iSixSigma

Mares

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Viewing 27 posts - 1 through 27 (of 27 total)
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  • #185023

    Mares
    Participant

    My experience is that project assignment is key – if you assign people projects that involve problems they are affected by in their every day work, they will be highly motivated to prioritize this and will find the extra time – then the project will run it self. Last year I actually had all our 100 employees get to rank all of the project proposals for 2009 from 1-5 (1 = first choice). Based on this I coordinated the project assignment so that everyone got their 1st or 2nd choice (of course with some exceptions). The improvement on project closing time is not amazing, but there is an improvement. However, there is a big difference in motivation and attitude. Now I need to find other ways to close the rest of the gap… =)

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    #180571

    Mares
    Participant

    BB,
    Please send me the OEE spreadsheet that you use.
    (my address:  [email protected]).
    Thank you,
    Regards,
    Adrian

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    #178644

    Mares
    Participant

    Agree with the above comments that it really is dependant on the project – However – I’ve been around many improvement projects that fail to move from the Define and Measure phase quickly enough – getting the scope of the issue nailed early on is really important and one that personally I push for – I think for many implementing the actual improvement can be quite daunting and there can be a reluctance to move into this phase – so a project plan (for sizeable projects) with phase gate reviews certainly does no harm.

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    #64976

    Mares
    Participant

    Hi Michael, if you can share your experience it will be really appreciated. Currently my company is managing nearshore and offshore projects. Since we’re CMMI-5 we envolve a lot of complex processes for driving projects. But a Six-Sigma perspective is always welcome.
    Thanks for having this initiative.

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    #162569

    Mares
    Participant

    Hi I’m a prospective Black Belt in my company, and I’ve been asked to perform a time study to define the standard times to calculate the capability and efficiency of the site. you mentioned that stopwatch, cameras and other methods will yield a non-representative sample of times. Now I totally agree. But my question is, if you do this by plain observation again and again and learn about the process, when you face the statistical analysis to predict the resources needed to respond to trends, you need to have numbers…..where should I take them. Should I observe and go back to my desk and record approximately how much did the person spend in the transaction he did? Once I have learned the process? how can I conduct a time study without using the mentioned methods above that bias my data?
    Thanks in advance…..

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    #160976

    Mares
    Participant

    Thanks, much clearer now!

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    #147555

    Mares
    Participant

    Thanks All
    I will take your advice Vito and let you know how it goes…!
    Cheers

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    #141193

    Mares
    Participant

    Bikash,
    Great idea, and I would be interested in talking more about what your ideas are. This is really a new concept in the Retail Industry. Not sure you’ll have too many hits on the request, but I hope you will. Lets talk.
    Adrian

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    #136132

    Mares
    Participant

    I’m a Six Sigma Black Belt and have worked in a variety of industries around the United States, for a decade, now. Now, I have a Retail Store, and am finding that Six Sigma is completely applicable. I beleive in getting a good baseline of the business, first. Collect good data, and good metrics for a few months, at least. You can also, start with some Lean tools, like a Current State VSM (Value Stream Map), and use it to guide you through small, manageable projects, (DMAIC, DMADV, or Lean). Let me know if you have any further questions.
    [email protected]

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    #83209

    Mares
    Participant

    I suggest the following solution:
    Part one
    1. Weigh 4 and 4. 1.1. They are equal. From the remaining four take one and replace it with one of those determinet as being OK. Weigh them 2 and 2. 1.1.1. They are equal. Ball taken at 1.1. is quilty the third weigh will determine if is lighter or heavier. 1.1.2. It is heavier on the side with one  suspected ball. Take out the suspected ball and replace with a ball from the other side of the balance and replace with an inocent ball. 1.1.2.1. They are equal. Secondball taken out is guilty, and is heavier. 1.1.2.2. The balance changes its inclination. The moved ball is quilty, is lighter. 1.1.2.3. The balance stays the same. The only one ball moved is guilty and is lighter.  
    Part two to follow…

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    #79193

    Mares
    Participant

    Mike,
    Thanks for the compliment. Regards… Adrian

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    #79171

    Mares
    Participant

    Maggie,I am attaching a Power Point file with my interpretation of your statement in a SIPOC diagram. Hope this helps.Pls, let me know if you have more questions or want to go into deeper detail.Regards… Adrian SIPOC Leasing Process Download [Microsoft PowerPoint, 42 KB] SIPOC Leasing Process Download [Adobe Acrobat File, 5 KB]

