iSixSigma

CT

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  • #182404

    CT
    Participant

    Are you having a joke here. Why would you use SD on non-normal data?

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    #182155

    CT
    Participant

    I don’t see it like this and I may be wrong but standard deviation etc is about the shape of your data, height etc, where “6 Sigma as in the methodology” is about how much of that shape fits between your customer specifications.
     

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    #182153

    CT
    Participant

    Yes I mean that you will get a lower standard deviation. But if you have more items in your customer specification your Sigma score will go up.
    The symbol for Standard deviation is Sigma this is not the sigma in “6 Sigma”. Is this what is confusing you?

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    #182094

    CT
    Participant

    First. Thank you for the compliment if all you can pick fault with is sentence structure I take it you can’t fault the argument.
    Second. I din’t leave school early and got my qualification and titles etc. Which probably also proves my point.
    Third and not an excuse. Dyslexia……. If you can understand what I’ve said it’s a good day. At least most of the words are in the correct order.
     

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    #182079

    CT
    Participant

    Hi
    I think you may have 6 Sigma and control limits (+,- 3 Standard Deviations) mixed up.
    Your Sigma score is calculated by your customers requirements in your cases I guess the tolerance level they demand. There are two ways to improve your DPMO increase your tolerances (Not Good) or reduce variation so more items are produced within these tolerances (Good).
    As you improve your process and reduce variation and get more into your customer specification limits, you’ll expect you control limits to reduce.
    Does this help?

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    #182078

    CT
    Participant

    I never said education is overrated what I said that titles are overrated. Education and titles don’t have to be linked and in lots of cases aren’t especially when you add in application of knowledge.
    You can also read these pages to see how worthless the MBB title is and in lots of cases so are the PhD’s. With a wide level of variation on quality I know someone from the UK who failed Degree in physics and went got on to get a PhD from another country and said still believe he might not pass his original Degree course. This was several years ago though.
    So again Experience counts anyone who uses titles after the person hasn’t been in education for 1 to 2 years shouldn’t be hiring.
     

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    #182048

    CT
    Participant

    Experience who cares about the letters after your name the only thing they tend to prove is your boredom level.
     

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    #182046

    CT
    Participant

    Thank you all for your input. There’s a few suggestions in there which I haven’t used before which look worth investigating.
    If there’s any others people can think of any techniques especially for when you have all the data you need, you know exactly what the problem is and why it happens but no one knows how to fix it. It doesn’t happen often but it when it does you can end up with sticking plasters rather than solutions. Which does no one any good.

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    #181732

    CT
    Participant

    Are the numbers leavers if so what is the size of the group they have come from?

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    #181508

    CT
    Participant

    Maybe worth tieing down what they mean by correlation?
    It can be used by some to be inter changable with the word relationship which is where the use of hypotheses testing may have come in. It’s not it’s true meaning but is often confused by people wanting to sound as they know what they’re talking about.

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    #181497

    CT
    Participant

    It might be,
    What’s your data and what shape is it?

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    #181495

    CT
    Participant

    This is ok for internal focused measures but if your wanting a DPMO for your customer. Then have the opportunity of 1 and your defect is everytime you send them something with any error on it.
    This is what the customer feels so should be what you measure.

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    #180958

    CT
    Participant

    Is there no way of matching the error to the order?
    Also if there’s a lag can you have the error rate against the previous months figures. This is usually approx and depends on usage rate but I’ve seen it used to give an indication of issues.
    As a minor point are you looking at stock reduction as you seem to carry a lot of stock which you don’t use for several months.

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    #180941

    CT
    Participant

    1, Yes
    2, I would start at Green and work upwards, this is not for the belt but it should give you the level of training you’ll need to find out if you can do the roll or not. What you will need though is a Black belt mentor.

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    #180733

    CT
    Participant

    To reward teams bring in Pizza’s for lunch works well. Everyone feels good about being fed they get up and talk to each other.
    On individuals one of the rewards which gave the best feedback was half days or full days off.

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    #180667

    CT
    Participant

    I would include a reference to the DCP you’ll already have for the TAT information into your new one and then make sure it states how to link the two sets of data together.
    Saying that as long as you or anyone else can replicate the data collection from your documentation you can put it where you want.
    My 2p’s worth.

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    #179810

    CT
    Participant

    When ever I’ve seen GB part of a bonus/promotion structure all that it’s engendered is people doing GB not to learn but to get a tick and projects being shoe horned into a structure which was not required making them last twice as long as required. All this leading to lots of GB but not much culture and in the end synasism.
    Can you say how Richard Willett’s got round these problems.

