incurred of producing an acceptable standard output also plays an imp role in deciding on which should recieve more focus. 
     

    0
    #134617

    AB
    Participant

    I think you may benefit from articulating the question as “What is the probability that your final product has at least one defect given:
    a) Individual probabilities of each component to be defective
    b) The probability of introducing an error during the assembly process”
    Asy ou add one high quality component to another high quality component with a high quality process, the overall quality is not better than the individuals but rather as good as “the weakest link” at best and as bad as the “combined weakness” at worst.
    The concept of cumulative probability of a set of events is probably is the best explanation for this.
    Hope this helps
    AB

    0
    #134612

    AB
    Participant

    D. Bass
    You said
    “I liken BOTH experiences to trying to sell tennis shoes to someone who doesn’t wear shoes…and worse, doesn’t know how to ask the right questions to buy them”
    So what do you do in a situation like this when you have an inquisitive customer who might buy tennis shoes from you but don’t know what questions to ask but is considering upgrading from bare feet to tennis shoes? Incidentally, that was the exact same situation I was in when I went to a sports store to buy a pair of ice-skates for my 6 years old son. I went to buy “Braun” skates and had never worn ice-skates myself or ever purchased them before..
    Please share what your response would be and I’ll be happy to share what the storeowner that I worked with did.
    Cheers
    AB

    0
    #134546

    AB
    Participant

    Derek
    In effect what you are trying to do is obtaining control of receivable monies earlier than before. So there is bottom line benefit only if you can either
    a) Payoff outstanding term debt
    b) Invest the money in instruments that will yield positive return
    c) Re-invest the money into the organization
    d) Finance the operating capital needs without using line of credit
    e) some others types of benefit I am not currently thinking of
    The measurement of savings aren’t just linked to reduction in outstandings but also with what you do with the extra cash. I would look at the most likely use of that money to see what the hard savings are. You can conjecture on the possible use looking at the balance sheet and argue that the money could be used to pay off a certain debt and calculate the benefit or if there is no term debt, you could look at reducing cost of working capital
    Hope this helps
    AB

    0
    #134541

    AB
    Participant

    Ok… I need more coffee. But you can bet I am not the original Yaser Huda Khan.

    0
    #134522

    AB
    Participant

    Dude you’ re way to complacent (or you’ve just made up the story of your business). In a real business the story would go more like this:
    So..I had a very good process..meeting customer specified limits all the time, very little scrap..but then we had price pressure and we lost some big orders… so we tried to reduce cost by letting some people go.. now that adversely affected our quality but at least we had some customers. The next step was obviously, to get the quality back to original levels, so we found offshore sources of wood (Canadian lumber) that was substantially cheaper. That, we knew was a short term measure since the overall demand for construction wood is shrinking due to increased usage of plastic derivates and for residential furniture, we’re seeing increased use of recycled compressed materials … and on…. and on… …..
    In short, to really keep your process at a high sigma level for a sustained period of time, you would have to be operating in a business where demand is 100% predictable, supply is 100% predictable, your people never make mistakes, customers accept your price all the time, customers don’t demand improvements (which happens only if you have customers like yourself).
    So arrest your thoughts about writing a book, re-invest the proceeds while the sun in shining into sustaining your competitive advantages.
    Good luck
    AB

    0
    #134521

    AB
    Participant

    Michael
    I do not have a case study but would like to offer some insight into how you may approach this issue.
    Usually At the root of the frequent change to BOM are frequently changing customer requirements. Engg. is often forced to deal with changing requirements. Marketing is often forced to provide demand estimates which in turn drive the production capacity planning and sourcing planning. Subsequent changes to actual demand, customer requirements, engineering specifications, etc. are bound to impact the production scheduling and sourcing.
    Given the large number of touch points, possibility of multiple product groups, often centralized sourcing, a project like this would be extremely large and complex. Therefore, it needs to be broken down into multiple projects that help achieve the below objectives:
    – Improved demand forecasting
    – Improved change management of customer requirements
    – Increased tolerance of engineering design to changes in specs.
    Agile scheduling
    – Improved sourcing
    Depending on your industry and your facility the above objectives would translate into different project goals but you probably get the idea.
    Hope this helps
    AB

    0
    #134519

    AB
    Participant

    Frank
    ITIL and Six Sigma are an absolutely fantastic complement to each other. ITIL as you probably know is nothing but a set of best practices. Best practices, as you may know, are nothing but an academic compilation of what has worked well for a large group of users over a period of time. That particular characteristic of a best practice makes it difficult to just take it and adopt it ditto.
    You’ve to identify the extent to which you would apply a best practice, when, in what order and in what shape or form. Six Sigma helps you help answer these questions. At a very philosophical level, ITIL answers the WHY & WHAT questions. Six Sigma can help you answer the HOW, WHEN, WHERE questions.
    One large IT services organization that I helped was trying to adopt ITIL best practices for over 2 years. The commitment was there on part of the management team and the staff but people simply didn’t know where to start. Do you do incident management first? Can you be effective at incident management without proper configuration management? If you do build a CMDB, how do you keep it current without effective change management? and so on…. The problem was that a big bang approach to adopting one ITIL best practice at a time lacks business rationale and you lose the audience very quickly. Whereas  running multiple projects, one for each ITIL process, is extremely complex and prone to failure.
    This is where six sigma was used as an overall framework to look at ITIL from a customer perspective, gather VOC, prioritize requirements, identify process sub-components that needed to be put in place across all of the ITIL processes and the order, making it a much more manageable project portfolio.
    That’s the big picture. At an individual process level, we needed to question the need for changing, for instance, how resources were assigned to change requests. To do that we needed to benchmark the current process performance in terms of the lead time, cost, cycle time, aggregate delays, etc. with respect to resource assignment. This is where we used six sigma to define a DMAIC project with the intent of SELECTIVELY applying the ITIL best practices during the improve phase.
    The combination works well. I’ve seen it work at multiple locations and I’ve seen IT organizations falling in love with ITIL best practices without going through the six sigma type rigor and ending up rolling new tools without any increase in satisfaction of internal customers.
    Hope this helps
    AB

    0
    #134491

    AB
    Participant

    Please don’t mention it.

