iSixSigma

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Viewing 15 posts - 1 through 15 (of 15 total)
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  • #143641

    BBPT
    Participant

    Hans,
    I’m very glad to see that this forum still have someone with good will to help others! Thank’s for everything!
    I know you have a good game, Dot Spot Company. I already have this one, thank’s to you! And i never had the chance to say how much i’m gratefull to you! And the game is great!
    Right now, i’m looking for smaller games (15/20 min maximum), dedicated to diferent principals, nothing big, to faster exemplificate Lean principals and techniques.
    Do you have any this small training games? If you do, please be gentel to send me to [email protected]
    All the best for you,
    BBPT

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    #143640

    BBPT
    Participant

    Olie,
    Please don´t fell sorry for small companies, they may be small, but at least they have theire eyes wide open!
    Even if they can’t implement a full Lean System due to high investiments, they are interested to not loose the train…
    LEAN shouldn’t be only for big money companies! I’m very glad that small companies are interested to some how have some evolution… and if i can help…i will help!
    And i’m not paying, i’m collecting $, as all of you!
    Are you interested in a join venture?
    BBPT

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    #143565

    BBPT
    Participant

    Vids,
    I totally agree with Eric and Amit.
    And what can you expect?
    from minitab : “no main effect is aliased with any other main effect or two-factor interaction. Two-factor interactions are aliased with each other”.
    Will this be enough to you?
    BBPT

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    #142349

    BBPT
    Participant

    Hey Hans,
    I don’t want to give many trouble, but is it possible to send me your Kanban game too. I will introduce in my plant some Lean trainning and activities, your game would be very apreciatted.
    Thank’s in advance. My email is [email protected]
    BBpt
     

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    #142326

    BBPT
    Participant

    Harsh,
    In my opinion, DOE is the best solution, but as you mentioned as impossible, than regression may be quiet helpful.
    regards,
    BBpt
     

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    #142323

    BBPT
    Participant

    Hey gopi,
    Can you send it to me too?
    email it to [email protected]
    Pls,
    Thanks,
     

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    #142212

    BBPT
    Participant

    Andy,
    A defect is a defect.
    Waste is waste.
    But waste can be consider a defect. Why not? “A defect is a failure to conform requirements” – Crosby ‘Quality Is Free’.
    Why can’t we insert some waste in this sentence? To me, depending of the project) we can consider waste a defect.
    Now back to other comments, when you say “because the cause of the defect might well be the reason the delay occured.” – you couldn’t be more right. Everybody knows that cause of defect is the reason of defect happennig!
    Imagine a process like this: A suplyer or your warehouse or a previous process must deliver you at time to time 100 parts. Then you start to process those parts in machine A.
    If material delays, you will not produce. Here is a problem.
     When you define the a project to this issue, can’t you define?:
    Defect: delay on material, lack of material.
    Cause: unknow! (reason of project).
    Costs To # : Unproductive machine A $.
    Instead of:
    Defect: Machine A Stopages.
    Cause: 1st why?- Lack of material. 2nd why? Unknow (reason of project).
    Costs To #: Unproductive machine A $.
    ??
    Defect doesn’t mean defective parts only, useless parts!
    Best regards,
    BBpt
     
     

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    #142204

    BBPT
    Participant

    What is Cost of Quality?
    I believe you talking of Cost of no-Quality!
    If is that so, the post from michael is ok to direct costs, but i think you should also look into inderect costs.
    BBpt

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    #142203

    BBPT
    Participant

    Sorry guys,
    I simple just desagree with you (except Simon), cause does anyone knows what kind of process or defect you are comment?
    Without knowing the process, is not correct to assume that waiting time couldn’t be a defect!
    Some even mix waiting time with delay time?!
    If a process consider that a part should wait 30 seconds (to dry, to heat or else), waiting time defined to a later process. Waiting more time then 30 seconds could be considered a defect. Always depends what is the specification of defect, not the process.
    Any comments and sorry for my poor english!
    BBpt
     

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    #141899

    BBPT
    Participant

    Alizera,
    Please take a better look in C step in DMAIC!
    Regarding MSA and Process Control.
     

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    #141893

    BBPT
    Participant

    Jesus,
    I’m not a guru in FMEA tool, just had some experience along the company have been working with!
    Let me put some wood into fire. What is RPN? RPN is a product of SEV*OCC*DET.
    Severity is the risk associated with the most serious effect for a given failure mode. Is scaled from 1 to 10 (usually 9 and 10 values should be reserved to safety and governament issues). To estimate severity you should use a table (some are imposed by costumers) or build one for your company.
    Occurrence is also based on a scale 1 to 10 associated with the probabity of failure. (another table).
    Detection is as well based on a scale 1 to 10 associated with the listed design control. (another table).
    Now what does it mean RPN?
    Risk Priority Number. The RPN is a value that can be used to rank the order of the design concerns. A higher RPN indicates that preventive/corrective action should be done first.
    When is an RPN “high”?
     – what if I say “Action must be taken on all RPN’s greater than 150.?
    As been posted before, my suggestion is that you use a Pareto chart of the RPN’s to prioritize the efforts, then go after the vital few!
    I also suggest you to use a chart or just take a look at a Pareto of Severity*Occurrence. Also another with only Severity. (special consideration shoul be given to high Severity ratings regardless of the RPN)
    Murphy’s law: If something can happen, it will happen.
     

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    #141890

    BBPT
    Participant

    Hi Novicejoe
    I believe that in your post, when you say circle time ~103min, you are meannig 103seconds, with machine idle time of 500 sec/hr, right?
    If you take a good look to idle time, 500sec is 8,3min/hr. Provably this is due to changeover or set-ups. (do you have high complexity of parts?).
    How many changeovers you perform in a hour? In Lean Manufacturing the ideal changeover is rounding 100sec. If you can reduce this 500sec to 100sec/hr. You will gain 400sec/hr times 8hr working is something like 3200sec of saving. With your CT of 103sec will should produce more 31 parts by day, 3 parts by hr! Go from 35 to 38 parts/hr! (without chancing your CT, just improving your changeover!).
    But if your changeover is already under 100sec., review the process map. Find the bootleneck, improve your process.
    Hope this could help anyway!
    Regards,
     

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    #141844

    BBPT
    Participant

    Guys, Come on!
    This is suppost to be a good forum…

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    #141843

    BBPT
    Participant

    Hello,
    Forgive if my english is not good.
    My (and i think generally) TAKT TIME is calculated dividing avaiable time by costumer needs. TAKT TIME  = avaiable time / costumer needs.
     
    This means that you should install or have a process capable to produce equal or under this value. Your process cicle time (actual) must be under or equal to Takt Time. Was in any time, your process, capable to produce in this cicle time (75 seconds as EDG mentionned)?
    If it did and now it doesn’t. You have a problem. Must identify what have changed…for bad.
    If it never did. You still have a problem. You must try to improve your process, either with Six-Sigma tools or Lean.
    If you can’t improve your process, change it!
     
    This is just my opinion. Hope it helps anything.
    Best Regards
     

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    #134326

    BBPT
    Participant

    Hi, process doctor
    I believe I have that kind of check list.
    Please post your email and I will send to you. But only tomorrow!
    best regards,
     
    BBPT
     

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Viewing 15 posts - 1 through 15 (of 15 total)