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    #179720

    CT
    Participant

    From working at GE Money no it’s not a Six Sigma company in most cases they aimed high if they tried for 3.
    From a philosophy point of view they were also moving away from six sigma in dismantling the quality structures e.g QL, MBB, BB etc and pushing Lean as a quick fix solution but with no measures in place to see what they were doing to quality, speed etc.

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    #178584

    CT
    Participant

    I work for a CRO, from pre-clinical onwards, and we’re implementing BPI and there are major areas where cost and money can be taken out of the process and we’re in the process of doing this. These varey from basic time/cost reduction, quality improvment projects to quicker better ways of running tests without degrading the results.
    One of the areas we want to work with is running projects with our customers, people like yourself I guess, to help reduce the timescales even further than they are at the moment by improving communication chanels and getting protocols and final reports correct first time rather than the  usual number iterations.
    If you want to discuss further post an email address and I’ll be in contact. (I take this isn’t promotion as I haven’t mentioned a name at all)

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    #178517

    CT
    Participant

    Yes.
    Need to create a core team with members from all the organisations. To keep numbers workable these will then probably have sub-project teams in each organisation. It can take more management than a standard project but nothing that can’t be worked around.

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    #178453

    CT
    Participant

    Your making an assumption about experience and length of time in role. I’ve seen a company with 30 years experience in one small department the only problem being it was the same six months experience repeated over and over again.
    Back to the original question with the number of methods and possible routes through and as we should always be looking for a better way to do something shouldn’t Six Sigma always be fluid.
     

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    #178137

    CT
    Participant

    If your done with the charter you must know what your targets are and what your defect is.
    Looking at what you’ve said it’s now time to map out the process in more detail with a detailed proces map, whatever style you feel comfortable with.
    Then try a fishbone and or FMEA to work out where things could be going wrong.
    From both of these you should be able to work out what you need to measure to understand the process and what you think the causes of the problems are.
    Once you know that then all you need to do is measure the system.
    Or
    Skip all that and do a VSM, remove the waste and try a few lean techniques on it.
    Or
    Combination of the 2
    or
    Find a BB in your company or outside that can give you pointers.

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    #157519

    CT
    Participant

    Gary
    Please explain what you mean by full credit…….Assume you are saying she is to champion and be leader of a project? In my past experience Green Belts have been Project “Owners” but a black belt or Master Black Belt was the champion/leader. Although project responsibility was on the green belt, ultimate responsibility was on the champion.
    Chad Taylor

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    #157447

    CT
    Participant

    Discrete Data cannot be associated with a continuum of values but rather assume specific values along the number line, with gaps between them. The most common form of discrete data is a count of some observable occurrence. i.e. count data include the number of blemishs on an automobile surface, or the monthly number of dissatisfied customers, or the number of defective units in a batch. Count data can be expressed in terms o whole numbers or percentages.
    Short answer, Yes
    Chad Taylor

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    #157445

    CT
    Participant

    Mary,
    Congratulations, on completion of your GB certification.
    Your certificate is as valid as any other GB certification
    Unless your company has website for posting all thier certified six sigma employee’s, NO
    Just for my own curiosity, have you completed or even started any projects yet?
    Chad Taylor

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    #157355

    CT
    Participant

    Just checking back in this afternoon, It appears someone has took the liberty of posting under my name this evening.
    C Seider Apologies.
    But, I do agree with the terminology, just not the examples.
    Discrete data is most usually associated with a count of observations and is usually referred to attribute. Attribute data term is normally used when associated with specifications. i.e. go/ no go gage
    Continuous data usually associated with measurements on some interval scale, and is usually referred to as variable data.
    Since the someone likes CT so well I will use the whole name
    Chad Taylor

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    #157347

    CT
    Participant

    C. Seider
    WRONG
    Discrete Data and Attribute Data are the same  i.e. .005″
    Continuous Data and Variable Data are the same i.e. Go/No Go
    CT

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    #157319

    CT
    Participant

    accrington
    is that qualified or certified to wear
     
    CT- Amo Magnifico Estupedo Correa Negra de la Sigma Seis

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    #157309

    CT
    Participant

    Gosh-if we could Just get the good Dr to post here, all we would have to do is read and learn!
    CT-Jefa de Sigma Sesenta Seis

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    #157278

    CT
    Participant

    Pedro
    In order to concentrate only on the measuring system, you need to be able to compare the process to a known Standard. Suggestion-Fishing line from a single spool has a very consistant break point. You should be able to get in a range very close to your pull specifications. Another is locate Calibrated Pull Blanks that can give very specific break points. Run the Gage R&R for known standards technique, this will put the focus on the gage and not the product. Some engineering may have to be done to fit the blanks to the gage, but is really the only way to take the process variation out.
    CT

