[Carl]

I did a search before making my original post and didn’t find the information I was looking for. Ideally I’m looking for specific advice regarding my situation and not general OEE info.

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[Carl]

I’d love em too.  cjhixon()gene.com

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[Carl]

I feel like I am too small a person to make the “big guys” understand…
Regardless of how small in stature you believe yourself to be, you are nonetheless articulate and have past positive experience in the benefits derived from properly applied Six Sigma analytics.    You don’t need guidance from this forum’s participants.
 
Recall your past Tyco successes, apply appropriate comparisons to your current situation and make your cost benefit analysis case to your management, make it again and make it again, all the while remaining professional and helpful.    Logic and positive intentions win out, regardless of how tiny you might be.      
 

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[Carl]

How wonderful that people are starting to read Wheeler !!!  … the undeniable expert on SPC.
Be aware of his views on Six Sigma … “the sooner one wakes up (that six sigma is rubbish) … the sooner one can begin to compete”

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[Carl]

Dwib,
This sounds like it would be a Weibull distribution.
Good luck,
Carl

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[Carl]

LJLF,
Thanks for your inputs. 
Does it mean I did it (cap. analysis calculation) wrongly? Why should I calculate using Cpk instead? Then, I won’t get a sigma level? Why did I get a skewed diagram and a negative sigma?
Rgds,
Carl

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[Carl]

Salvador,
6 Center Points

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[Carl]

Darth,Have you never posted under other’s names?Carl

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[Carl]

No need for your help here. Just making sure the forum is not misused. Too many bitter, I-wish-I-had-written-that-book, end-of-career, consultants-wanna-be out there…

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[Carl]

Stan sweetheart, why does it matter what the company is and why not post your benevolence for all to see?

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[Carl]

Neither one of you should be soliciting employment in the forum.
Move over to the “jobs” section of the site.

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[Carl]

Woah… Stan, desperate for work?

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[Carl]

From what I read about the upcoming iSixSigma Magazine, it will have a storyboard presentation from either DMAIC or DFSS. It might provide the type of resource to help your project. Here is the URL: https://www.isixsigma.com/r.asp?id=1793

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[Carl]

Why is this so hard to understand?
Does this help?
https://www.isixsigma.com/library/content/c010101a.asp
 

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[Carl]

did you see the salary survey on this site. it rocks. i plan to use it during my next salary action discussion! wish me luck :).
https://www.isixsigma.com/library/content/c040621a.asp

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[Carl]

I, too, have been tasked with the same project for my facility.  If anyone has already undertaken this type of project who would be willing to share his or her results, it would be most appreciated.  Perhaps we could stay in touch, Haraprasad.
Good luck,
Carl

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[Carl]

https://www.isixsigma.com/dictionary/DMADV-56.htm
 

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[Carl]

Ashish,
I don’t get your question. Do you expect someone to hand you everything you need on a silver platter? Most of the materials for good six sigma training are copyrighted by whomever put them together — you’re going to have to buy them. Plus, if you don’t come up with a strategy for your deployment, you’re doomed for failure. From reading your initial question and followup question, I suggest that you hire someone (consultant or MBB) who has the experience to make you successful in your quest. It doesn’t sound like you’re heading that way.
Carl

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[Carl]

Amar,
Any of these consultants will most likely be able to help you out:
https://www.isixsigma.com/library/content/c030408a.asp
They’re all located in India.
Carl

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[Carl]

There is a free template on this stie. I used the search feature in the past to find it: https://www.isixsigma.com/library/content/t000827.asp
 

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[Carl]

You can go up as high as your potential and organizational aptitude. MBBs usually go back into a significant business role, such as a segment leader or other P&L management position. But MBBs can also become Six Sigma Leaders, Deployment Leaders of the person responsible for the overall initiative (who usually reports to the CEO). From there, it’s usually over to another CEO-reporting level position.
Six Sigma gets you visibility as a change agent. Everything else is up to you. Don’t plan to have jobs handed to you on a silver platter when you become a BB — it isn’t that easy.
Good luck,
Carl

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[Carl]

https://www.isixsigma.com/ebooks/

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[Carl]

Ben,
It would be my simple understanding that the big difference would be that 6 sigma quantifies where you are and has a tracking method for stating where you could go.
 
Carl

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[Carl]

Hi Todd,
I recently had to write some job descriptions and went to the isixsigma job shop to look through what others were using. It made it quite easy, actually.
The isixsigma job shop is a http://jobs.isixsima.com.
Br,Carl

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[Carl]

Check out the dictionary. Copis just reverses the order of the Sipoc, everything else is the same. If you search this site for Sipoc, you’ll find much more information.
 

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[Carl]

Thank you for your reply.  We have been defining our processes a little bit, but your point is well taken that we need to have a good idea of what we are doing before we try and improve it.
I will take defining our current processes as a first stage before trying to implement Six Sigma.

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[Carl]

There are a couple of formulas listed on the related resources of this sites calculator: https://www.isixsigma.com/sixsigma/six_sigma_calculator.asp
Maybe one will help with what you need.

