[Ropp]

Hi Sheena – What do you mean by the term “revenue leakage”?

0

[Ropp]

I can’t imagine the field day OSHA would have with investigating an incident where the Manager in charge of the safety program was chosen because they had the worst safety record.  I would ask the question “Why can’t your facility get anyone to volunteer to be on the safety committee?”  You’re doing something wrong if you have to assign someone to this committee.  The committee can’t be viewed as any kind of punishment, rather a realistic effort to iimprove a process/es.  Lose one trained worker and you could affect throughput, FPY, COPQ, TCIR, and a list of other metrics.   

0

[Ropp]

Hmmmmmmmm,
I bee – lieve that these nomadic honey bees are looking for the biggest, juiciest pollen around  ;)
Dave

0

[Ropp]

Hi Ronda,
Just thought I’d add my tuppence worth. Without getting bogged down about the pro’s and con’s about the cert. You will need to actually “do” some improvement work. Can you do that on your own without enrolling on a course, you know the answer – yes.
As pointed out, there is lots of info available on this site, I would also check out http://www.lean.org ( US site ) or http://www.leanuk.org ( UK site ) and register for access to their forums.
I believe there are lots of scope for improvemnts before reaching for the six sigma tools.
Do I have any certifications – no, I have received a fair bit of training ( internal & external), but you dont count attendance certificates. I have applied for and been successful in the last 3 employments ( over 12 years in the UK ) as a continuous improvement individual based on being able to demonstrate that I can “do” it. That is what counts.
If I can help with specifics, just ask.
regards
Dave
 

0

[Ropp]

Yes, seen it very funny.. the lego model was excepetionally memorable.. though theirs was a little bigger than our little helicopters..

0

[Ropp]

Monique obviously is from Acuity… the only thing she likes to do other than pimp their product is put down Aveta (seemingly their closest competitor). Only thing worse than bad reviews are self-promotion reviews. Anyone reading this… Acuity is a joke. For less money they will give you a black belt certification with no project requirement. Real stand-up company (roles eyes).

0

[Ropp]

Andy,
As far as Little’s Law goes – the Customer demand (takt) is the Production rate you use to calculate how many days worth of Inventory you hold at any one operation/station/cell.
When I have moments of doubt, I refer to “Learning to See” ( Rother and Shook), re affirms the basics.
Dave

0

[Ropp]

Mikel Harry was not the founder of the DMAIC model but was the founder of the MAIC model.
 
The DMAIC model was presented to general electric in 1996 in mesa az and general electric loved the define the system part (D) of the model and ran with it. I.e. world wide.
Harry’s organization refused to accept the DMAIC model for several years until it became worldwide.
 
His baby and paradigm was MAIC and he had a very difficult time seeing the need for the D part of the model. Harry deserves much credit for his contribution to six sigma. He is a salesman par excellence.
 
As I worked with Harry he had a very difficult time seeing the systems influence on defect reduction. The MAIC model tended to deal with processes over systems.
 
The D helped to solve that dilemma.
 
Deming understood this weakness in the six-sigma approach to quality. No one that I have found understood variation as well as Deming and this includes Mikel Harry. Harry’s approach as is Juan’s is about putting out fires. Few will understand these words of Deming’s. I.e. few even most six sigma black belts.
 

0

[Ropp]

Contact me at [email protected]. I specialize in this sort of analysis.

0

[Ropp]

Is it dead, the answer is no,should companies have certification, it’s a good question and the answer is no they should not HAVE TO, but in order to gain business it will help, most companies in the UK wiill not let you quote for business, is this right i don’t think so.
This is an intersting post i would like to see how it develops.
 
 Dave
 
 
 

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[Ropp]

Thank you Robert for taking the time to share your experience and good advise. I think I will use the historical data to get an idea for direction but start new experiments to gain confidence in the reliability of the data.
Dave

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[Ropp]

Hi I’ve done both, PM and then SS, and PM does cover some different areas which I think are assumed as understood in SS e.g. project planning, documentation and contents of communication. So from what I’ve seen the SS certidication trumps PM certification.
So unless you like taking exam and sitting infront of boards I wouldn’t bother with the certification sidebut doing a course if you think your weak in this area is probably a good idea.