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    #157274

    CT
    Participant

    Example
    Actual Dimension- Shaft measured 1.010″ in length .005″ O/T
    Observed Dimension- Shaft was too long on GO/NOGO gage
    Actual is discrete (Attribute) Data and Observed is Continuous (Variable) Data
     
    CT

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    #157270

    CT
    Participant

    I can’t believe this thread is still going. If it works use it. Shanin or Six Sigma, Isoplots, or annova’s, if you can get the end results that satisfy the customer, who cares. Unfortuanetly we have been brained washed by some organizations that Six Sigma or Shanin is the only methodology and which ever one your not using sucks. I have absolutely no Shanin experience at all, do I think its a bad way to do things, NO, I have just not been involved in that culture. As for Mario and Stan, Its nice to see that some people still have passion about what they do, even if its a little immature at times. So how bout lets all agree to disagree and move on to what this Forum is all about.
    CT

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    #157268

    CT
    Participant

    Jay
    Step 1. Document the current state of the concentrated area (i.e. Take Pictures) Document the date of beginning the process
    Step 2. Be the primary point of contact between the leadership and the team
    Step 3. Recruit Team Members and document expectations
    Step 4.  Provide Training to the team. (Score Sheets, etc)
    Step 5. Motivate the Change, do a mock run of a small area. i.e. your desk, looks funny, but a labeled desk gets peoples attention. Ever do a 5S project on your garage, great place to get ideas from.
    Step 6.  Create a vision, Describe the desired state you want to get to. This is where the score sheets come into place. Once you get to a certain point it is hard to see improvement, weekly audits will help document progress. This must be defined before implementation, or arguments will insue.
    Step 7.  Develop support, Identify the stake holders and influence them.
    Step 8. Manage the transition, Have a plan, follow the plan, and be commited to the plan.
    Step 9. Sustain, Provide resources when needed, (shelves, labels, etc)
    Step 10. Innovation, Be creative, get the plant manager to help with a project. Build new competencies and skills.
    Not sure if this what your looking for, but its what I have used in the past and very successful.
    CT

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    #157266

    CT
    Participant

    Pedro
    If all appraisers are using the same process to measure samples from a well-known and established process, then we’d expect the averages to be the same and the variation represented by the UCL and LCL to be equal.
    If the averages or standard deviations are different from appraiser to appraiser (i.e., tech to tech), then the measurement system needs improvement.
    Another way is to test against a known “calibrated” standard. Although expensive sometimes, is very effective.
    CT

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    #157265

    CT
    Participant

    Bill
    Yep thats correct——BUT, certain certifications have more weight than others. For instance if you look at the bottom of the forum page The University of Texas @ Austin has a program that states “Two week course, 1 Project=Black Belt Certification”. Not exactly what I would call BB but none the less, it is a peice of paper. Real certification comes from managing projects under  MBB, not just one but several projects that have proven payback to the organization. Developing as a team leader and Champion to Green belts. The company that I got my certification under required, bottom level up training which took me 4 years to complete on the job. This included 2 weeks of Green Belt Training, and 3 projects Guided by MBB, then 2 weeks Black Belt Training (80 hours) and 4 more projects. A nice bonus given to those that finished the program. I value my Black Belt Certification because it was damn hard work to acheive. I know your thinking 4 years is a long time, and I can honestly say I spent more time on the presentations than I did on the actual projects, but thats what the boss wanted.
    my 2 cents
    CT

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    #157193

    CT
    Participant

    Note to self: DONT HIT FREAKING TAB:
    Jeff
    You must define that B,C are center points by selecting General Full Factorial, be sure that under LOW/HIGH the Coded button is selected. This should give you the design you are looking for with
    -1      0       1      layout
    Hope this helps
    CT

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    #157191

    CT
    Participant

    Jeff,
    You must define that B,C are center points by selecting General Full Factorial, be sure that under LOW/HIGH the Coded button is selected. This should give you the design you are looking for with
    -1 

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    #157192

    CT
    Participant

    Jeff,
    You must define that B,C are center points by selecting General Full Factorial, be sure that under LOW/HIGH the Coded button is selected. This should give you the design you are looking for with
    -1  

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    #157190

    CT
    Participant

    Jeff,
    You must define that B,C are center points by selecting General Full Factorial, be sure that under LOW/HIGH the Coded button is selected. This should give you the design you are looking for with
    -1

