iSixSigma

AJ

Forum Replies Created

Forum Replies Created

Viewing 42 posts - 1 through 42 (of 42 total)
  • Author
    Posts
  • #177105

    AJ
    Participant

    I, too, have been assigned a project to reduce the number of mispicks.  I would appriciate any insight into any findings.  We have 6000 warehouse items that we pick from, and no pick has the same quantity than the previous pick.

    0
    #176721

    AJ
    Participant

    Andre, You could use a simple survey or measure down time as people search for equipment or retrieve it from a distant location but the figures and graphs will mean very little in comparison to taking photographs before the 5S for your baseline and after photographs to show improvement.  

    0
    #171160

    AJ
    Participant

    Best places to look are on Youtube and just type in funny videos.  Or there is a site called stupidvideos dot com.  On youtube, enter stat rap and you will hear some students rap about statistics,  good video to break suction when teaching Six Sigma.
    Here are some other good ones to type into Youtube,
    “german coast guard”
    “Ikea Commercial :: Tidy Up”  look out for this one because there are some really hilarious but not too PC banned versions to talk about the need to 5S
    Also type Lean or Six Sigma and you will get more videos than you will know what to do with.
     
    good luck

    0
    #170947

    AJ
    Participant

    I agree with Stan that this dataset will be skewed right so you should use median as a measure of central tendancy, however, I also agree with Outlier in that since time is money, every day outside of the customer spec limit is a loss in opportunity, therefore, I would redefine the project Y as invoices outstanding past due date of 30, 60 or whatever the terms of the invoices are.  Then the goal statement may be “reduce overdue invoice span from x to hopefully 0”.  Span may be defined as the max minus the min of the 95% Confidence Interval of the overdue distribution.

    0
    #61939

    AJ
    Participant

    We have also started a project form Wheels out of patient to incision of next patinet and like feel like we are blazing the trail due to another readers comment that it may be a political hot bed for sergons. this would include your “close to incision” We have however, gotton some support becuse it targets (and or focus is)  not sergons’ down time speciffically but the delays that sergons face between cases.  variables so far VOC are equiptment not ready or available, anesthesia not available, radiology xrays etc.
    if you run into a benchmark or even a (VOC) USL  i would love to here about it.

    0
    #165883

    AJ
    Participant

    You can also use a two sample Z test (not t-test) using the two proportions 
    (p1-p2-0)/(SE)
    Where SE is the (pbar*qbar/n1 + pbarqbar/n2)^.5
         where pbar is (x1+x2)/(n1+n2)
    You may need to pool the SE if you have equal variance.  To pool the variance you will need to:

     
    Then look this up in the Z-table to see if the P-value is below the desired setting which is normally p<.05 for significance.  But you need to make sure if the alpha value of .05 is the right alpha risk for your application.
     

    0
    #165882

    AJ
    Participant

    I am going to attempt to add something here even though Stan thinks I’m ignorant and inexperienced.
    I agree with harish, I think since that this is considered analyzing two sets or proportions (% defectives) p1 vs p2, a chi squared test would be the best test for significance. 

    0
    #165532

    AJ
    Participant

    You have to keep in mind that if you use ANOVA or a 2 sample t-test or any other test requiring assumptions of normality, you have to make sure that your data is independent and normal at the least.  If your data is not normal, then you may have to transform the data or use a non parametric test.  Sampling the data from your population with n size greater than 25 will also most likely get you normal data to work with.
     

    0
    #158400

    AJ
    Participant

    the link for ADMD is learnlean.org

    0
    #158399

    AJ
    Participant

    ADMD Consulting offers great training material and their consultants are very helpful in answering questions and teaching you through your BB certification..  You may want to give them a try.. 

    0
    #157499

    AJ
    Participant

    I am amazed how many emotional so called experts in process improvements there are out there who bash Six Sigma or another methodology like it’s the anti-christ’s mantra.  Grow up! 
    IF you are a true professional, you would know that there is no one magic bullet to fix all defects in any process.  Six Sigma, TQM, Lean, TPS… and so on are all packaged methodologies that help PROFESSIONALS improve their processes.  I agree that Six Sigma is difficult to impelement and may not suit all organizations.  But that also goes for every other flavor of process improvement technique as well…. even the ever so glorified Toyota Production System has it’s flaws. Six Sigma may not even be the best methodology for your company but it is a methodology and if your company can pull it off and become successful in it, most likely, your company will be successful in business.   
    Folks this isn’t a popularity contest.  Your jobs will not be in danger if you know what you are doing.  You do not need to feel the need to start negative propaganda against another methodology to secure your seat in the office. 
    Just be mature about your posts.  There is no need to degrade a methodology because you don’t fully understand it yourself or you have failed to become successful in it.  In the end, all that will happen is that you will sound foolish. 

