iSixSigma

Anna

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Viewing 14 posts - 1 through 14 (of 14 total)
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  • #184112

    Anna
    Participant

    Could you contact me? anna.wozna(at)gmail.comI’m doing the project too.

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    #61954

    Anna
    Participant

    I am the Chief of lab services & Quality in a 750-bedded multispeciality tertiary care hospital. I am currently doing my six sigma black belt in healthcare from ASQ. I would like to implement the same in my lab. Any suggestions and ideas/past experiences would be very helpful and appreciated.

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    #58472

    Anna
    Participant

    Please send me these articles too.

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    #60501

    Anna
    Participant

    Can you send the data, I may be able to help?
    Anna

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    #114924

    Anna
    Participant

    One of the best presentation templates I have seen is the one on the iSixSigma MAGAZINE, January/February 2005.
    I will encourage you to subscribe to the Magazine. It’s absolutely great!
    Good Luck,
    Anna
     

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    #94485

    Anna
    Participant

    Shalini,
    Usually we first map our processes  (high level and low level) and calculate the defect per each step. Then calculate the RTY (which is the multiplication of defects/total # produced per each step).  Having the RTY you can check in the Z-table what is the corresponding area under the normal curve and you can get your sigma value. To get more exact calculation you may use Excel with the function NORMSINV
    If you need some more detailed information please let me know
    hope this helps
    Anna

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    #60015

    Anna
    Participant

    Hello John,
    I would suggest that you search for information in the local city council. I don’t have any information on that as my project is more focused on the human factor of BPR within a company and how it is affected.
    I would advise you that you narrow down your topic into one specific aspect of BPR in local authority or a particular field for change and make a comparison between different approaches applied by various authorities. You can then elaborate stating your own idea based on your reading and you your theoretical knowledge about BPR.
    I will let you know if i come across anything related to your topic. 
    Regards
    Anna
     

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    #80520

    Anna
    Participant

    So ??? are you concluding that the only way that Six Sigma can succed is by  whatever $$$$$  we show in the bottom line ???.. I am  having a very hard time , discarding potential projects that WILL impact the performace of the company ,  and not being able to   sell them based on Custumer satisfaction, or eventual bussines growth … how can we deal with subjective ..or not immedialty tangible savings ??  or should we conitune focussing on ” tangible ” cost reduction???
    how can I get creative ? or ??  on caputre soft savings impact ????
    helpppppppppppppppppppp

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    #72072

    Anna
    Participant

    Letha,
    While defining projects I suggest following “procedure”:
    1. Define problem area  – Q: What is my no 1 problem? What is the most critical issue to me? These are the questions that should be asked by the champion. One can use the priroty list or results of company indices, experiance etc.
    2. Problem definition – all the financial reports especially EBIT, Cash flow, P&L, Operation Expenses, Variances, Claims, Sales, Company Measures etc. – Finally what it all have to come to bottom line which mean: it has to reflect in one of the Cash Flow component.
    3. Having these information one can define target and timeframe, allocating all necessary resources
     
    It’s very simple, but in practice it creates a lot of confusion an problems as none like to show his weak points.
    What I have described above  works for the company I am working for.
    If you have any questions I would be glad to discuss it with you
    Kind regards
    Anna 

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    #72041

    Anna
    Participant

    Mike,
    I can fully understand your concerns. I am doing Six Sigma projects which also aren’t of the value stated in all Six Sigma adverts and introduction.
    This is the mind set change that matters – in my opinion. To achieve the breakthrough result doesn’t mean you will get 100 000 USD hard cash saving with every project. If 9000 USD means significant improvement to your company it always makes sense to do it. 9000 USD project means something to my company and I can’t afford involving people too much – somebody has to do the work… The point is that people have to understand and apply the data driven approach – no data – no decision.
    Keep smiling
    Anna 
     

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    #70043

    Anna
    Participant

    Dear Wallace – If you don’t come to terms with the other respondents, I am in Ann Arbor, Michigan and would like to consider buying your books either as a block or whatever is left after others select. My offer is for 50% of the “new book” price, which is the market price for used texts in my university town. In my personal library there are no overlaps with your material, though many are accessible to me through my employer’s library.  I can even get you a check in Canadian dollars to minimize your transaction costs, as members of my family have summer cottages and maintain accounts with which to pay the taxes and hydro bills.
    Let me know.

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    #68050

    Anna
    Participant

    Michael – While it’s true that not all defects are equally agravating to the particular customer to whom they happen, at the time when they happen, it is estremely difficult to predict for any given customer / defect experience the “value” of that defect, to that customer at the time when it occurs. And, if the defect is sufficiently minor or transient, the customer may never even tell the manufacturer. He or she just doesn’t come back. So the 6 Sigma philosophy is to reduce all perceptible defects to a very low level, and to treat every customer-perceptable defect you find seriously. If you really want to measure the “degree” of defectiveness in some instance, look into the Taguchi loss function approach. This approach, to oversimplify a bit, computes the monetary loss to society (customer, manufacturer, everyone) of the variation of a product parameter from the ideal or target specification. It’s not incompatible with 6 Sigma per se, and it isn’t all that much harder to use. American Supplier Institute teaches and publishes a lot of Taguchi material.

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    #67175

    Anna
    Participant

    Stuart –
    Will do, once I get free from the task I have in hand (I’m running a training session for Green Belts at my employers’ site.) We should complete the training by the end of the work day, so I can probably get to this tomorrow.

    I’ll have to re-create it, because I didn’t save it as a file.

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    #66899

    Anna
    Participant

    In implementing Design for Manufacture and Value Engineering techniques, I have made extensive use of QFD and product-function centered Cause/Effect Diagrams to develop categories of Failure Modes and their causes for DFMEA’s (and PFMEA’s) which serve in turn as documentation for the rationale of design changes intended to eliminate or mitigate failure modes. This effort is in complex electro-mechanical products which are usually re-designed incrementally (rarely all-new). The procedure I have used is as follows, but please adjust as needed in your organization to prevent your design teams from having to duplicate work already done.

    Start with the importance-ranked functions the customer (and/or regulators) need the product to do or not do. Transform this to engineering terms (Phase 1 QFD or the first House of Quality). You really only need to do this once per product family unless your customers or the marketplace has changed a great deal, so don’t do it from scratch if your organization has this in it’s records.

    As necessary for your product/industry, transform again to get the actual parameters you will specify in the design and/or control in the process. (Phase 2 or 2 & 3 QFD). Develop a Cause & Effect (Ishikawa) Diagram or Matrix (which one is needed depends on the complexity and interactivity of your system-under-study) for each design parameter which strongly affects the most significant customer needs and wants. Record the results from the C/E analysis on the DFMEA sections listing Failure Modes, Effects, and Causes. Make sure all the failure modes reported by customers and distribution channels have been included. (Review returns, complaints, warranty records, etc.) Finish the FMEA to get an assessment of Severity, Occurance and Detectability.

    Target your product (re)design efforts on places in the DFMEA where the Severity and / or Severity x Occurance are highest. Target your process design & development efforts on items where the Occurance is high or the Detectability Rating is high (detectability is low). Calculate the Sigma value / Z Score of your product using the relative frequency of occurance of the failure modes in the updated-after-redesign DFMEA Feed the results to a team (mostly same people if your organization uses simultaneous engineering) to do the Process FMEA and apply the typical process-oriented Design for 6 Sigma techniques to the Process FMEA results.

    One of the most effective product (re)design techni

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Viewing 14 posts - 1 through 14 (of 14 total)