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Arthur

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  • #159052

    Arthur
    Participant

    Sean could you please e-mail of copy of the time study form that is so popular?
    Thanks, Arthur
    [email protected]

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    #143727

    Arthur
    Participant

    While they are at the bookshop, have them buy Wheeler’s other books:
    “Understanding SPC” and “Advanced Topics in SPC”
    by Donald J. Wheeler, Ph.D.Fellow American Statistical AssociationFellow American Society for Quality
    Wheeler is one guy in this morass of ignorance who knows what he is talking about.
    He says of Six Sigma “an example of gross incompetence and a triumph of computation over common sense”

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    #114832

    Arthur
    Participant

    Hi Darth
    I wanted to take things step-by-step and felt doing the MSA would be a mandatory kinda thing. However, your right, I need to measure the variance in Avg Talk Time for my associates. I also need to figure out why this is happening and what type of queries is causing the associates to take long on the same. The MIS system, symposium is capturing the data automatically and there is actually no need to verify the system measurement at this point in time.I will go by a Hypothesis testing.
    Thanks Darth.
    Arthur
     

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    #114787

    Arthur
    Participant

    Hi Darth
    Before I go about with the MSA, is it a good idea to collect data for the average talk time with respect to 10 samples for each / per day along with the query type.
    This will allow me to understand what type of query takes a longer time.
    Kindly advise.
    Arthur
     

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    #93245

    Arthur
    Participant

    I don’t undersand why you would even want to support a complex order system.
    Someone orders a part, you ship it to them.  Invoice goes to accounting for billing, send a bill. Payment come in, close billing.   Kanban goes to manufacturing, manufacturing builds what you sold.  Parts you use to build, generates a Kanban for replacement to your supplier.  And the process starts all over again.  Finished goods, and component parts are at Min/Max.  Inventory at Min/Max, minimum lot size. (Visual control)
    A grocery store carries hundreds and hundreds of different items.  You go to the store, pick what you want (order), go to cashier for cost (billing) pay bill, take goods.  Store reorders what everyone purchased for the day.  Lag is 2 days, so they carry 2 days stock.  Shelf below min, restock.
     
     
     
     
     

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    #89848

    Arthur
    Participant

    WOW, nice song and dance.
    Just to piss everyone off.  There is no difference to Lean, SS, TPM, TQM etc.  They are all tools to improve poor output / performance. They just address different aspects of the problem.
    While Lean mostly address the flow of manufacturing, or flow of processes. (waste reduction through the process flow), SS addresses the variation of the process (waste reduction through the variation within the flow).
    You can think of it as, Lean takes the low hanging fruit, and the hard to reach fruit.  SS takes the rotten fruit that you can’t see but you run into it from time to time anyways.
    (Just another dog trying to piss on someone elses tree).
    as

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    #89847

    Arthur
    Participant

    What are the requirements of a good ss project, and how do I articulate them to two different cultures in the same invironment?
    Dont use words that are unique to any one group.  Keep it basic.
    EX:  The requirements of a good ss project revolve around the performance and completion of 5 basic tasks.
    Define the problem, Measure the results, bla, bla, bla.
    Here at ABC company, some of our goals through ss is to select projects that can result in a $100k savings, improve customer satifaction by 50% reduction in customer complaints/returns bla,bla,bla,bla.
    And in conclusion, make our tasks easier to perform, manage, and  control.
    Hope this address your concern.
    as
     

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    #81686

    Arthur
    Participant

    Most factories have a ceiling of about 24+ or more.  Their return air vents are usually above the 12ft level.  This means that you are heating and cooling above 12ft over the production floor.  This is all waste.  Move your air return units to the about 12 feet from the floor and you’ll only be heating and cooling the first 12 ft from the floor.  This should reduce your electric by 25% or more for heating and air.  If you don’t have air, you may be able to create a sufficient savings to install one and still use less energy.
     