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    #157181

    CT
    Participant

    The origin of Built in Quality, I don’t believe came from any one source although several can be attributed to its Conception: Thomas J Watson (IBM), Patrick E Haggerty (Texas Instruments), Robert Noyce (Intel), Jack Welch (GE), Andrew Carnegie, Henry Ford, Alfred P. Sloan; All visionaries for built in quality. As far as a definition it is really dependant upon the Mission Statement of the organization. Even the Romans had somewhat of a built in quality system, so how far back to you want to go. Even Noah had to have Built in Quality or the damn boat would have sank.
    Interesting Read: ” Built to Last: Successful Habits of Visionaries” I forget the author, but should be easy enough to search on Amazon.
    Cheers all it freakin Friday
    CT

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    #157174

    CT
    Participant

    Jeff
    There is a way to do it. If you have the time, give me a little while and I will work on. I think I know what you are trying to achieve and how to get there. A funtion in the setup is not turned on or not added in the initial setup and I need to read up on before I make any brash statements.
    CT

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    #157162

    CT
    Participant

    Jeff
    I almost hate to say this because I think MTB has a very poor help section, but in this case setting up your DOE for the combinations you want is pretty clear under the Help Menu.
    Good Luck
    CT

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    #157159

    CT
    Participant

    Al
    Six Sigma is a function by which solving problems and improving a process when the answer to the problem is not known. Many companies and individuals fail to understand this concept. It was the very first thing taught to me in Green Belt training years ago. “If the solution to the problem is known, no Six Sigma project is needed” My company chose to call this a “Quick Hit”. From the tone of your question it sounds to me like you have a poor quality system; do not confuse Six Sigma with Quality Assurance. Sure its a way to get there but not the end all be all. Hiring solid Engineers with Lean and Six Sigma experience can go along ways toward someday implementing a Six Sigma program, but until you have the basic foundation of quality systems in place, Six Sigma will only hender your process, not help.
    My 2 cents worth
    CT

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    #157152

    CT
    Participant

    BC
    Assuming data is normal?

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    #156966

    CT
    Participant

    I have had somewhat similar experience, not a line, but individual equipment. We simply did first piece or first run inspection (SPC), made adjustments to center process at start, and then did normal interval of SPC during the remaining run.
    CT

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    #156963

    CT
    Participant

    Just because you have a high Cpk does not mean the process is in control. Review the rules for runs and trends and adjust the process according to those rules, and the Cpk will follow a more normal pattern. Tighter control limits can be applied to the process for the purpose of control, this will almost assure zero defects. Another approach is lesson the frequency of charting, this should gain some spread in the data.
    CT

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    #156932

    CT
    Participant

    What do I think?
    Anything worth doing is worth doing right.
    1) Go fix the system so that it runs normal when data is ran.
    2) Fire the IT guy that tells you it can’t be fixed
    3) Train your people on the ends and outs of SPC and why its important to the process. Show them exactly how much money is lost when they produce scrap, and or rework. Give Specific Examples as to the cost savings that can be generated. Expose the mythes about lost time and lost production due to having to chart a process.
    4) Put a “Do it right the first time” sticker on every operator panel in the plant!
    5) Since you already have the data, Start an OEE program to prove your SPC improvment
    CT

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    #156922

    CT
    Participant

    I think it depends somewhat on which version of MTB you are using, professional, (or full), and student version. But for the most part they suck. I have a book called Statistical Process Analysis, ISBN 0-256-11939-2, which is centered around using MTB. Not only teaches the math but teaches how to use MTB. Just a note, the book is generally for Release 12. One thing I do like about MTB is the ability of first time users to learn the software rather quickly and don’t have to spend allot of time fumbling around the help section to begin with.
    CT

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    #156917

    CT
    Participant

    Dee,
    First of all your question to negotiating Salary depends on the area of the market you wish to enter. Salaries are usually DOE and regional. I would think you could expect about a 10-15% increase, maybe higher in some markets.
    Having come out of the automotive industry with tier 1 and tier 2 suppliers I have never seen a “Demand” for Red X types. Lean/Six Sigma is still the driving force in Automotive Industry.  Hotjobs.com list 2035 jobs under Six Sigma. Red X Master gets 3 hits, don’t really call that a demand.
    CT

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    #156860

    CT
    Participant

    CpK of .89 means that your process is not centered.
    Calculate Cp = (USL – LSL)/6*Std.Dev
    To Calculate Non Conformint Rate: NCR=2P(Z<-2.67) Assuming Cp is .89 and same as your CpK value. To find P(Z<-2.67) you must have index table for Z
    In this case P(Z<-2.67)=.00379256 Thus, for a centered process with a Cp of .89 the nonconforming rate is 7585.12 ppm
    Once again this calculation assumes that your Cp and Cpk are the same.
    Hope this helps
    CT