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    #78776

    Mares
    Participant

    Thompson,
    The Union attitude was positive as it facilitated the process of eliminate barriers and establish new behaviors. BUT, for a better understanding of this behavior it is needed to know something about the previous process.
    The plant I am talking about is located in Argentina, a country were Unions are very powerful. Almost seven years ago, we started a process to increase productivity by the implementation of best practices, renew some facilities and empower people. Regarding the last point, a continuous process was iniciated towards a self management system by providing operators business information (with no restrictions), authority to take decisions and accountability for them.
    As people became more skillful and got more expertise about business matters, they could better understand the impact of salaries (also overtime) in manufacturing costs and Net Income. The Union had to fit itself to this new reality, improving the level of their discussion points.
    At present, operators have no supervision, no time control either. They take their own decisions also in overtime. In this particular case, the problem was complex because the root cause was not clear enough. The Union position was that users were demanding an excessive and non value extra work. They live with the problem until it become a real problem… then they wanted to become part of the solution.
    Regards…
    Adrian

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    #78583

    Mares
    Participant

    Shree,
    Great thoughts! Let me build up more on them…
    Three processes to move forward:

    Transfer of knowledge
    Behavior change
    Focus on ROI (as a mindset change)
    Each process has its goals and techniques, but they move towards excellence in all aspects, of course also in bottom line results.
    Hope this add a little value… Regards… Adrian

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    #78581

    Mares
    Participant

    Shree, Kevin,
    Thanks for your comments. In order to be more additive, overtime in a large industrial facility may be a big problem, although standards are not violated. In that case, line supervision may approve overtime because an excess of work. If you only apply the law the decision is right.
    The REAL problem is that the number of people you have to perform activities is OK, but the process is wrong. In my experience, it is extremely difficult to uncover the real causes because they are hidden below behaviors, bad practices and old paradigms. The value of a sistematic approach (avoid Six Sigma title) is to unleash the causes, deeply rooted in a culture. The line supervision, in that case, becomes part of the problem (they look at the tree… not the forest).
    Now… if the way to solve the problem is a Six Sigma or a Lean approach, it is a kind of philosophical discussion, in my personal (and modest) opinion. From a business point of view the problem must be fixed out.
    Best regards… Adrian

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    #78428

    Mares
    Participant

    Derek,
    I forgot the metrics:
    Monthly Overtime (Total Hours/month and Total Cost/month). Both controlled with a I-MR chart. Operators were in charge to put the data in and present to managers.
    Regards… Adrian
     

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    #78427

    Mares
    Participant

    Derek,
    I was involved in an Overtime reduction project a couple of years ago. I am a BB, but my role was Process Owner in that opportunity.
    I cannot share the project, but if you take a look of it, what you could see is a very simple approach: Definition, SIPOC, Process Map, FMEA and elemental statistical tools.
    The root cause was that scheduling of activities was very poor, and most of the tasks were performed as required. But it was extremely hard to demonstrate that. The value of  Six Sigma methodology was to uncover those bad practices and behaviors with objective data. No other manager / supervisor had been able to demonstrate that by talking. The process was a laboratory, and a very important point is that operators were not the only responsible.
    Two key success factors were:
    – Project Team: It was formed by the BB, the Process Owner, the Plant Engineer, two lab technicians (recognized and respected by their fellows) and the Union Representative.
    – The BB: Basically she became a communicator – a person who was in charge of talk with each technician, explain the project and the business need with all the information available.
    The project lasts 9 months and was extremely succesful, with more than US$ 200K of hard benefits. Some scheduling and communication tools were put in practice, but in my opinion the key point was that the people understood the business impact of their behavior and also felt confident that no penalties were planned regarding the “past times”.
    Its my experience.
    Regards… Adrian

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    #78279

    Mares
    Participant

    J,
    Try having a look about what are the company needs. Where are the problems at this moment? Look at business results: are earnings, margin and cash flow on target? Each of those aspects may trigger projects or unleash opportunities.
    Other questions: is your business under recessive market conditions? If Yes, may be you need to focus on costs based on the products or services with less contribution margin. Is it oversold? Great! In that case you may explore the potential to increase productivity, or gross volume… so impacting on earnings.
    In my opinion, at this moment your customers are the top managers, who may represent stakeholders. My suggestion is: listen the Voice of Your Customer… and look for $$$.
    Regards,
    Adrian

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    #76875

    Mares
    Participant

    Vivek,
    I think we can help you with a proposal that combines remote training and coaching with face to face meetings. If interested, mail at: [email protected]
    Regards… Adrian