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    #81663

    Arthur
    Participant

    I read in the paper the other day the U.S. put a high embargo on the importing of steel.  It appears that the European community has to lay-off thousands of workers to reduce they steel production because the U.S. cannot compete do to poor productivity.  So now pressure is being put on the steel industry. (Perhaps some of you lean experts should look into it, bet it pays pretty good, especially with U.S. pressure).  Or maby they could bring their technologies here and hire americans.
    So here we set, pompass-ass-americans thinking there is no other country that can out manufacture us.  If we sit long enough even the Japaneese will out produce us in quality goods. Oops, forgot they already have.  Well then maby some day the Germans will out engineer us. Oops, forgot, they already have.  Well, then many China will combine their endless resourse of people and out produce us… like maby Mexico is doing.  Oops, their already trying to do so.  Oh, well, forget what I said, its more fun being a pompass-ass.
     
     

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    #81624

    Arthur
    Participant

    Finance does not need to give up any people for BB training.  (Unless of course they want to implement SS in their area).  Just tell them SS is not a spectater sport.  If they want SS support, then they need SS training.
    (Nothing like a team of experts out side my department comming into my department making changes I don’t want, don’t understand, or I won’t support).
     

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    #81615

    Arthur
    Participant

    I am a strong advocate in associate training and development.  I was one on 35 employees that grew to a 500 person environment in 5 years making training a very difficult tasks.  One of the projects I implemented was a standardization program.  The problem was: every day 5 of my team leaders would train 1 to 3 new associates daily.  This took about 1 hour from 5 team leaders every morning .  Training was 5 X 1 hr or 5 hours per day. (Not only was this costly, but caused the absence of all the team leaders from their start-up duties every morning).
    I set up a standardized training board which covered all of the necessary documents, tools, products, break schedules, etc, and had one team leader train all new associates for one week, then rotate.  This allowed the trainer to select the best person for their team for that week, which inturned encouraged the team leaders to take turn training, so that each would be able to select the best canditates.  Training time was reduced to 5 to 15 people X 1 hour which equaled 1 hour of training per day. 
    Hope this was helpful.
    (Try not to sacrifice training time for training quality.  You can train someone in 5 minutes and their quality will equal that of a 5 minute trained associate).
     

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    #81613

    Arthur
    Participant

    Toyota Motor Manufacturing has been doing this for years with their Lean program, supplying training directly to their 1st tier suppliers, and asking them to pass on their knowledge to their 1st tier suppliers and so forth.  (One of the reasons Camery has been one of the best selling low cost Auto’s for the last 5 yrs).  As each tier continues to reduce their costs, this cost reduction is then passed on to the customer.  Their technical center also sponsered a training program where key individuals would meet to do Lean (Kaizen) events at other 1st tier suppliers to assist them in their lean activities.  This was a very successful program.  Not only did we directly help the customers but ourselves as well.  This also allowed Toyota to have annual meetings to discuss  problems that suppliers were having with Toyota.   I’ve not been involved with them in the last couple of years because I have moved out of the Auto industry, but they used to be called BAMA.  (Bluegrass Automotive Manufacturing Association).

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    #81536

    Arthur
    Participant

    Have to dissagree with you in part Mr Ron.  Although Lean addresses the flow of the process, it does so at a 3 sigma level.  With the addition of SS, this helps to further reduce variation.  It took us 8 yrs to get to 0.4 % as a average of 30 lines, our next goal is to get to 0.2%, then 0.1% then 0.05%.  SS in my opinion is just another tool to help us get there.

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    #81528

    Arthur
    Participant

    Zero, BB’s do not change light bulbs.  But they can help to get it changed, by first having the Green Belt, count all the lights that didn’t go out.  Then develop a chart that shows when light bulbs do go out ( assuming that lights are not turned off, else they have to chart the time lights are on with respect to the time lights are off.  Then test the data by waiting for additional lights to go out.  Then change 1st all the lights that are going to go out but havent, then change all the lights that have been out.  Since this is attribute data (light are either on or off, blinking lights are considered on until they go out), no special Ppk or Cpk calulations will be necessary.
     