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    #156859

    CT
    Participant

    Cp = Process Capability.
    Cpk = Process Capability Index. Adjust for Non-Centered Distribution
    Pp = Process Performance.
    Ppk = Process Performance Index.  Adjust for Non-Centered Distribution
    Ppk produces an index number (like 1.33) for the process variation. Cpk references the variation to your specification limits. If you want to know how much variation is in a process, use a Ppk measurement. If you want to know how that variation will affect the ability of your process to meet customer requirements, you should use Cpk.
    CT

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    #156810

    CT
    Participant

    It is possible to have an R&R that is acceptable even if the calibration is off. Depends really on which type of R&R you are using. Obviously you want the calibration to be right, and cover the upper and lower specs of the product to be measured. When using equipment that requires Calibration, I like to use Known standards to compare the calibration to. That is the best way to determine R&R of a gage.
    CT

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    #156779

    CT
    Participant

    The question is a little broad, but think we can get there. First, what is the severity of the “potential” defect? Have you received customer complaint? I would probably issue a statement to the customer stating that in a recent effort to improve our quality system we have found that our current measurment system has the potential to pass product that may not meet the customer requirements. State that you are working to remedy the issue and give specifics. Follow up with Data that proves the situation is indeed “fixed” or at least risk reduced. Many companies deal with this situation by asking for a Deviation during improvment process. Deviations can get wicked out of control, so be careful. I have seen deviations run for the life of a product. Never good, but can happen.
     
    CT

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    #156708

    CT
    Participant

    A detection type control is one that detects a defect after it has already occurred, example broke tap indicator on a machining center. A preventive detection control is one that detects a problem before it happens, example, screw present detection at assembly. Hope this helps.
    CT 

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    #156707

    CT
    Participant

    This is a classic example of not having any KPI’s in place. Until you start to measure the performance of the process you will not be able to tell what the problems are. Begin by laying out some high level flow charts and develop a best case and worst case scenario for finishing transactions, measure the process, tweak your control limits, and expand your data. Then you will start to see the bottle necks, flow problems, etc. From here you will be able to establish project “Y’s”
    CT

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    #156700

    CT
    Participant

    Scott
    If you take offense to being asked some elementary questions, then I wouldn’t consider you much of team player. Walking out of an interview pretty much confirms it. My point to this is: I have actually had a BB (certified) that could not tell me what DMAIC is.  I don’t care if you have led a team of 200 people around the world, if I’m looking for a Six Sigma BB to do projects under my management, he better at least know the process. And trust me they do exist, a bunch of them.
    CT

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    #156587

    CT
    Participant

    Scott
    I wouldn’t hire you either.Adapting to an environment suggest that you dont have a clue and someone will have to invest alot of time developing you into something you should already know how to do. Sorry if this is harsh, but a BB is someone who should show leadership and is really a MBB is training. Your statements to me are of the attitude of a Green Belt. You have had the training and probably done a couple projects, and may even completed some BB training. But if you dont see the signifcance of the role as a BB in every facet, then go fish brother, you too are lost.
    CT

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    #156575

    CT
    Participant

    MBB Dude
    Man I feel your pain. I have noticed this for quit sometime now. I even had a corporate boss tell me she was BB and had did a whole list of Six Sigma projects prior to me joining the company. Then I started to ask for data on some of her projects and found that no data existed and in fact neither did her BB certification. No Longer with the company. It seems these days that certification is as easy as taking a test, to hell with projects and real life experience. I recently went through a round of interviews and found that a couple of guys could not even tell me what DMAIC stands for. I thought one of the poor guys was going to throw up
    Darth, Happy BDay
    Cheers all and have a great Memorial Day Weekend
    CT

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    #156408

    CT
    Participant

    Vincent
    I think you are confusing time to complete an order vs time to complete a part. Takt time of the process is the amount time to finish a single part through the entire process A to Z. Use this time to schedule your time to complete an order. for instance it takes 50 hours to complete 500 parts, therefore it should take 80 hours to complete 800 parts. The effeciency of the process should remain constant only actually Production hours should change. Do not confuse productivity with effeciency.
    CT

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    #156384

    CT
    Participant

    There is no clear cut definition of a good GB/BB project.
    Example. What if a GB is an Engineer or Operations Manager? This persons experience and background may dictate how complicated the project can become, and how much financial burden is placed under his/her responsibility. You would not give a shop floor supervisor, or lead person the same technical project. If you did I hope your ready for some long days.
    I personally do not like the term Green Belt. You are either a Training Black Belt or a Training Master Black Belt. I think most people agree that every situation is different and every project is an experience by which a higher degree of learning is acheived. No one person has all the answers, however I have met a couple guys around this site who think they do.
    CT