    0
    #134465

    AB
    Participant

    Really depends on whether and how much you are willing to pay. But free advice is limited to a quick diagnosis or a link to an existing article on the web.

    0
    #134412

    AB
    Participant

    Mo
    I often find that the basic discipline and rigor of project management are either ignored or forgotten amidst all the frenzy surrounding a six sigma project. My advice is:
    – Stick to the basics
    – Have a project schedule
    – Have a communication plan including weekly/bi-weekly status meetings and a description of how issues will be logged and resolved.
    – Maintain an issues log. Log all issues that prevent progress and escalate them systematically to your sponsor and press for a resolution.
    There is no subsitute for good project management regardless of what methodology you use and it seems you need to beef that side up. If you follow the rigor and discipline I described, success is not guaranteed but one thing is for sure – you’ll either succeed or fail fast…
    Good luck
    AB

    0
    #134242

    AB
    Participant

    Pooja
    In my opinion, a more appropriate question would be “How should you decide if a project needs to be led by a GB or a BB?”. Slightly differently from whether a project is GB or BB.
    Now instead of trying to classify a project (which is non-value adding proposition in and of itself), you are focussing on an entirely different set of questions that aim to identify who is better suited to lead a given project.

    Whether the project can be led by a part time project leader?
    Would the divisional belt have sufficient understanding of the project context or do you need someone with a better perspective across a set of divisions/departments. Is the degree to which the divisional belt lacking, significant enough to warrant a different belt or can you set up a matrixed project structure to support the collaboration required?
    If the project is very long or large, can it still be managed by a part time belt? Is the part time belt willing to commit to a long project?
    Does the number of stakeholders or the strategic signficance of the problem at hand warrant specialized project management expertise that your GB might be lacking?
    If the project involves a significant amount of financial commitment, you may want to ask if the part time belt has the ability to manage the accounting and related financial procedures?
    In essence, focus on who the project leader needs to be (GB or BB) instead of asking whether it is a BB or a GB project. Similar idea, but not the same.
    Hope this helps
    AB
     

    0
    #134192

    AB
    Participant

    Joachin
    You said “There is no visible pattern to the failures”.  Visibility depends on the tool and data you collect. What tools are in use currently? What does your data look like?
    There’s no one size fits all when it comes to using tools. So I’d suggest you should try to maintain a distinction between the questions you ask for solving your specific problem and the questions that will help you with your education/thesis.
    Hope this helps
    AB

    0
    #134190

    AB
    Participant

    Firstm Six Sigma is not a characteristic of a facility. It characterizes the capability of a process. You may argue that a facility with all processes at six sigma capability can be a six sigma facility.
    Second, to establish process capability, you need data. Data takes time to collect. So while you may try to operate at the best level, you cannot be sure if you are at six sigma.
    Third, to be at a very high level of capability from the start, you have to identify key processes, have specification limits defined by the customers, have a measurement plan in place, have a control plan in place (for which likely you will have to design experiments in an existing facility, simulating conditions of the new plant).
    One last thing….all the above comments are very academic in nature. Hire a good consultant to work with you if you are serious about it.

    0
    #134111

    AB
    Participant

    Paul
    I know many people (including several of my clients) who have successfully applied the concepts of balanced score cards. Whether it does something for them or not is a matter of perception. Balanced score card is just a tool that helps organize organizational priorities and communicate it to the organization.
    One of my previous employers transitioned from not having balanced score cards into having balanced score cards. In the first two years it did not change anything we did on a day to day basis. It did not even change the organization’s selection of projects or its strategy. The only change was that you could now see a balanced score card in individual and deparmental goals and the same goals we had before were now aligned with a set of organizational priorities. Now we all had a better sense of how we added value to the company.
    After the first 2 years, the senior management started to use it as a basis for future strategic planning and developing capabilities that would provide a sustained strategic advantage.

    0
    #134108

    AB
    Participant

    Sure we could.

    0
    #134072

    AB
    Participant

    Jerry
    A couple of comments:
    First, it appears that your role is limited to “Six Sigma Projects”. In reality the distinction is artificial. A project is a project regarless of what methods you use and is fundamentally characterized by the outcome (not the tools or approach). So when you think projects, think desired outcomes. They may not always require access to indepth financial information. Your organizational leaders probably talk about change, things that are important for them. Take their words to define desired outcomes and structure them into projects. Set a culture where projects are defined based on broad direction set by the leadership team.
    Second, instead of identifying projects yourself, establish a committee/council that will review and decision which projects to execute. Engage senior leaders as part of the committee to help increase the number of proposals and initiate the right projects.
    If you take this approach, the project selection framework will evolve, cultural change to identify and select the right projects will take place over time and you will achieve engagement from the right people to make it happen.
    The $ 100,000 or 100 days considerations are general guidelines (probably because none existed) and I’m sure will be adjusted with time as the organization learns, provided you engage the right people to help the process along.
    Hope this helps
    AB