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    #81426

    Arthur
    Participant

    If your an SS person, then SS is better.  If your a Lean Person, then Lean is better.  Lean is not just TPS, or TPM, or TQC, or TQM.   And SS is not just statistics.
    Personally I think SS is a tool that belongs in the Lean tool bag.  (But thats just lean bias).
    Should we focus on lean that eliminates waste. (Zero defects)  or focus on a SS environment that tolorates 3.4 defects / million.  (World class)
    (This message has been brought to you by the people who practice lean) .
     

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    #81425

    Arthur
    Participant

    The most information I have seen on VOC is CRM.  Customer Relationship Management.  It is currently as contraversal as Lean VS SS.
     

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    #81388

    Arthur
    Participant

    The variation is not in the shoe size but in the shoe cost.  As the cost of the shoes increase, the size of the shoe decrease.  The purpose of this is to increase customer satisfaction making feet size seem smaller, and increase repeat business.  This way any one can fit into a size 7 as long as they dont mind paying $300.00 for a pair shoes.
     

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    #81361

    Arthur
    Participant

    Sorry Barb,
    My screen does not have a “Post/Attach Document” icon for some reason.  Either that or its a Male thing, and I just dont see it.  In either case, if you send me an e-mail I will reply.
    [email protected]
     

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    #81353

    Arthur
    Participant

    It cannot be posted to this page because of the Word doc. graphics.  If you send me your e-mail, I will send you a copy.  [email protected]
     

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    #81323

    Arthur
    Participant

    I have read some articules by Pyzdek, and was impressed by is ability to clearly communicate the current realities and constraints of SS.  Only to my own stupidity did I buy “The Six Sigma Way – Team Fieldbook” by Pande, Neuman, & Cavanaugh.  I found this book to be very ambiguous, and could not draw a clear pictures and conclusions.  It could be a result of my own ignorance that I do not yet command an all knowing brain consisting of evey type of management process vocabulary and theory, or that the writers were telling me how much I didn’t know by who much they did.  Either case, my next dollar will be spent on Pyzadek.
     
     

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    #81320

    Arthur
    Participant

    Forgive me of course, but this seems to strike several nerves.  1st is I’m pissed at myself for not knowing as much about SS as I think I should, 2nd is the impression I’m forming about, not the tools themselves but the functionality of the tools used by the BB’s.
    My impression of SS is beginning to take on a refelection of anal-retentive statisticians more involved in the detail of X to the nth degree / 1,000,000. than in the process and fun of solving a problem.
    Give me a Kaizen blitz any time, any day, any where.  Watch lean put associates together to help supply data.  Watch the team leader develop the before and after picture showing results.  Watch the manager over view the project from its inception to completion, providing only support.  Watch the associates see the presentations made by the team leam leader to the Vice-President and all of the manufacturing, HR, Maint., Engineering and Purchasing Managers.  Watch the team take pride as they see Team Work.  Yes we the VP care, yes we the Mgrs care, yes we the Team Leaders care, and yes we the TEAM care.  What a great job TEAM, keep it up.
    My appologies if my impression is not forming the same way for SS.  Watch the MBB throw another statistical curve ball at the BB making themselves look important, Watch the BB ask for more data by the team, and ask them to hide certain data to make the curve look good.  Watch the BB resubmit the project to the MBB so that they can chart $M savings that would never be spent regardless, and watch the associates laugh because that haven’t changed a thing, and everyone is being told good job and no one know quite why.
    (I’m going to get a midol from my wife and dress Billybob’s ‘possum up as santa and see if he notices).
     