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    #156382

    CT
    Participant

    ken I gave this a little more thought, and tried to put myself in your shoes. These are the questions I came up with.1. Do you really want to do consulting work? I think many of the guys around this website can say its a tough world.2. Will you have to move for this job? NO, then what are the intangibles? Kids school, wifes job, etc. Will you be happy with this? MOVE YES………current lifestyle vs where your going, UMMMMM only you can decide that one.3. Is a decrease in Salary worth this job? Not always talked about, but I took a 15k decrease in salary to go to a job that I knew would be a resume builder, 4 years later I have doubled my salary from the original job. Not everyone gets to do that but not everyone takes the chance. Experience is Golden, remember that.4. Fortune 100 companies have openings, a good recruiter, yeah I know oxi moron, can find you a 100k + position with excellent benefits and 401k’s and stock options, bonuses etc. Military background means your not a job whore, and companies like that, and are willing to pay for it.Good luckCT

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    #156370

    CT
    Participant

    Ken,Sounds low to me

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    #156328

    CT
    Participant

    Just when you think the World is flat, isn’t it amazing how a simple literal translation is lost?
    CT

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    #156322

    CT
    Participant

    Oh how Stan is going to be Pissed at you guys
     
    I really have no life, checking this site on a Sunday.
    CT

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    #156286

    CT
    Participant

    It is excellent that you recogonize and use the tools of the six sigma process. However, Becoming a black belt and even Master black belt is not that simple. My recommendation-Find someplace to get the formal training, continue to work and use the tools and maybe even be a Champion of beginning Six Sigma in your current organization. But you really have limited opportunity to get a six sigma job without formal training in that area. To become a true Black Belt you must first complete the training, and then be able to complete at least 3-4 projects with significant gain to the organization, plus be able to direct or champion Green Belts. This will assure your success.
    Unfortuanetly many colleges are turning out so called Black Belts, Yep they have had the training, but couldn’t complete a real life project if they had too. Having a MBB to lead and teach is key to development.
    Just my two cents worth, I’m sure many will reject
    Cheers and Have a Good Weekend
    CT

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    #156284

    CT
    Participant

    On the top right hand corner of this website is a search engine. type in Ppk and boom all the info you could ever want to know is right there. Same thing for Cpk. Google will get you about 3.34 million hits in .26 seconds also

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    #156279

    CT
    Participant

    kinda like stopping and asking for directions. NOT LOST
    j/k good idea

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    #156277

    CT
    Participant

    Mike
    screw those stat guys, they scare me.
    TGIF, I’m out of here.
    Ray-
    Mike has a very good suggestion about the college help!
     
    Cheer
    CT

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    #156276

    CT
    Participant

    Process Capability vs Process Performance
     

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    #156273

    CT
    Participant

    SIX SIGMA, Good Ole Fashion Way to Spend the Weekend!

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    #156271

    CT
    Participant

    Mike Agreed, and ignore last question, already answered!
    Thanks, been a while since I’ve done detailed R&R’s like this

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    #156270

    CT
    Participant

    Mike question for you
    Would it be possible to do a Ppk initial study on each element prior to R&R just to note the variation from element to element? This maybe enough to at least prove that the elements coming in are in control enough not to influence the R&R. Maybe? hell I don’t know!

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    #156268

    CT
    Participant

    I’m sending now…one thing to keep in mind is you will probably need to run a horrible amount of test and actually set up an R&R for each data point on the gage, not that difficult but very time consuming
    Good Luck

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    #156266

    CT
    Participant

    Mike,
    Agreed, but with hand held device with a simple trigger not much the operator can do here and this should really be discounted in this specific case, or at least I think so. Reason is you really want to incorporate natural operator influence into the reproduceablity of the the gage. You want the R&R to be as natural as possible, obviously if there is huge operator difference then another problem exist and should be corrected prior the R&R test.

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    #156262

    CT
    Participant

    Yes

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    #156259

    CT
    Participant

    Minitab is really difficult with these kinds of studies when the operator is a none factor. I have an Excel spreadsheet if you would like. Just post an email and I will send to you.

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    #156258

    CT
    Participant

    Good Stuff Mike, I recently read an article were one scientist thought the earth was actually getting smaller in Diameter, this was causing the ocean to rise thus melting artic Ice, which was the air conditioner for earth. He went on to say that all the earth plates in the Indian ocean were overlapping and causing the earth to shrink.
    I think he smoked  alot in college.