    0
    #156803

    AJ
    Participant

    so 3 years after this post – six sigma is no where near as popular as it was – in 3 more years it will be like dianetics & tom cruise
     
    cheers

    0
    #151657

    AJ
    Participant

    Thanks L for your feedback. It was very helpful.  Can I ask which industry your company is in? 
    Thanks,
    aj

    0
    #151232

    AJ
    Participant

    Yes, can you please send them to my email at [email protected]
    thanks,
    aj

    0
    #64484

    AJ
    Participant

    Well, In order to persuade your managment you can calculate the Annual cost of delays in IT procurement. This figure could be a approximate one and once you have the amount with you, you could flash it to your top management and see if they are concerned. If you have the management focus it will be a lot easier for you to nail the problemIf management is not concerned, then you can forget about the improvement.

    0
    #64474

    AJ
    Participant

    Well, I am not aware of any benchmark on the same, as it will depend on the procurement process of the org. In case you are want to improve the process. You can start with measuring the existing performace. For the target improvement, you could do a survey and collect data from the relevant stakeholders about their expectations.AJ

    0
    #141680

    AJ
    Participant

    Currently, there are no MBB certification standards like there are for BBs.  ISSSP is in the process of creating a standard but that has not been finalized yet.  Check out ISSP’s website at http://www.isssp.com and you might find more information regarding this.  I received my MBB training at Caterpillar and it wasn’t what I expected.  It was more or less train the trainer type of course.  I’m sure other companies such as GE have a different program but unfortunately, if you’re not an employee you can not get certified by them.

    0
    #137183

    AJ
    Participant

    No, i’m not.  I’m all ears.

    0
    #137176

    AJ
    Participant

    My ultimate goal is to create a standard procedure for our Quality Group to utilize RCA for their issues. Currently there is no set standard for RCA in our three quality divisions.  I would like to form one process.

    0
    #137095

    AJ
    Participant

    Mike,
         Thank you so much for the thorough reply to my question.  It is nice to hear that you actually care about issues regarding SS deployment.  I agree with what your comments and we have been pushing forward with the deployment with positive results. 
         In your opinion, what is a good size SS DNA to start thinking about implementing a project tracking software?  We are a fast growing company and will double in size within the next couple of years.  I just want to put plans in place so that we don’t lose traction.
    Thanks for your comments,
    AJ

    0
    #137017

    AJ
    Participant

    Dear KKn,
    Your main aim is to reduce the variability. Please keep the focus on that. There are a lots of tools that will help you do that. One of them is Taguchi Online Control. Please provide me the process details and I will help you in applying the same.
    Taguchi Online control creates a ready reference for everyone to reduce the variation in real time.
    Regards
    AJ
     

    0
    #136616

    AJ
    Participant

    All,
         Please remember that this is a professional site and that we are ALL professionals.  Let’s all respect each other and act accordingly.
    -AJ

    0
    #135879

    AJ
    Participant

    Be real needs to get real with his information.  So you think the last week of training is just change management and generic theories for BB classes??  If you think these theories are generic, then why are they emulated all over the world?  Hmm, i don’t think they are generic.  Have you even gone through the training?  It doesn’t seem like you have.  As for you thinking that GE BBs and MBBs are relegated to lowly data gathering jobs, you must have very bad resources.  I’m actually insulted by this comment.  I am a OTR SS BB for one of the GE businesses in Asia and I can bet that our BB’s responsibilities to drive Quality and Customer Satisfaction are as contributing to the organizations success as any BB out there.  Can you say that your savings goal for the fiscal year  was $6MM?
    If you were never a GE BB, then don’t talk smack about something you may have heard second hand.  If you’ve been a GE BB, then you’re about to get fired for incompetence. 

    0
    #134552

    AJ
    Participant

    Ramblin,
         We sell to customer orders but they fluctuate so much that we seem to either have idle time or overtime.  But with this new process, we will cut over-time when the orders come in, plus be able to produce more units (15units/day) vs. (13 units/day). 
         Your comments were very helpful.  Thanks for taking the time to respond.
    aj

    0
    #134495

    AJ
    Participant

    That is an odd statement from your MBBs.  The caliber of potential MBBs are to have experiences in both coaching and teaching SS as well as have had at least mid managerial positions.  At GE, we select high potential candidates (former BBs) who have had at least managed direct reports, if not P&Ls.  Therefore, our MBBs have the responsibility of not only exceeding business metrics but also mentoring BBs to be future leaders.  You may want to reestablish the vision and goal statements of the SS function to your MBBs.