     

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    #81310

    Arthur
    Participant

    Sorry Charles, was trying to have a little fun. 
    I would like to empasize a little caution about the the concept of cellular manufacturing.  It is not a fix all for all applications.  In a former employeer this was taken as a literal transformation and the application was very unsuccessful.
                              Cell 1    Cell 2    Cell 3         Cell 1    Cell 2    Cell 3        Insp
    Raw
                              Cell 1    Cell 2    Cell 3          Cell 1    Cell 2    Cell 3        Insp
    Example:  Raw Material was transfer from Raw to all cell 1 locations.  ( this caused a large build up at each cell 1 location, not to mention the waste of conveyance).  From Cell 1 to Cell 2 to Cell 3, the product was then transfered to Inspection. ( Which caused another build up at Inspection, including waste of conveyance).
    Although the design was cellular, it did not match one for one piece flow.  It caused build-up at Cell 1 and Inspection locations, and each cell worked independent of the other cells causing build up between each cell. 
    Caution should be used in the design of a cellular process to insure 1 piece flow, balanced processes, and flexible manpower.  Not for the sole purpose of putting a line in a u-shape configuration.
     
     

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    #81304

    Arthur
    Participant

    As for tcj’s question what is a cellular cell?  That is the little cage that Billbob keeps his opposum’s in stored around one of his cellular lines in hope to trap a BB and beating the crap of it, then feed it to his pet.
    As for R’s question on the best Lean Book.. I have not found one that puts everything together as it should, (just as there is not one for SS I liked either).    However the best Novel form that I have seen published is “The Goal” by Eli Goldratt. (Sorry if I spelled you last name wrong Eli, I haven’t read you book in over 10yrs, I heard your reprint was great, will get it soon… shame on me).
    Best book, I kind of put together my own and consolidated it to one page that puts all of the lean tools together in a form that makes sence.
     

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    #81250

    Arthur
    Participant

    Really good projects with high benifits without endurance?  Sounds like normal activity to fire fighting.  Fix something big, then 1 or 2 months later it resurfaces.  If you track these problems and these occurances, you may be able to develop an SS plan to address these ocurances. (I would not track them to say, ” you didn’t fix these, you just put a band-aid on it”.  That would be demoralizing.)  Use the opportunity to develop a successful strategy, and show off the SS tools.
     

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    #81249

    Arthur
    Participant

    Terry hit the nail on the head.  SS is heavy into standardization of process variation.  5S is the beginning of standardization.  If your machine is dirty, the variation is likely to increase.  If your tools are missplaced, the repair time will increase, thus the variation is increased.  If your desk is messy, it takes longer to find what you need, thus the variation increases.  Without 5S, SS will not work.  Without 5S Lean will not work.
    It is unfortunate that you training was so lax.

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    #81215

    Arthur
    Participant

    I don’t understand how some of you can carry this to such an extreme.  Fact: there is only one wire that you are supposed to use.  Defect probability is 1 Wrong Wire, 2 No wire, 3 Something that fit that is not a wire.  Why would you count 10 X infinity the number of wrong wires and or all of the objects in the world that are not wires that could fit?  If you have two terminals that both require a correct wire then the possibilities are Process 1 insert wire: 1. Wrong Wire, 2 No wire, 3 something that will fit that is not a wire.  Process 2 insert wire: 1. Wrong Wire, 2 No wire, 3 something that will fit that is not a wire.   Is SS supposed to be simular to brain sugery?

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    #81214

    Arthur
    Participant

    You are in a difficult position Guido.  Without the support of teams, beginning from the top down, the chances of success are very doubtfull.  However, if you are a strong Padawan, stay the course.  It appears that you like many have fallen into the Management trap of , ” Hey lets find a MBBso we can save lots of money, and we can watch and pat ourselves on the back”.  If you win, they win, if you lose they win.  “See I told you it wouldn’t work”.
    Your 1st most difficult task is not to find a good success story, but to make one, regardless of how small.  Find a department that is willing to support you to fix a critical problem.  Find out who has some repeatable problem, and ask the department if you can help fix it “With them”.
    Pick on the low hanging fruit. (Easy to fix, easy to solve, costs nothing to implement).  Use DMAIC or Lean tools, and assist in the preparation of a presentation showing the results in dollars saved, or defects reduced, the cost of implementation, the ROI.  And have one of the team members do the presentation to the management group. (Dont forget to rehearse the presentation 3 or 4 times). 
    If this doesn’t get your foot in the door to generate support, the next option is to starting looking for a company that is committed to continuous process improvement, and go for it.
    SS is not a one person event. 