    0
    #156257

    CT
    Participant

    actual cost to produce one gallon of ethanol at a 100mmgal facility is about 1.35 to 1.38 at 3.50 per bushel corn. Much like crude oil, Corn is traded on the stock market and really influences the price per gallon. Corn Ethanol production is like this, 33% Ethanol (99.978 proof) 33% CO2, and 33% bi-product (feed stock) , to simplify even more each bushel of corn has enough fermentable starch to produce 2.65 gallons of Ethanol. Once this process is completed the 33% bi-product can then be reprocessed and biodiesel extracted from it. Although this reduces the quality of the feed stock, it is still a viable feed source.
    I have not seen any studies on the CO2 outgasing from corn fields. However this does go against my 8th grade chemistry class on Photosynthesis and CO2 to O2 Oxygen conversion.
    As for cellulosic ethanol production, I think the industry is still a few years away from really being able to control the process, but the R&D movements in the past year have really been promising.
    Increased field corn production will mean increased supply and lower per bushel prices, so Ethanol should become even more attractive to consumers. Recent acreage reports show that this years gain in corn production should hold corn prices for fall delivery at or below 3.00 per bushel which were the industry should be.

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    #156244

    CT
    Participant

    HBGB B^2 Less Gas milage-true. can be compensated for with computer tuning. Yes it can already did it on my truck, get over 18mpg in a 2004 dodge 4×4 running 75 down the interstate. Not great, but better than the 15 MPG it was getting before. CO2 generation Scrubbing technology has almost eliminated emmissions from fermentation process. Less than 400PPM, and other technologies are coming that can eliminate this all together, CO2 collection in many plants is also an option. At any rate is still less pollution per gallon than your local refinery emissions. Gov Subsidizing-pretty damn sad gov has to pay big oil to add to gas.  Corrosion to fuel systems-Additions of anti corrosive agents such as DCI-11 at the factory prevent this from happening. Also very strict guidlines on acidity levels in final QA reduce the risk even further.
     

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    #156240

    CT
    Participant

    The answer is yes, problems do arise in small companie and large companies alike in areas of limited resources to perform task. However there should be no difference in the applied system. My opinion is that Six Sigma can be more effective and easily controled in smaller companies

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    #156091

    CT
    Participant

    How do you know the process is out of control?

    0
    #156071

    CT
    Participant

    Its possible to use Fire in more than one category in your FMEA, both failure effect and potential cause.
    You may want to do a 5Y analysis on the “fire” to figure all the reasons why fire can happen. Or at least simplify the root cause of fire for your FMEA
    The fire extinguisher is a current control which reduces the risk of the effect caused by fire. Its up to you to figure out what the reduction in risk is.
    Hope this helps, I have a really good FMEA spread sheet with detailed explanations if you would like. Post Email and I will send to you.
    CT

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    #156067

    CT
    Participant

    To all on this one:
    The very best leaders in the world would not be leaders with out Trust. In order to change a culture you must gain the trust of the people whose culture you are changing. Education is the fastest way to Trust. Education can be as simple as a Tool Box Meeting on Monday morning every week. Educate them, Involve them, and Guide them.
    CT

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    #156052

    CT
    Participant

    dear minithrowup, good one.
    What are you painting?
    I’m assuming that since A-COAT is the “cure” then the Price is obviously going to be negative, along with repair parts for any special equipment etc.
    Good Luck

    0
    #155655

    CT
    Participant

    I agree with AJIT to a point, and although very correct, you must start with some lean first. Address the issues that are right in front of you. Take the quick hits out of the equation. This will help drive your “Y” of the project and give you a clear direction for which to conduct your DMAIC project. You must have the basic Lean tools in place or finding the process variation will be very difficult at best, when so may exist in a non-lean environment.
    just my opinion
    CT

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    #155201

    CT
    Participant

    80-120K is pretty normal salary to demand. One thing to consider is Bonus potential. Anything less than 20% for this position needs to be negotiated. Cell Phone, and some sort of living expenses should also be included in the package, (pretty standard for relocation). Stock options and/or 401K matching, (usually is what it is, but sometime you can get up front a pretty good chunk of change),
    Good Luck
    CT

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    #155183

    CT
    Participant

    These kind of discussions really get to me sometimes. WHEN IT COMES TO SAFETY EVERYONE IS THE CUSTOMER.
    The operator of the machine now has a safer way of removing the part.   The downstream operator now has a safer way to receive the part. The supervisor now has a safer team environment. The Production manager now has a safer work force. The plant manager now has a safer plant, and so on and so on. Stop complicating the issue and look at the intangibles.
    To make sure your working on the correct issue, perform a Job Safety Analysis, JSA. This will help you determine where to start.