    0
    #134066

    AB
    Participant

    antZ
    So in an effort to understand what were the drivers behind inadequate quality of software developed, Following were the high level processes in the FMEA:
    1. Peer reviews – Objective – to review intermediate deliverables and work in progress.
    2. Secondary and tertiary reviews – Objective – to confirm actions taken on defectives
    3. Test Planning – Objective – to plan what will the software be tested for, how, when and by whom
    4. Testing – Objective – to execute the test plan
    5. Final Inspection – Objective – to confirm that steps 1,2,3,4 above have been performed
    6. Project Audits – Objective – to confirm at a high level that all the steps 1-5 above have been executed and supporting documentation exists.
    Each of these steps above, in turn, had multiple activities that were captured under steps. We went on to construct the FMEA (brainstorming, engaging audit group, field error data, etc. were all used to create the FMEA).
    The FMEA was used to identify the variables to track. We identified the average error rate in peer review, average time it takes, availability of reviewers, segmented by technology maturity, organizational experience with technology, , etc. The findings were that the QC processes were fairly reliably executed. It was the planning i.e. ensuring the reviewers knew what to look for, testing was planned with sufficient detail in the plan, the stability of testing environment was confirmed, etc.that needed to be addressed. Another important change was to get customer signoff on test plans and acceptance criteria.
    Once the planning was ensured, and we published the control charts for expected defect rates at various stages of the software development lifecycle, we noticed a reduction in field errors reported.
    I am probably going way beyond the original question of the FMEA, but I thought it’s important to set the context for the FMEA for the QC process.
    Hope this helps
    AB

    0
    #134061

    AB
    Participant

    Rahul
    So as you probably know, TRIZ is a nice complement to six sigma methodology. Consider this situation: You went through the define phase, identified CTQs and process Ys, went through measure phase – gathered required data, conducted some analysis to determine the relationship between the input and output variables. Now what?
    The improve phase in six sigma (if you are using DMAIC) is not prescriptive. It does not tell you how to go about improving. TRIZ provides a framework for structured exploration of solutions. There are 40 principles (some russian scientists did the research on it) which seem to be at the core of how problems are solved.
    There is no question that you could benefit from the use of TRIZ, especially since if you use TRIZ, you are likely to have thought through different possibilities rather than jumping to your favourite or the path of least resistance or the consensus solutions. Is it always practical to go through the process? probably not. In applying the principles of TRIZ to different situations, you have to deal with abstractions in the way you interpret and apply the principle to your specific arrangement.
    As a black belt you can benefit from the knowledge of TRIZ by asking the appropriate questions about a proposed solution. So before you go for BB certification, you should try to develop a working understanding of the 40 principles and how they apply in your business context.
    Hope this helps
    AB
     

    0
    #134044

    AB
    Participant

    Nerissa
    Sorry… my bad…You are right…. I am trying to accomodate my big feet in my big mouth…..:-)
    I obviously didn’t try to apply but it sucks that they don’t deliver it outside the US and don’t warn you about it upfront. I only read the page without filling in details and assumed the form would work as it should).

    0
    #134042

    AB
    Participant

    antZ
    I don’t currently have access to the example, but I can probably share some aspects of the FMEA that I created in an attempt to understand why work defects still existed in spite of having very mature and robust quality control process in software development. High level process groups were peer reviews, release inspections and review of monitoring process controls. We tried to understand the design of quality assurance processes and then drilled into quality control processes to identify points of failure.
    Let me know if you need further information about the example.
    AB

    0
    #134041

    AB
    Participant

    Adam
    Microsoft Project is quirky with respect to several types of tasks including the one you’ve described. But there is a work around.
    First, insert a new field from the list of fields, called “work”. Lookup the definition of “work”, you will find it helpful. After you’ve added the field, add your task. Make sure you go to the “advanced” tab on the task and select Task type as “Fixed Units” or “Fixed Duration” depending on whether the cycle time of 2 weeks is firm or the dates are firm. If the dates are firm, use fixed duration.
    Update the work field with 5 hours. Now you can track your actual work done against the work field.
    Try it. let me know if it worked.
    The reason it appears difficult is because of how microsoft definitions for “work”, “duration”, “effort”, etc. fit into how you look at “work”, “cycle time”, etc.
    AB

    0
    #134037

    AB
    Participant

    Nerissa
    Not sure if we are looking at the same page but when I clicked on the left navigation bar and on the free mag, I actually saw quite a nice explanation at the bottom of the page why the deliveries outside of USA may be delayed. They obviously do deliver outside the US.
    Your second comment about wiped out notes, I am surprised you do not understand the fundamental concepts of how browsers work, considering you work for Microsoft. (Or should I not be surprised??).
    The notes would be captured in a session variable only once you are past a certain stage of doing a “POST” transaction. In your case, it was merely making some notes and then going back, now not having any session cookies or a post transaction already committed, how do you expect the page contents to be saved?
    Nice try, though.

    0
    #134035

    AB
    Participant

    Rahul
    No offense, but you’ve been cheated by the organization that conferred you with a Green Belt certification. If you are GB certified, you should know how TRIZ can help. You should take them to task if that’s the case Now if they taught it to you but you do not remember it, it would be a different story, would it not?

    0
    #133976

    AB
    Participant

    BTDT,
    Now that’s more like a “real master black belt” ….kung fu style…way to go!!! From Six Sigma to …the “real stuff”
    AB

    0
    #133843

    AB
    Participant

    Dior
    The 3 approaches you’ve listed are not quality management controls. If you need to find similarities between them, start with finding books on them, read the books, make your notes, re-read the books and them refine your notes.  That’s it!! 5 easy steps to learning the similarities between the 3 approaches.

    0
    #133842

    AB
    Participant

    I recommend that you go through the link in the left navigation bar that says “New to Six Sigma” and then follow it up with the Industry Channel “Software/IT” in the left navigation bar too.

    0
    #133841

    AB
    Participant

    Sergio
    Search the net for information on 5S framework. Build your case for improving cleanliness based on documented merit of applying the 5S framework.