    0
    #134426

    AJ
    Participant

    I guess I don’t understand the analogy nor the sense of humor the two guys tried to communicate.  Do you guys mean that metrics are useless or no one has any idea how to standardize business metrics.

    0
    #134414

    AJ
    Participant

    We are looking for to benchmark what other manufacturing companies use for their quality, sales, operations, and finance metrics are as well.  So if someone can provide this, that would really help us out too.
     

    0
    #115094

    AJ
    Participant

    Hi Rohit
    i agree what faceman has to say but just one point to add that in graphical summary or in run chart it does not display the Z value.It is been displayed when you take out the process capabilty
    Regards
    Aj

    0
    #58151

    AJ
    Participant

    Can someone give examples… i am looking to determine the CTQ’s or Key perfomance indicator of a treaury operation which is part of an invesment company.  transactions in terms of no. is less so i cant take how much time one transaction takes ? so what can be an alternative –
    average rate of return on borrowing / investments? –  but that is more of a factor determined by market than what the process does?
    so what can be used as a ctq here?

    0
    #101892

    AJ
    Participant

    Can someone give examples… i am looking to determine the CTQ’s or Key perfomance indicator of a treaury operation which is part of an invesment company.  transactions in terms of no. is less so i cant take how much time one transaction takes ? so what can be an alternative –
    average rate of return on borrowing / investments? –  but that is more of a factor determined by market than what the process does?
    so what can be used as a ctq here?

    0
    #101483

    AJ
    Participant

    mmm…let’s see…why would I not use the phone in my room?

    Surcharge of 60% on long distance
    Local calls at 75 cents each
    In these days of corporate cost savings initiatives (6 sigma for example), how would I ever justify spending on these exhorbitant mark ups?
    I would agree however, with other comments that providing high speed internet access has some value that I would pay for…with the caveat that I would need to perceive the benefit of this service as a better alternative to paying 75 cents connection fee for my global dial-up.

    0
    #95872

    AJ
    Participant

    Hello PA,
    While we typically don’t like discrete data for many reasons, not the least of which is a higher required sample size for the same confidence level, the reality for many of us is that’s all we have.
    A formula that works for me is:
    [(1.96/required level of precision)squared] x p x (1-p)
    Where:
    1.96 = constant representing 95% confidence level
    required level of precision = that desired from sample, in units of proportion.
    p = proportion defective
    Thus with 95% confidence level, and 20% typical defective, assume that our desired precision is 5% (if you end up with 15% defective, there may or may not be a real change…if you end up with less than 15%, then you are 95% confident that a change has occurred…but you only know to what new level within +/- 5% (again with 95% confidence).
    [(1.96/0.05)squared] x 0.2 x 0.8 = 246.8, thus you wouuld need 247 samples.
    If you are willing to sacrifice either confidence or precision, you can reduce the quantity of the sample…at 95% confidence and 0.10 precision then you need only 62 samples (actually it’s 61.4656 pieces, but I doubt you have only a fraction of a part to test..;-))    ).
    Incidentally, it’s interesting to note that the highest value of p x (1-p) is 0.25 (where p=0.50)
    aj
     

    0
    #95476

    AJ
    Participant

    Hola Pablo,
    If you go to this site, it will provide most of the information you seek for the catapult experimental setup, as well as a couple of other classic DOE experiments.
    http://www.rose-hulman.edu/~stienstr/DOE2001.htm
    Al

    0
    #93658

    AJ
    Participant

    Are you saying identical quantities of the identical product (form, fit, function) varies in price by orders of magnitude?
    Depending upon what?…Time of day(month, year etc)…Environment (following an earthquake perhaps)…War…

    0
    #93388

    AJ
    Participant

    Consider our product, which is a radiator.
    We make several different sizes (ie number of channels) for different applications. From a customer perspective (and from ours too, since we don’t ship leaking parts) it doesn’t really matter if a given radiator leaks only from one place in one channel, from many places in the same channel or from one place in each channel…it still leaks. We consider this to be a single opportunity, even though there are in fact multiple places the leak COULD be on a single unit. Whether or not there are multiple leaks in a given unit is of no importance to us for a first pass. It does allow us to have the simple, in-your-face kind of numbers that everyone can understand.
    On the other hand, when we are working on process improvement, it helps us to understand the problem if we begin to stratify and determine leak frequency by location within the channel, product family, number of channels per radiator etc. and at this stage we often move to DPMO to aid our analysis.
    We currently have over 300 potential defects (including assembly types) that a single unit might experience. We could delude ourselves into thinking we have a 6 Sigma process for each of these defect types, especially if we used DPMO (by channel quantity for example), yet common sense tells us that if 5% of our product is going into the red bucket we can hardly claim to have a world class process.