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    #81148

    Arthur
    Participant

    Six Sigma is only suitable for shop floor problem resolution?  NO
    Six Sigma linked to Modern Competitive Manufacturing Techniques is the solution to manufacturing companies problems?  NO
     

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    #81142

    Arthur
    Participant

    Dont forget MBWA (Manage by walking around)
    Quit looking at my live, it already sucks, live someone elses.
     

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    #81141

    Arthur
    Participant

    While I do not share the same degree of SS as Adam, I do not also share the same definition of Kaizen.  Yes, Kaizen is geared toward speed, the central focus is on standardization through the Kaizen event.  EX:  While investigating a soldering problem, (hand soldering of wire to a terminal by placing the insulator into a hand held holder), we were experiencing variances in the solder weld that caused contact to become loose (expansion of plastic by the metal contact which expanded then contracted as it cooled) as well as cold soldering as an attempt to not burn/over heat the contact.  Our final solution was to put an aluminum shim in the bottom of the holder.  The result eliminated heating time by 1.5 sec/piece, excellent flow of solder, and reduce heat transfer from the contact to the insulator eliminating looseness.
    We increased the process time, eliminated the overheat problem, and reduced the variation of heat transfer from the contact to the plastic insulator.
    And for what ever its worth, in regards to Kanban, we evolved to Heijunka which reduced our end-of-line stock from 2 hours to 20min, and thus reduced our inventory stock from 2.5 days to 6 hours.  (Except for Ford products which has a variation of 5 to 10 days where as Toyota has a variation of 2 to 4 hours).
    If you would like more examples, I shorted the length of my shot gun allowing me to acquire 4 to 6 possums per shot with less pellets per steak.

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    #81135

    Arthur
    Participant

    Kaizen can not be done without using the tools shared by Lean and SS.  And, SS makes no sense if you statistically find the opportunity to improve and take no additional steps to do so. 

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    #81134

    Arthur
    Participant

    As a lean practitioner for over 14 years, I have become more bias to Lean than to Six Sigma.  The philoposes are the same.  Both focus on the customer, are fact driven, process and management focused, and drive to the goal of zero defect.    Many of the tools you have mentioned came out of lean.  Kanban, JIT, Quick Change Over, Wast Elimination, Poke- Yoke, Total Productive Maint., Andon, etc.  At my current education level of SS, I actually still perfer lean.  If you are not efficient in lean, then you simply lack training.  (Same case as myself with SS).  
    Is Cellular Manufacturing applicable to all or most factories?  Yes.  One of the major principles of breaking unites in to cells is to stream line the process to meet or exceed the main line flow.  Another is to continue to reduce waste so that multiple cells can be linked to perform simutaneous operations as well is quick change-overs. 
    Example of High capital equipment and vast space. EX:  Mold injection.  Two rows of machines facing each other would allow one person to easily run six to eight machines simultaneously rather that a single linear set-up.   If you currently feel that SS is more methodical then lean, read more of the comments on this forum.  “How do I select a project?, How do you implement SS in Sales and Service?, How do you implement SS in HR?, etc. It appears to me that SS is still in the early develpment stages, just as lean was in the early 40’s through 60’s in Japan, early 60’s through 80’s in America.
     
     

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    #81111

    Arthur
    Participant

    Personally, I like the PDCA approach.  Using this approach you have already looked at a distribution of problems and setting forth a method of how you wish to attack it.  I usually define a topic, Graph or state the reason for selecting the topic, graph the current situation, establish the target, analyze the cause, select the most appropriate countermeasure(s), check the result, then standardize the process.  In the DMAIC approach, you begin with defining the problem and what the customer requires.  It is too easy for me to become distracted by this problem definition not knowing where I’m being lead.  I prefer to to lead the activity then change the plan if the data so dictates rather that watching where the data takes me while at the same time trying to focused on the result.  I guess my real problem is that it is harder for me to define a problem when I have many, than to look at all the problems and decide which to attack first.