    0
    #133800

    AB
    Participant

    Good catch Stan. I knew there was a good reasons why all the vowels are spread out in the alphabet. But the QWERTY layout of traditional typewriters and keyboards needs some mistakeproofing.
    P.S: I almost typed in “bowels” instead of “vowels”. (See how ‘b’ and ‘v’ are next to each other?)…eu…QWERTY really sucks….
    Stevo – What do you think about the idea of mistakeproofing the QWERTY keyboard layout? Billions of dollars in savings through reduced typos and retyping..global nirvana…

    0
    #133786

    AB
    Participant

    Stevo
    What a great thought. You must patent this idea asap as “getting new students hooked on getting easy answers” is a widely applicable concept. You could possibly start derivative IM services such as http://www.ipsychology.com http://www.ibiology.com etc. only limited by your imigination. 
    BTW, be numble. You’ll have to get to the patent office before NPT gets there otherwise you might find yourself defending your discovery like Research In Motion. Like yourself, I am idea man, looking for venture capital. I know someone who won’t give me any money; will give you their contact info since you’ve made a great business case.
    Cheers
    AB

    0
    #133457

    AB
    Participant

    Indresh
    You’ve made an interesting choice in posting your question on isixsigma. While it is not entirely improbable that someone here may have an answer to your question, the odds are quite slim.
    There are quite a few standards/guidance documents on business continuity planning, none have anything to do with six sigma.
    AB

    0
    #133452

    AB
    Participant

    William
    A google search came up with a link with the information below:

    Item Characteristic Curves (ICC) and Item Response Theory (IRT): The Essentials:

    Recently, test developers have begun to use the concepts associated with IRT for item analysis. In essence, IRT relates each test item’s performance to a complex statistical estimate (beyond this course’s scope) of the test taker’s knowledge or ability on the measured construct.
    A basic characteristic of IRT is an ICC. An ICC is a graphical representation of the probability of answering an item correctly with the level of ability on the construct being measured. It gives you a picture of:
    1) The item’s difficulty;
    2) The item’s discriminatory power;
    3) The probability of answering correctly by guessing.
    IRT logically assumes that individuals who have high scores on the test have greater ability than those who score low on the test.

    With this in mind we can conclude that the greater the slope of the ICC the better the item is at discriminating between high and low test performers.
    Difficulty, on an ICC, is operationally defined by the point at which the curve indicates a chance probability of 0.5 (a 50-50 chance) for answering the item correctly. The higher the level of ability needed to obtain a 0.5 probability (curve shifted to the right) the more difficult the item.
    I found the above information at http://xnet.rrc.mb.ca/tomh/item_analysis.htm
    Frankly, I find the entire concept very academic. What application are you considering ?
    AB

    0
    #133449

    AB
    Participant

    Debbie
    First if you do not already know try to find out who sold the idea of implementing six sigma to the owner. Management teams of small companies often make decisions based the inputs of who they trust. If you know who introduced the idea of six sigma, talk to that person and request his help on further expansion of six sigma in the company.
    Second, while you may be attributing improved profitability to six sigma, ask yourself if the people who mattered, judge the results of your efforts the same way. If they do, you likely have a problem of the owner hearing at least 2 different stories about why profitability has increased. Learn about all the stories.
    Third, view your approach to the owner as a venture capital financing proposal. Tell them why they should be interested, how much business value, cost, ROI, etc.
    Finally, challenge your own assumptions. You would like the owner to comprehend what six sigma means so that they can use the same language. If you are able to generate large improvements in profitability without engagement from the owner, why do you need the owner to be engaged? Will the rate of increase in profitability drop if the owner does not engage? If you can successfully answer these questions to your satisfaction, I am sure you will find the owner willing to listen.
    Good luck.
    AB

    0
    #133415

    AB
    Participant

    Icarus
    Try to understand the new leadership style. Then decide to either confront the leadership style OR leave the company and move on. The kind of behaviour you’ve described is typical of organizations where leaders hop from methodology to methodology, idea to idea without changing the fundamental way the company operate and they would use any consulting help they can get to make the case. The COO must’ve authorization from the CEO to put all their weight behind systemst thinking. You’ve got to ask why? I see poor leadership at the top as the issue. No amount of detailed rationalizing of six sigma Vs Systems thinking will get your point across if you have weak leadership.

    0
    #133247

    AB
    Participant

    Mike
    How do you feel about designating one person as a coordinator/facilitator, like you would have if it were a physical meeting and use a tool like sametime, meeting place, webex, etc. so that the facilitator makes the changes and have multi-party instant messaging session (or voice conferencing) to gather inputs from the virtual team?
    Hope this helps
    AB

    0
    #133245

    AB
    Participant

    And yes make sure it is not on a pop up window. With all the pop up blocking add-ins to internet explorer, the add would never be seen.

    0
    #133244

    AB
    Participant

    Heebeegeebee BB:I completely agree with you. …is the best way to market SIX sigma to conventional minds.AB

    0
    #133231

    AB
    Participant

    Joe BB
    You are saying this just to annoy Stan, aren’t you? :)

    0
    #133226

    AB
    Participant

    BTDT
    Thanks for clarifying.

    0
    #133218

    AB
    Participant

    Scott
    You have two answers. Whichone is right would depend upon whether you are drawing the 2 samples at the exact same time (in which case your probability is 5/42 * 5/42 OR whether you are drawing them sequentially in which case your probability would be 5/42 * 4/41)
    AB

    0
    #133200

    AB
    Participant

    V & E are functions not operators. Someone surely doesn’t know what they are.

    0
    #133121

    AB
    Participant

    Makes sense to use pooled standard deviation where you cannot define a homogenous control group.
    Thanks,
    AB

    0
    #133105

    AB
    Participant

    Robert
    Thanks for the explanation. I am not convinced about the validity of the application of pooled standard deviation. Situations where process adjustments lead to a permanent shift are atypical and need to be dealt with in the manner stock splits are reflected when you compare stock prices over a number of years. You cannot simply pool standard deviations before a process correction with post correction standard deviation.
    Maybe it’s the example, would you mind explaining the concept using a different example ?
    Thanks again
    AB

    0
    #133098

    AB
    Participant

    Sandor
    First where did you get the following expression from?
    V(X1+X2) = E(((X1+X2) – E(X1+X2))**2)
    Your entire derivation is based on this equation. I am not sure of this equality.
    Secondly, in general, the distributive property does not apply to non-linear functions (And both SD and Variance are non linear) . Yes, in some cases the shape of the curve may be linear enough to provide an estimate but it cannot be said that there is a relationship of equality.
    Theoretical discussion apart, I don’t see how pooled variance or standard deviation (however they are derived) offer any more valuable insight than grouping the samples into a single population and calculating the properties for the population.
    AB

    0
    #132993

    AB
    Participant

    Sandor
    No offence…. but what nonsense…

    0
    #132992

    AB
    Participant

    Robert and Darth
    I understand the mathematical difference in the two treatments. I am not sure if I understand when would you choose to apply pooled standard deviation Vs combine samples to calculate population S.D. Is there value in estimating pooled SD when I can calculate it exactly?