    0
    #90625

    AJ
    Participant

    am,
    I agree whole heartedly. In fact, if I were to identify any evidence of failure within our organization, it would exactly be dilution of the power of the Six Sigma process by erroneous inclusion of what are simply continuous improvement projects under the blanket Six Sigma umbrella.
    We have several of the “if you know what the root cause is just go fix it” type projects that have been included as evidence that our Six Sigma process is working. While I think the process IS working for us by and large, your caution regarding the long term effects is well taken.

    0
    #90613

    AJ
    Participant

    I agree entirely that no data=no Six Sigma, and also that project length is impacted by (amongst other things) time taken to validate the measurement system.
    That being said, I would rather take time within the Measure phase to make certain that the MSA indicated the data to be sufficient to support the project, than to discover at the end that conclusions were based on unreliable data.
    Clearly, the cycle time of my projects might (will?) suffer, but by allowing for the activity within the project charter, it is not an unexpected event for either the Champions or process owners.
    As noted, combination of several factors within your list would clearly jeopardize success, however some appear to be much higher as “Red X’s” than others.

    0
    #90579

    AJ
    Participant

    Your definitions of failure are interesting if nothing else.
    Launch Six Sigma without a pipeline of well-defined projects.
    Launch Six Sigma without valid data & measurement systems.
    Launch Six Sigma wihtout a robust “Financial” management and reporting system for Six Sigma.
    We consider the time that training began as the time that we “launched” Six Sigma. It would have been difficult to develop a pipeline of well-defined projects without knowing what constitutes such a thing.
    Similarly, from this training we learned to conduct a Measurement System Analysis (MSA) for EVERY project, and also learned how to discover and fix the “holes” in our Financial management and reporting strategies.
    So it would appear from your definition that we have failed in our deployment (despite savings of several million dollars annually form projects over the past 2 years).
    As I said…interesting.

    0
    #90577

    AJ
    Participant

    There is an excellent article/case study regarding Attribute Gage R&R in ASQ’s Six Sigma Forum Magazine, Volume 2, Issue 4, August 2003.I just checked, and the full version is still available on line for ASQ members.Highly recommended reading…it has already prompted two projects at our company (automotive component manufacturing). 

    0
    #88307

    AJ
    Participant

    Also please note that you can (and should in your case) set the lower sigma bound at 0. It is clear that your elapsed time can never be less than zero.
    Minitab in particular has a function within the Individuals menu to allow you to set this limit.

    0
    #87428

    AJ
    Participant

    The issue you bring up highlights the absolute necessity of correctly identifying the true process owners, and including them on your team. This does not necessarily mean the direct supervisor. Often, you will discover that the unofficial team leader (the one everyone on the line looks to for advice) is your real potential ally. The supervisor often will not buy in until LONG after the process improvement is self-evident.
    Your process owner, having been part of the team generating the solution, will become your real time champion on the shop floor for the improved process. Others on the line will follow that person to hell and back, simply because that’s the way it has always been.
    In our organization, the BB tracks the process performance monthly for a year, just to keep tabs on the project to make sure the controls implemented have stuck…taking necessary steps to improve the control system if there is a breakdown.
    In less than a year, your “new and improved” process has become SOP, and people will be very reluctant to turn back to what they were defending with a passion only 12 months prior.

    0
    #86816

    AJ
    Participant

    Hi Tami,
    We also conduct things like press training, confined entry procedures, etc. on the weekends. The main reason for this is that we can give the same message to everyone at the same time…the participants also benefit from the typical idea exponential growth that happens in this type of environment.
    Our black belt training occurs off-site in the (apparently) typical style of one week training, 3 weeks putting to good use, each month for 4 months, taking a single project through to completion.
    So…what is my point? If it is black belt training you are referring to, then in my humble opinion, you would be better served by spending an entire 5 days for each phase to keep the subject matter fresh while learning.
    On the other hand, if you are referring to project meetings/activities etc, there is no specific reason NOT to do them on a weekend, however, you just might introduce another variable into the process…not the least of which may be the participants state of mind, which will impact creativity.
    At the end of the day, I believe that most of any project needs to be done (as far as practicable) as close to the real world as possible…which means during “normal” working hours…’though some may argue that over the past decade this includes weekends…
    Just my 2 cents worth.

    0
Viewing 42 posts - 1 through 42 (of 42 total)