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    #81110

    Arthur
    Participant

    Finding a new project is tough.  Our charter for 2002 is to reduce in-process defects by 50%, inspection defects by 50%,  reduce scrap by 50%, reduce customer returns to zero, reduce new product start-ups failures by 80%, and improve productivity by 6% before the end of 2002.  Since we met this goal on Jan 2nd, were just sitting around until the next year waiting for the new performance charter comes out in 2003.
     

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    #81001

    Arthur
    Participant

    Can you rephrase the question.  The purpose of a histogram is to understand the form of a distribution, and compare it to a standard.
    If all of the data is combined on one histogram you will view the total  distribution.
    Are you trying to show the shift in x-bar, UCL, and LCL, from two different samples and display both on one chart?

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    #80995

    Arthur
    Participant

    It appears that not a lot of outlines have been presented on this item.  If the aforemention style was not appealing, perhaps designing one from scratch would be better.  It should not be a difficult task.  Start by clearing defining the role of the Green belt.  Then define all of the tools necessary to fullfill the role.  Then do the same for the other belt color levels.  To improve this, put the processes on a time line and record the necessary skills under the processess on the time line.  This will allow you to build a custom training program based on the performance expectation as well as serve as a tool to the Padawan, as to what is required of them to become a Master.  Keep in mind that each Padawan will have different background (Finance/Accounting, HR, Mfg, Eng, Q.A. etc) and allow for tests to be taken with specific inherant skills due to their position.  EX.  QA  can test out of the 7 basic QC tool, Cpk, Ppk, Xbar – R calculation, can define attribute data, etc,etc.

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    #80991

    Arthur
    Participant

    Sorry Bob, I should not have started in the middle of a conversation. (I will start from the beginning from now on) For what its worth: In TPS training we identified over 60 training programs from SPC to visual control.  We did not have colored belt levels, we used training cards.  This allowed anyone from any department to participate in any program.  If a position opened in a particular department, the training card identified that associates skills set from every dicipline taught.  I do not know if this will work SS program, I see no reason why it shouldn’t, and it would also get back to the basic principle of two belts.  Padawan and Master.  It would also inspire greater team work and not isolate “us” traniners from “them” teachers.  Each had their own job or task and training of their team was simply expected.  Also, if some one from the QA department didn’t already know the 7 basic tools, they should never have been in that department to begin with. 

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    #80986

    Arthur
    Participant

    To Charles H…. Thank you.  Some of them I have already read (Lean).  I have not read any (SS), but love a challange.    To qutoe Thomas Pyzdek in his recent article ” Six Sigma and Beyond” “Exactly what these “experts” actually know about the subject is a mystery. ” I am anxious to see for myself.  Also, I browsed the web and examined the training out line for Six Sigma Qualtec.  Honestly, I could not quantify exactly what BOK I was going to lean before spending $Thousands.  I think that for awhile, I’m going to stick to books and see if I can derive some correlation between TPS (Lean Manufacturing) and SS.  Thank you again.

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    #80972

    Arthur
    Participant

    check out the following wev site.  This may be what your looking for.  http://education.gallup.com/develop/leadership.asp

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    #80969

    Arthur
    Participant

    If your getting 30 to 40 calls per month, your customers are counting accurately.  Accurate inventory is a measurement of What you have VS what should I have.  Packing is a measurement of What should I pack VS what did I pack.   Do you have a process in place that measures this?