    0
    #132958

    AB
    Participant

    Dana
    Not sure if you are considering incentives for employees or vendors. 2 very different propositions.
    I previously worked for a company that provided services to GE. We had Service Levels Agreements implemented that comprised the following metrics:
    1. First Time Right
    2. On Time Delivery
    3. Time to Resolve issues
    We had measured defined for each of these and reported on a monthly basis. There was an agreed upon contract amount which would be scaled upto +10 or -20 % based on project performance against these 3 SLAs. This way you ensured On Time was not at cost of Quality and if it was, the vendor could still gain by fixing issues within agreed upon timeframes.
    For employees, there is plenty written about “total rewards” but if you still need some information please reply to this post.
    AB

    0
    #132952

    AB
    Participant

    Alejandro
    I would recommend you start differently. List all potential project opportunities (likely you have a list that was used to create the business case for initiating your deployment). Then look at the ROI, organizational capacity for change and prioritize. Try and lay these projects out on a calendar. Say, you end up having 8 projects in the first year, each spanning 4-6 months and 12 projects for next year. Now you know that you need at least 4, maybe 5 project leaders. GB/BB? Depends on what they bring to the table.
    It’ll probably get you to the same answer that Mike, Stan and Scott have provided but now you will know why you need them.
    Good luck
    AB
     

    0
    #132949

    AB
    Participant

    Why would you not just combine data from all the groups and measure the SD and Variance for the group thus created? Still curious…
    Thanks
    AB

    0
    #132920

    AB
    Participant

    Dr. D
    Why add either of them? What would one be trying to accomplish by adding up either SD or Var? Just curious.
    Thanks
    AB

    0
    #131802

    AB
    Participant

    Nandini
    You use hypothesis testing to see if there is a relationship between the central tendencies or dispersion of two populations. Sample size impacts the confidence interval. But you would use HT to validate the relationship between two populations regardless of whether the data compared is population or sample.
    AB

    0
    #130879

    AB
    Participant

    Dee
    Are you feeling challenged with respect to convincing your husband or your boss? Two very different propositions. Also depends on the size of the organization you both work for.

    0
    #130805

    AB
    Participant

    Chris
    Check the website below. It should provide you with useful information resources and pointers to consulting organizations that can help you plan your ISO 14000 implementation.
    Good luck.
    ABhttp://www.iso14000.com/Implementation/Impl_MainOverviewsArticlesPolls.htm

    0
    #130794

    AB
    Participant

    Chris
    Check the website below. It should provide you with useful information resources and pointers to consulting organizations that can help you plan your ISO 14000 implementation.
    Good luck.
    AB

    0
    #130792

    AB
    Participant

    Lucian
    If you are interested in starting your own consulting business, you should consider working for a consulting company first. With your experience and talent, all you probably need to develop is a small business, niche consulting mindset and the relationship network that has to necessarily go with it.
    Start by networking in your neighbourhood. Talk to potential clients and associates. Many consulting companies are named as sponsors on this website, talk to them.
    BTW, where are you located?
    AB

    0
    #130791

    AB
    Participant

    Standard deviation would be calculated and not estimated using a measurement system.

    0
    #130747

    AB
    Participant

    Cpt Lou
    I have no documents. There are multiple views of the financial information related to a six sigma project (OR any project in general). For instance,

    Category of benefit – Cost avoidance, cost reduction, increased sales volume, increased revenue
    Financial performance measure – Payback period, cashflow, IRR, NPV
    Project cost – Budgeted Cost of Work Scheduled, Budgeted Cost of Work Performed, Actual Cost of Work Scheduled, Actual Cost of work performed, Capital Vs Revenue expenditure, Cash flow
    Rollup views of one or more of the above based on department/division/location/MBB/product group, etc.
    Potential projects with which the financial performance may be confounded
    A good financial framework would enable you to define these views and data structures as they suit your organization and allow you to effectively present various views of the information depending on the stakeholder.
    In addition, a financial framework would also provide the project leaders with a basis for estimation for items like cost of time spent by resources at various levels, cost of shared infrastructure which may be attributable to a project, etc. The financial framework should also be associated with the operational metrics wherever costs/revenue per unit are calculated.
    Finally, your framework should include a due diligence / audit process to verify the proposed savings and the actual savings. The process should describe the responsibilities of the project team, the operational process owner and the finance/audit teams with respect to verifying that the proposed savings calculation is accurate and reasonable and also verifying the savings when the project is declared complete. The actual results should feedback into the project selection process to provide opportunities for improvement.
    Much of this content is generic and applies to all project management including six sigma projects.
    Hope this helps
    AB

    0
    #130744

    AB
    Participant

    Texgal
    You are on the right track. You can view the process as a funnel. At the top of the funnel, you have potential project ideas that essentially come from within the organization. Looking at processes, customer feedback on processes, financial structure, etc. in conjunction with organization’s core vision, mission and values is the right thing to do. Then, you compare the projects against a set of criteria (developing the criteria is a different and involved exercise). The comparison should basically help you rank the projects on 3 broad dimensions – Strategic alignment, Return on Investment and Risk. Based on these 3 broad dimensions, you can then build your project portfolio to ensure you have a good mix of low hanging fruit and strategic projects with varying risk profiles and payback/cashflow to match corporate goals.
    At this stage what you would have is a list of projects. As a last step, you need to match it up with organizational capacity to initiate new projects (resources, money, capacity for change, etc.) and you again apply portfolio management considerations to the list of active projects.
    Hope this helps
    AB

    0
    #130738

    AB
    Participant

    Hangptt,
    Michael Webb has provided with a very good response. Also, you may have noticed it already but I thought this article on isixsigma home page is worth the redundancy.
    https://www.isixsigma.com/library/content/c051128a.asp
    Cheers
    AB

    0
    #130656

    AB
    Participant

    No. Set new specification limits for the cgs and recalculate the sigma value based on the new specification limit and then try to set a reasonable target value for sigma based on your business considerations. The net effect is the same as shooting for a higher sigma but now you are explicitly accounting for the change in specification limit for cgs.