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[Carl]

Good question although this is a little of apples vs oranges…
Short answer:  Goal is 6 sigma for quality measures or “Ys”.  Goal is ~95% confidence (3 sigma) in selecting/rejecting critical “Xs” which affect the Y.
Example:  “6 sigma” or ~3.4 DPMO is often used for comparing a quality measure “Y” versus one or more specification limits.  Controlling the mean and reducing the varaition in the Y versus these specs is usually how you get towards 6 sigma quality.
You typically will need to find critical “Xs” in your process which explain/control most of the variation you see in the “Y” for your process.  Determining these Xs through hypothesis testing, DOEs etc requires “enough” X and Y data to be ~95% confident that an X is/is not significant.  The significant Xs on the list can help get your Y to 6 sigma quality.  You do not need to be 99.9997% confident that each X is/is not significant.  If you did, want that high a confidence level in your Xs, plan on more than doubling the data/sampling/DOE replicates.
Carl

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[Carl]

Two sample T could be used to determine if any two operators have “different” mean call lengths.  This test does require relatively normal data from each operator.
ANOVA could be used to determine if any two or more out of 3+ operators have “different” mean call lengths.  Again, this test requires normal data from each operator and similar variance between groups.
If you are just starting data collection, consider doing some graphical comparisons first, before jumping right into Hypothesis testing.  Comparing dotplots or histograms by Operator may show you obvious differences in means and/or variation in call lengths.  It will also show you how normal/bell shaped the histograms are.
If it turns out that your data by operator are not all normal, but have “similar” variation, consider running non parametric medians tests for Hypothesis testing.  Times data with zero at lower bound are often not normal. 
 
 
 
 

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[Carl]

Hi-
At our company, we have recently started to conduct projects called “scoping projects” to provide project lists of GB and BB projects. 
These projects focus on particular business process and objective (such as improved delivery performance), beginning with a clear statement of objectives and scope.  Typically, a scoping project will start with high level mapping and gathering of data (experiential and quanitfiable) on process inputs, outputs, suppliers, customers, existing business and process metrics, and more importantly, critical process issues. 
Subject matter experts and businees leaders, as well as existing BB and GB resources are used to gather and process the information.  We use the information to perform a gap analysis on each critical process issue: what metrics exist to understand this issue, is the data reliable, what business metrics are affected by this issue.  From the answers to these questions we then develop projects: GB projects to create metrics or test the reliability of metrics, and GB or BB projects to work to improve processes with existing metrics. 
All projects are then prioritized using a payoff matrix- they are ranked by impact and speed.  The result is a prioritized list of projects that are designed to make the biggest impact to business objective of the project.
Comments on this process have been:
“Why didn’t we do this before”
“This is very organized, I understand how all of these projects fit in”
“Can we handle all project selection this way?”
When possible, all new GB and BB projects selected from these lists to ensure that project fit it with key business strategies.

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[Carl]

Adam,
I agree with you that the directors of a company should know how to tie projects and the initiative to the bottom line…and that the initiative should be tied to their bonuses.
I don’t agree with you that they shouldn’t have a more in-depth overview of Six Sigma. In most cases, if they are supports of the process, they will need to “talk the talk” if not “walk the walk”. We need the c level managers to be able to ask for VOC and a QFD without being ignorant. They don’t need to do the work, but make sure others have done it. They will feel ignorant which can lead to them not supporting the iniative if they don’t know enough about the program and tools.
Statistics no. Overall program and major tools yes.
Regards,Carl 

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[Carl]

Hi!  Have you considered using a Linearity Study?  The linearity study is used to look at the accuracy of a gage over the scale of process variation.  You need to have a known standard and a process measure for each sample to perform the study.  It does not require a repeatable sample. If you have MiniTab, there are instructions for this study in the help menu. 
Also, there are Gage R&R studies designed for destructive sampling (where the sample cannot be repeated), which again can be found in MiniTab.

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[Carl]

Isn’t ISSSP just a front for BMG? Why should I be certified by BMG when they’re not even one of the most prominent six sigma companies? Nothing against them, and I’m sure they’re fine, but no one I personally know in corporate america has used them (to my knowledge). The whole certification idea by a consultant just doesn’t sit well with me, and ASQ doesn’t appear to have my CTQs in the forefront of their process.

What’s a black belt to do?

Carl

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[Carl]

hi sirapat,

you may want to take a look at the following thread:
https://www.isixsigma.com/forum/showmessage.asp?messageID=49

i found it useful.

the main difference i see between six sigma and tqm is the emphasis. both are quality methodologies for getting to the end result, but the difference is in the way they do it. tqm has been around for many years, but tools and order of use is not straight forward. six sigma on the other hand has a somewhat set way of accomplishing an improvement. it also ties the financial results to the bottom line of the business, which is necessary in today’s cost cutting mentality of life.

i hope this help.

carl

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[Carl]

Hello Eric,

>I can only use statistics to show the current performance and improved performance, which I think is too simple for a six sigma project.

Make sure that you are controlling the process, not the other way around. Some transactional process improvement processes that I have run in the past only required collecting the data and displaying it to managers to help shape the improvements. Don’t get caught up in the hype of statistics. Sometimes you will need (it will be required) stats to solve the problems. Other times you won’t.

>Do you have any advice? or do you have any real case of implementing six sigma in logistics industry?

I once ran the transportation department and might be able to help. First, I converted all of my deliverables to measurements. If the customer expected it on Monday, did it arrive on Friday or Tuesday? Both might be defects in the customer’s eyes? Did all vendors provide their service at or under the quoted amount to maintain the budget? Did the shipments arrive undamaged and not missing any pieces? Was it transported properly (e.g. air ride, etc.)?

The take away is: look for anything that a customer might find as a defect. Call a few customers. Ask them about their latest shipments. Write everything down. Given a chance, customers are our biggest assets in improving our processes and services.

Carl

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[Carl]

Hi Andy,

With all do respect to you and everyone, I would be interested in seeing the responses to the answers. If people wouldn’t mind posting, I could use the answers also!

There are a few items posted already. See the post on “elevator speeches”.

Carl

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[Carl]

Thanks for the information!

Carl

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[Carl]

What do yo mean by “each element of dmaic has a dmaic”?

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[Author]

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