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    #76856

    Mares
    Participant

    Cecille,
    My first thought is to use I-MR control charts: in the I chart you draw monthly forecast: Y(t). In the MR Chart you draw moving averages: Y(t)-Y(t-1).
    The I chart represents month to month variation. Any out of control point should trigger focused on that: special causes, seasonability (not considered before), new relevant incidents.
    The MR chart in an estimation of within month variability. Any out of control point there should trigger actions focused on inventories predictability: causes of deviation, lack of communication, etc.
    Regards… Adrian

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    #76833

    Mares
    Participant

    Watson,
    1) Black Belts are getting frustrated due to acceptance levels quite low and resistance very high in the company in the middle management level. I would review the criteria for selection of those BBs and their behavior along the SS implementation process. Many times BBs become a kind of “elite”, isolated from the rest of the organization. If that is not the case, try to identify the real barriers that stop the process: the entire organization, some individuals (managers?… or some “key” employees?). Find resistance in middle management level is normal. Many times that is because they do not feel the project results will be helpful for them (go to next questions if so). Other times the problem is that they feel a lack of power because other people are findind solutions they were “supposed” to find. If that´s the case, try to include them in the teams or in a way that they become part of the improvement.

    2) Top leadership is still committed but does not spend any time on SS reviews or allocation of MBB/BB/GB/WB resources. They do not go for their own (champions’)training also. That is a contradiction, in my opinion. If they do not participate in SS reviews, neither get the basic training… they are no commited at all. They don´t “walk the talk”.

    3) CEO wants quick savings results and first current BB projects do not have high $$$ savings. Probably there are a problem with the project selection criteria. It is essencial to start up with some good – high impact projects to sustain the rest. May be the CEO is comparing implementation costs vs hard benefits. In that case I guess the deployment strategy is a weakeness, and should be revised.

    4) General education levels in the company is low and also the computer literacy level.I see no problem with this point. SS should work anyway.
    Conclusion: I think you need a Process (objective + strategies + sum of actions) to save the SS program.
    Regards… Adrian

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    #76785

    Mares
    Participant

    VicramD,
    My first suggestion is to look at the business as a whole. There are three elements that should be addressed in detail prior to think in project titles: earnings, margin and cash flow. What are the business needs regarding those three elements? If you find weaknesses or significant differencies (in the low side) comparing with competition or the benchmark in your market… then all projects focused on that will have a high potential of success from a business point of view.
    So, think in terms of $ at the very beginning, then in terms of project opportunities, finally in Six-Sigma.
    As we are consultants, we apply a framework to detect oportunities based on that concepts. Anyway, you can point me an e-mail and briefly describe your business to let us suggest some examples to help you. Don´t be afraid: it´s free of charge at all…
    Regards… Adrian
    e-mail: [email protected]
     

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    #76720

    Mares
    Participant

    Johan,
    I-MR stands for Individual – Moving Range. In the I Chart you plot individual values (ie montlhy yield), and in the MR Chart you plot the difference between the present value and the previous one.
    Regards… Adrian

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    #76674

    Mares
    Participant

    Carl,
    I have used I-MR charts for Waste (Scrap), monthly basis, for years and fit perfect because both managers and technicians can understand them. The first ones find a graphical representation of something that is intuitive (each point is the data they are used to see in sheets or reports). The technicians may extract valuable info about between (month by month) and within (day by day) estimation of variances. Its my experience.
    Regards, Adrian

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    #76627

    Mares
    Participant

    Mark,
    Why not to train Green Belts at first, and select BBs from the best GBs? That selection process is based on results, commitment and all the other qualifications mentioned in other messages. It is a  way to test them on the field at first… then make a selection.
    One question: Why do you consider only “quality people” as candidates? Do you refer to Quality Function? If Yes, you could be “biasing” the selection process and loosing the opportunity to find valuable people in other areas. In the answer is No, please forget the comment.
    Regards… Adrian

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    #74672

    Mares
    Participant

    Richard, SuperBB,
    I am interested in forecasting. Please send me your e-mails and we can start sharing info & ideas, and tell me more about your projects: Is the objective clearly defined? What is the CT..? (Cost, Quality or Delivery) What is the link with business results? (bottomline). My e-mail is: [email protected]
    Regards, Adrian

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    #73620

    Mares
    Participant

    Sorry, I´m a Black Belt with experrience… not a GB with experience.
    GB´s have a similar technical background than BB´s, so there is not a reason for not having the skills to deploy Six-Sigma tools in new product and processes design. I have seen GB´s deploying excellent projects, some of them more successful, in terms of money, than BB´s.
    The key point, in my opinion, is attitude. Whenever you have a person with leadership, team-building and basic Six-Sigma statistical skills, then you have the right person. He /she will look for additional training or information if needed.
    Regards…
    Adrian

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Viewing 27 posts - 1 through 27 (of 27 total)