    0
    #64137

    AB
    Participant

    Kim
    The end uses of SRS and QFD might help you disentangle your perspective. SRS is primarily intended to confirm the detailed requirements with the users and to provide the technical team with a documented and formalized basis for development. QFD on the other hand is a tool that facilitates a comparison between various requirements and ways of meeting them. That makes it a decision support tool. If you can only meet some requirements which ones should they be? Which implementation/design alternative is the most suited? An SRS cannot answer these questions for you. QFD can.
    Hope this helps
    AB

    0
    #130604

    AB
    Participant

    Wellbeing
    I agree with you, but you should still set specification limits. It may be based on your historical data and an incremental improvement over that but the key is that someone in your organization must agree that the increment defined is reasonable, appropriate and worthwhile. That someone, incidentally, is your internal customer.

    0
    #130599

    AB
    Participant

    BTDT – Thanks. I’ve never used networkdays function before. I always copied the data into Microsoft Project and calculated elapsed duration as MS Project has a fairly good scheduling tool with the ability to not only enter holidays but also have different calendars including rotational shifts, personnel absentism, etc.; but always wondered if there was a better way
    Thanks
    AB

    0
    #130598

    AB
    Participant

    Andejrad
    My point is why improve a process unless someone cares? You can improve all you want but someone is going to have to pay for the improvements and whoever pays for it should know why is it worth paying to solve the problem? So you need specification limits anyway. They may be set using crude means such as looking at historical control limits and picking a random % improvement. But you must have specification limits.
    Projects started without due regard for specification limits, in my opinion, lead to process improvements that are inconsequential to the customer or to the organization.
    As Carnell says, just my opinion.
    AB

    0
    #130593

    AB
    Participant

    Sid
    If you need realtime data, don’t consider excel as a solution. If you do not need realtime data, then simplify your problem by taking out the “online” element of the problem statement. Bring the data offline and you can then plot the data as time-series overlaid on rows that have background colors that visually depict the 3 zones.
    If you need realtime data plotting, I am aware of brio and business objects as tools that have plotting capability based on underlying tables with a refresh capability on the website. You would need to program how the data gets populated based on automated download/feed of the data into your tables.
    Hope this helps
    AB

    0
    #130590

    AB
    Participant

    Aparna
    Sorry but the straight and correct answer is don’t do this project if you don’t know the specification limits. If the customer cannot provide them on their own, you need to identify a proxy (someone who deals with the customers and has established the outsourcing relationship) or you should conduct a workshop/focus group or a controlled experiment entailing progressive degradation of service until you can clearly establish what the customers really need. If you don’t do that where is the business case?
    On the other hand if this project is about reducing internal rework and waste or improving efficiency, your customer is different (it may be the department manager) who needs to give you the specification limits. But specification limits you must have. Don’t go about it any other way if you want to experience/deliver real process improvement.
    AB

    0
    #58670

    AB
    Participant

    Ama
    I am not sure which segment of financial markets you are referring to but any predictive model is always based on a number of scenarios, assumptions and constraints. Each future event that has an input into the variable you are trying to predict usually has a probability estimate that is in turn based upon its own assumptions. As you cascade multiple variables, you can see why such broad ranges of estimates exist. That’s exactly the scenario for the financial markets. The interest rates, GDP, commodity prices, are all driven by broad expectations around government and corporate performance. The scope of influence of various variables is now more global and transcontinental than ever.
    Regarding your question about alternative criteria, I guess you would have to answer the question, “what is the acceptable level of risk with respect to uncertainty of the estimates related to a given investment opportunity”. Uncertainty has its premium, both on risk and rewards therefore, I believe that you should review the assumptions and predictions for the underlying variables carefully to give you a level of comfort about the accuracy rather than try to ensure accuracy of the estimate itself.
    We can discuss more if you have a specific financial product in mind. Hope this helps.
    AB

    0
    #64152

    AB
    Participant

    Ama
    I am not sure which segment of financial markets you are referring to but any predictive model is always based on a number of scenarios, assumptions and constraints. Each future event that has an input into the variable you are trying to predict usually has a probability estimate that is in turn based upon its own assumptions. As you cascade multiple variables, you can see why such broad ranges of estimates exist. That’s exactly the scenario for the financial markets. The interest rates, GDP, commodity prices, are all driven by broad expectations around government and corporate performance. The scope of influence of various variables is now more global and transcontinental than ever.
    Regarding your question about alternative criteria, I guess you would have to answer the question, “what is the acceptable level of risk with respect to uncertainty of the estimates related to a given investment opportunity”. Uncertainty has its premium, both on risk and rewards therefore, I believe that you should review the assumptions and predictions for the underlying variables carefully to give you a level of comfort about the accuracy rather than try to ensure accuracy of the estimate itself.
    We can discuss more if you have a specific financial product in mind. Hope this helps.
    AB