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    #80964

    Arthur
    Participant

    You may want to take this at face value only because I am not a Black Belt.  First of all, “Variation of standards governing process variation”.  I find that amusing.  I do not believe there should be a variation of standards.  I do believe that variation should exist to reach the standard.  What does this mean?  If the goal is zero defects, use the path most knowledgable to get there.  (If you dont possses sufficient knowledge, obtain it.) Does this mean we fixed the problem at 4.5 DPM?  No, it means we need to again raise the bar. 
    Up until the last 8 years our so, our VOC said 10PPM was world class, now its 4.  When we reach 4, do you really think we should stop.  In short, if you demand a standard, make it high… Zero Customer Returns, Zero inspection defects, Zero in-process defect, etc.

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    #80959

    Arthur
    Participant

    The most recent entry (currently page 7) was by Charles H on Wed 11/20).  In his address to ” How to be a Master Black Belt”, he sited “Six Sigma Master Black Belt Curriculum and Body of Knowledge” and provide a detaild curriculum.  There unfortunately wasn’t a book title reference.  So if your still out there in e-world somewhere Charles H.  What books would you recommend?

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    #80958

    Arthur
    Participant

    Is there a top selling book that takes your entry level to MBB?  If so what is its title?

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    #80957

    Arthur
    Participant

    I just clicked on the SS icon at the top of the page.  The first 6 courses are over $7k.   It almost seems better to buy the top 10 books off the shelf and create your own program.

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    #80946

    Arthur
    Participant

    Dan,
    Impressive, training of 7QC tools, Basic lean, 5S, and team leadership skill in one week.  I would mind a peek at your training outline.
    I do have one query however,  if after this training, how do the new trainees implement  standardization, set-up, line change over, and PM.  It is my understanding that these skills are developed using Standardized Work Sheets, Standardized Work Charts, Production Capacity Sheets, Time Study sheets, and Kaizen sheets.  Is this also taught in the same week?

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    #80944

    Arthur
    Participant

    For what ever its worth.  I have found that the purpose of obtaining a technical degree was to acquire specific skill sets in a specific industry.  This prepared me for the proper terminology, machine, equipment etc, as well as people skills that I would be surrounding myself in.   Should someone be hired if thy attained black belt status eventhough they have no degree? 
    If I was looing for someone to institute CPI (Continuous Process Improvement) across my plant and their black belt experiences included practical experience with VOC, On-time Deliver, competitive costing, standardized work, standard work-in-process, takt-time,  Leveled production, Pull system, continuous flow, Heijunka, 5S, Kaizen, Visual Control, Kanban, Poke-Yoke, TPM, TQC, etc,etc,etc, I would feel comfortable that this person could very quickly learn a particular manufacturing process in a relatively short time.   If I wanted a process expert without strong CPI skills set, I would have to know that this person could be brought up to speed in a short time. (more difficult to do).
     
      

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    #80936

    Arthur
    Participant

    If all else fails.  one sigma = R Bar / d2

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    #80932

    Arthur
    Participant

    It appears that SS is still in the early stages of development.  As in the early stages of TPS, many modules were developed as part of the TPS development, but not great understanding of the total picture.    It appears that isixsigma has a lot of work to do to standardize its processes before they this CPI tool gets too far out of hand.  (Including total picture). In the mean time padawans, be patient.  It appears that at this particular moment SS is simply a tool.  How each trainee uses this tool can only be benificial as long as these activities lead to CPI (Continuous Process Improvement).  As far as Levels…..hummm, I’m not convinced that levels, yellow belt, brown belt, green belt, black belt, pink belt should dictate how competent one team is over another.  Is it more important to say, 1 SS event caused a cost saving of $250,000 annually, or 10 SS events cause a $25,000 combined savings and eliminated 10 problems that we have had for years.  Which is more valued?  and who is valueing it, the share holders or the people who had the problem?  Is not the actual goal, CPI, elimination of waste, team work, that is the real value?  And $$$ just a particular measurement.  Who is measuring customer satisfaction?  Who is measuring number events per month?  Who is measuring employee satisfaction?
    If my perspective is not correct, please correct me.
     

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