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    #155179

    CT
    Participant
    #155178

    CT
    Participant

    Post your email and I will send you an FMEA and rating chart for RPN calculations

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    #155176

    CT
    Participant

    Yes, but you must know the exact cyctle time of the batch. What is the design rate of running the batch? Is the design rate 3hours or 3hours 10mins 45 sec?
    You can mold OEE to fit your needs but keep in mind small changes in cycle time in your calculation greatly affect the outcome.

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    #155139

    CT
    Participant

    To all……….Great stuff,
    Changing a culture is very difficult. AND it will never happen if you don’t have Trust. Without Trust there can be no loyalty-and without loyalty, there can be no true growth.
     

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    #155135

    CT
    Participant

    I copied this from http://www.oee.com, since your wanting to include defects into the equation this is the best way to accomplish your goal. More information at the web site, but I think this will help. In your other post you mentioned a standard, I assume this already takes into account breaks, normal tool changes, and adjustments?

     

    Calculating OEE
    The Formulas
    As described in World Class OEE, the OEE calculation is based on the three OEE Factors: Availability, Performance, and Quality. Here’s how each of these factors is calculated.
    Availability
    Availability takes into account Down Time Loss, and is calculated as:

     Availability = Operating Time / Planned Production Time
    Performance
    Performance takes into account Speed Loss, and is calculated as:

     Performance = Ideal Cycle Time / (Operating Time / Total Pieces)
    Ideal Cycle Time is the minimum cycle time that your process can be expected to achieve in optimal circumstances. It is sometimes called Design Cycle Time, Theoretical Cycle Time or Nameplate Capacity.Since Run Rate is the reciprocal of Cycle Time, Performance can also be calculated as:

     Performance = (Total Pieces / Operating Time) / Ideal Run Rate
    Performance is capped at 100%, to ensure that if an error is made in specifying the Ideal Cycle Time or Ideal Run Rate the effect on OEE will be limited.
    Quality
    Quality takes into account Quality Loss, and is calculated as:

     Quality = Good Pieces / Total Pieces
    OEE
    OEE takes into account all three OEE Factors, and is calculated as:

     OEE = Availability x Performance x Quality

    0
    #154738

    CT
    Participant

    BTDT, nice to see your still here keeping the piece.

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    #154737

    CT
    Participant

    Agree Jonathon. I too have struggled with multi cavity molds, diecast. Past experience has told me to start with a gage R&R on 32 pcs from each cavity. This is a very good way to start identifing variation in the measuring process. If your Gage R&R is good then 32 pc samples for your Capability Study is OK. I assume you have already did this work. My next question is what is your CPk goal? Does it change if you add more parts to the study? A test run of one or two cavities should be able to prove your theory about number of parts to sample

    0
    #154678

    CT
    Participant

    Call yourself a Certified Six Sigma Professional.

    0
    #154677

    CT
    Participant

    Quality is defined by your customers specification and the vendors mission statement of meeting and exceeding customer specifications.
    However Quality can also be what the customer is willing to pay For.   Example: Remington firearms makes several shotguns. The model 870 pump is usally about $200 at wally world. Beretta makes a pump shotgun that has the same capability of the Remington, but cost is more than twice as much. Comparing quality of the two guns is simply the customers preference, they both go boom, they both are very durable, they both have similar feel. So whats the Quality difference? What the customer wants or is willing to pay for.

    0
    #129583

    CT
    Participant

    P-value = 0.05
    A-squared is the test statistic for the Anderson-Darling Normality test. It is a measure of how closely a dataset follows the normal distribution. The null hypothesis for this test is that the data is normal. So if you get an A-squared that is fairly large, then you will get a small p-value and thus reject the null hypothesis. Small A-squared values imply large p-values, thus you cannot reject the null hypothesis.
    There is a ton of information on this site, and little investigation will go a long ways, just enter a keyword search and do some reading . The answers your looking for are here
    CT

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    #129581

    CT
    Participant

    The reality of a project is that a “Customer” defines it. If cost of doing a project is the focus then, A Cutomer is driving it. The definition of Customer covers a lot of ground, and I think that is the confusion of your statement. 
    To answer your question about Cost are the real focus; It (cost) is only a real focus when the CUSTOMER is NOT willing to pay for it.
    CT

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    #129576

    CT
    Participant

    Jack,
    Just curious is your data continuous over a long period of time?
    Snap shots of data sets over short runs may prove to be more of an intelectual importance in regard to CpK.
    Just my thoughts
    CT

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    #129564

    CT
    Participant

    Depends on what your doing and career path you want to take. If your a CQE then most likely any company you work for will put you through BB training and mold you into thier system. If your already a BB then the CQE may help increase salary potential. One Better than the Other? I dont think so.
    Just my Thoughts
    CT

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