    0
    #130589

    AB
    Participant

    Ama
    I am not sure which segment of financial markets you are referring to but any predictive model is always based on a number of scenarios, assumptions and constraints. Each future event that has an input into the variable you are trying to predict usually has a probability estimate that is in turn based upon its own assumptions. As you cascade multiple variables, you can see why such broad ranges of estimates exist. That’s exactly the scenario for the financial markets. The interest rates, GDP, commodity prices, are all driven by broad expectations around government and corporate performance. The scope of influence of various variables is now more global and transcontinental than ever.
    Regarding your question about alternative criteria, I guess you would have to answer the question, “what is the acceptable level of risk with respect to uncertainty of the estimates related to a given investment opportunity”. Uncertainty has its premium, both on risk and rewards therefore, I believe that you should review the assumptions and predictions for the underlying variables carefully to give you a level of comfort about the accuracy rather than try to ensure accuracy of the estimate itself.
    We can discuss more if you have a specific financial product in mind. Hope this helps.
    AB

    0
    #130588

    AB
    Participant

    Rabent
    I would think training will address what kind of defects/blemishes to look for? In that case, using a checklist of things to look for might serve you better for your gage analysis instead of a qualitative scale. That way you are telling the workers what you expect them to look for. Comparison of workers own readings and with other workers would now potentially reveal which attributes of the product are hardest to inspect visually.
    Let us know what you think
    AB

    0
    #130584

    AB
    Participant

    You are right. Thanks John.

    0
    #130583

    AB
    Participant

    John
    Has your company considered the use of balanced scorecards or any other form of a metrics breakdown structure?
    The idea is to start with a corporate view of key priorities based on the organizational strategy and then progressively decompose it into priorities, metrics and measurements for lower levels..i.e. departments, divisions, teams, individuals…
    Typically six sigma deployments would cut across all of the 4 customary quadrants of the balanced score card (Customer, financial, internal process and learning/growth). But what you get when you implement a balanced scorecard approach is how each improvement initiative ties into a measure or metric that is known to impact the corporate performance. With this approach, if, for instance, you are embarking upon capacity reduction to align with market demand, as a result of which you are looking at potential reduction in budget allocated, you would ask for metrics which would be impacted and how in turn those metrics relate to higher level measurements. This forces the organization to look at the potential impact of improvement initiatives across different levels and allocate monies where it makes most sense for the organization. This approach has also another important side effect – that of telling the teams clearly what projects are of importance to the organizational unit they are dealing with. In the process you may eliminate many potential productivity improvement projects, for instance, that have no attached consideration aligned with overall strategy, of how to deploy the capacity created as a result of improvement.
    Hope this helps
    AB

    0
    #130581

    AB
    Participant

    Gary
    Project selection should be driven by an assessment of the following broad parameters:
    A – Strategic Alignment – Which strategic objectives will be met if the proposed project is executed and to what extent? In other words, what would be the contribution of the proposed project to achievement of organizational or departmental strategic statements?
    B – Return on Investment – What is the NPV or IRR of doing this project? What is the payback period ? Is the cash flow associated with the project in line with budgetary allocations made for the year? Also consider intangible returns such as increase in organizational knowledge, higher customer satisfaction, higher employee satisfaction, etc.
    C – Risk profile – What is the likelihood the project will succeed? Typical factors that affect risk are size of the project, number of people involved, number of different organizations/departments involved, stability of business and technology environments, etc.
    Once you rank each of the candidate projects against these criteria, you would be able to build a portfolio of projects that balances the need for strategic achievement, return on investment with an eye on riskiness.
    These are generic principles that can be tweaked as appropriate and applied to most contexts. If you are building a portfolio of projects around data quality alone, you would associate the return on investment with the return that the projects that could be executed as a result of improved or available data. The strategic alignment would probably be measured for the projects that improved data quality will enable.
    Hope this helps
    AB

    0
    #130579

    AB
    Participant

    Bombardier calls their greenbelts “agents” and their black belts “master agents”. The positions are perceived as agents of change.
    BTW – it seems your company may have created an undesirable split by distinguishing between “DFSS people” and “six sigma people”. Agreed that designing a new process where none existed before involves a different level of understanding of certain tools but the overall concept remains the same.

    0
    #130469

    AB
    Participant

    Maybe old school is the right school. I completely agree with you. Process mapping tools mostly help the communication and reuse especially when you have large networked processes in matrixed organizations. They are most useful when developed using post it notes or flip charts, pencil and paper since that is the time a when a lot of the discovery about value analysis takes place.
     
     

    0
    #130465

    AB
    Participant

    Transactional BB
    I am not sure if using six sigma tools for evaluating attractiveness of companies from an M&A perspective is such a good idea. Investment bankers have been using simulation and modelling tools for years now to identify acquisition targets but largely the exercise revolves around finding a strategic fit at the right price. This process, like all strategic processes, are not repetitive. therefore the idea of using six sigma doesn’t sound right. Even GE does not use six sigma for strategy definition.
    That said, you can always use tools such as prioritization matrices (simple or multidimensional like QFD) to compare various alternatives. I am curious to know why you chose to apply six sigma tools to this problem? Please share.
    Thanks
    AB

    0
    #129854

    AB
    Participant

    sixsigmaguy
    Improving efficiency (going by the basic definition of output/input) can be achieved by reducing the input (focus of lean but can also be achieved using six sigma) or by expanding the output. If your organization has chosen to keep the two separated, if it possible that your management expectation is for six sigma to complement lean? In other words, coule you use lean to drive efficiencies by reduction of waste and focus six sigma on expanding the output?
    For instance, six sigma could be applied for areas such as improved sales, improved customer satisfaction, better partnerships, improved channels, increase capacity, increased customer reach, etc. and lean could be used for reducing cost of sales, cost of production, time to manufacture, time to deliver, time to service, time to replenish, finished goods inventory, raw material inventory, cost of quality inspection, etc.
     
    In this scenario, some six sigma projects may lead to creation of lean projects. For instance, you could have a customer satisfaction improvement project that talks about faster delivery of product quicker resolution of complaints. But you have a clearer context from which to assign the resulting benefits to either lean or six sigma.
    Hope this helps.
    AB

    0
    #129684

    AB
    Participant

    shed
    If your idea of a store includes online or virtual storefronts, there are plenty of examples of redesigned websites to improve customer’s view of what’s offered by the vendor. 
    For improvement of a virtual storefront, I was involved with analyzing the traffic to identify what customers came looking for and what they actually looked at.
    AB

    0
    #129341

    AB
    Participant

    Mark
    MBB’s perform a few different roles in varying degrees depending on the specific needs of the organization they are serving. In some organizations, they act as change leaders. In yet some others, as methodology experts, providing coaching and project oversight support. There is no general answer that applies to all MBBs.
    I would suggest that the effectiveness of the MBB should be direclty related to the objectives of the six sigma program within your organization. For instance, if the six sigma program aimed to achieve the below strategic objectives:
    – Improved customer satisfaction with our services
    – Increased operational efficiency
    – Higher quality of products and services
    – A higher level of interdivisional change initiatives
    you should start by assigning measures and metrics for each of the above. Once you do that, it becomes much easier to scope out the expected contribution of individual MBBs, BBs, etc.
    What I have described above is a standard strategy management technique called strategy mapping. I am sure you will find plenty of material on google if you search for strategy mapping and balanced scorecards.
    I have used these tools to help some of my clients figure out the linkage between strategy and execution. It can be an intense exercise and usually takes about 4-6 weeks to complete but the payoff is tremendous.
    Hope this helps.

    0
    #129225

    AB
    Participant

    You would scrap a process when you can conclude it requires multiple fixes at many points and the cost of fixing all the parts makes a case for a complete do-over OR when you know that many attempts have been made at fixing the process and it still has not been fixed.
    But more likely, when you say “scrap” you really mean redesign. Unlike tangible, physical objects process has no scrap value so why would you scrap it?

    0
    #129220

    AB
    Participant

    Daniela
    This a good compilation of questions that could be very useful when you try to hire your six sigma deployment leader. Try to talk to some of the recruiting firms that have a decent understanding of six sigma and they can help you hire the leader. It is unlikely you will get any reasonably satisfactory answers since your questions aren’t exactly structured suitably for online responses (Possibly because of the exploratory nature of the questions).
    Good luck.
    AB

    0
    #129219

    AB
    Participant

    So Glow… What will you do with this information? Say, you got 50 responses which tell you that some people have been in this business for 22 years and some others for 22 months. What next? Just for my info…
    Thanks
    AB
     

    0
    #128703

    AB
    Participant

    CT
    I looked at the two sites referenced below.
    http://en.wikipedia.org/wiki/Pareto_principle
    http://www.qimacros.com/
     

    0
    #128676

    AB
    Participant

    Thanks Paul
    So I researched some more and found that the Pareto principle has indeed been applied recursively with success. I also found that Pareto’s principle, was also an original assumption of Joseph Juran’s and that it was not statistically validated over a broad range of subjects to test its validity. So it is more of a common sense approach as opposed to having any sound underlying statistical basis.
    Good stuff. Thanks for sharing.

    0
    #128673

    AB
    Participant

    So theoretically you could extend the concept to one more iteration to conclude that 80 % of 64% = 51.2% of the problems are caused by 20% of 4% = 0.8%. of the causes.
    While it makes sense to focus in on the focus area to see which solving which problems will give the biggest bang for the buck, the supporting mathematical treatment seems to lack statistical validity.

    0
    #128671

    AB
    Participant

    The concept is intriguing but not convincing. I searched on google and came across another website that carries Jay Arthur’s opinion that I have pasted below. It is explained in some more detail. But I would need to learn more about it to be convinced that the principle is sound.
    Common Pareto Chart Errors
    1. Stopping Your Pareto Chart Analysis Too Soon
    A common error is to stop at too high a level. Double the power of Pareto’s 80-20 rule by applying the 4-50 rule. Look at the 20% within the 20% (4%) that represents over half of the problem. You can do this by drawing another Pareto chart using just the data representing your big bar. In the example below the blue bar represents the 4% of the business that is causing over 50% of the problem.

    Hope this helps
    AB

    0
    #128669

    AB
    Participant

    Lynn
    It is possible that the team may have gone overboard in identifying the root causes in the fishbone analysis. May be you could get the team together to perform some sort of affinity analysis to identify key themes at the fishbone level, in other words, try to group like causes together and see if it becomes simple enough to do the 5 why’s.
    I would also not rule out that the causes identifed may actually be at different levels. So it may be worthwhile to see if there is a causal relationship between different root causes identified (Because that really should belong to the 5 why’s).
    One more approach, similar to what you have hinted,  would be to do some sort of prioritization on the causes and have the team rule out the high level root causes from the fishbone, which may have a largely theoretical possibility of making a significant contribution to the problem. This would trim your list of causes for the 5 why’s exercise to the most likely causes. Keep in mind that you are accepting the slight risk that you may actually not focus on low probability causes. You could mitigate this risk partially by including potentially low probability but high impact causes in your analysis.
    Hope this helps
    AB

    0
    #128402

    AB
    Participant

    In the words of a GE MBB I worked with, : “The incentive is continued employment”

    0
    #128066

    AB
    Participant

    James
    If you measurements are too far apart on the time scale, you likely have a much bigger problem on hand than validating the improvement. If the data you have collected is spread over several years, it may not be reliable enough; during your control phase, you will need to determine what action to take for assignable causes, you would have difficulty taking action based on short term fluctuation.
    You would have to try and improve the resolution of your time scale OR just have to deal with a process that is intrisically slow.
    A related example that comes to mind is how feds use interest rate as an instrument for controlling inflation. They collect inflation data monthly for various product segments and determine what action to take only based on long term trends. But you may find a clue in the fact that they do some predictive modelling to determine where the economy is headed based on the trend and adjust interest rate to control money supply. But even that process often results in overcompensation.
    The bottom line is either try and identify shorter term trends OR use some kind of predictive modelling (based on historical data) or just accept having to do a longer term project.
    AB

    0
Viewing 100 posts - 1 through 100 (of 311 total)