0

[Ropp]

Those parts of GE still doing SS use a on-line exam. This works well as it asks questions from a large base of questions so you never sure of what questions you are going to get and only the central group knows all the questions are in there.
This works well but as Ron says if you had paper versions you’d have to keep changing them and doing them in groups.
On courses some pre-training was on-line/electronic but the main parts are class room based.

0

[Ropp]

My experience was with GE in the UK taking on external people into BB roles. Here we took on people for experince of industry and skills as we could then train them in the our flavour of Six Sgima and Lean and not have to break any bad habits.

0

[Ropp]

While GE Money had a GB program of certification they did require the candidates to pass a test.
I’m not sure how usfull they are but as long as they’re open book your testing their knowledge and not their memory which always best. At the worst they will one indicator of how effective your training is.

0

[Ropp]

When I’m hiring I tend to look at what someones done. Getting a certificate wouldn’t help until you’ve shown you can use it.
I’ve actually hired and trained people without certfication if they’ve proved they can make improvements.

0

[Ropp]

Eugene,
Your instructor was incompetent. You were right to question the answer. Reflects the level of training available I guess.The within and overall calculations are different. The within is simply estimated by the control chart method. So even with subgroup of one, the average moving range (with proper unbiasing factors included) is used to give sd(within). The sd(overall) is calculated by the RMS formula for sd.This answers the original posters questions also.While you can have in some data sets sd(within) larger than sd(overall),in general, within is smaller than overall and is considered to reflect short term variation. It is used to calculate Cpk. Overall, reflecting total variation is used in the Ppk calculation.

0

[Ropp]

Tried all that.. actually been to that page I’m not sure what I’m doing wrong.

0

[Ropp]

Here is my email address that I forgot to put into my post
[email protected]

0

[Ropp]

If you are still sending out the funny lean videos,  I would like to have ones to use with our in house training.
Thanks,
Dave
 
 

0

[Ropp]

Helper:
Please send a copy of your Sample Size document.
Dave
[email protected]
 

0

[Ropp]

I’ve used WinSmith before but the interface has always been a little awkward and non-intuitive. Right now if nothing else I’m looking to buy a copy of that.What I’m more interested in is a package that also does does MTBF prediction. I’ve recently moved from a company that makes mostly mechanical products to the electronics industry and I’m finding that it’s all but impossible to do reliability prediction manually or using a hodge-podge excel tool for electronics. The calculations are pretty simple when you’re talking about less than 50 components. When you have literally 100’s of PCB board components, soldered joints, you need a software package that can do block modelling.

0

[Ropp]

Hi hacl,
The data cannot be transformed. The best fit distribution is log-normal. Yes, the Cpk can be calculated with log-normal distribution.
I would like to understand on what is the potential error or assumption to be made to calculate sigma level for non-normal data, since the sigma level is derive from a normal distribution.
Thanks!

0

[Ropp]

Hello Idar,
I am working myself as a certified BB in L6S. Some my comments may seem simple to you but my experience shows it is really talking to the people.
I suggest you measure :
1) the process cycle efficiency (value added time divided by overall production time). You will find benchmarks according to the processes on the internet. For example, for manufacturing, 25% is world-class and 10% a classical value. It will talk to people if you are at 2%…
2) Measure Overall equipement efficiency (OEE) for bottelneck or constraints on the production line. You will then identify that your equipment is only making good products 60% of the time (85% being world-class for automotive). Draw it on a board and challenge the teams for improvements.
3) Do not do “Lean” for the sake of it. Identify first the process and areas that creates most value to customers (help from finance).
4) If your factory is Lean , ideally, anyone entering your plant should understand the processes just by looking at the plant (visual management and plant layout).
Dave
 

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[Ropp]

To answer your question:
 
 
What type of questions are you asking?  (True/False, 1-5 scale, etc)
What is your desired confidence?

0

[Ropp]

To answer your question:
 
 
What type of questions are you asking?  (True/False, 1-5 scale, etc)
What is your desired confidence?

0

[Ropp]

Hi All,
We are Healthcare Claims Process company dealing in Payer and Provider business of Revenue Cycle Management. We are trying to implement Six Sigma Process Standards with our current process.
If anyone there who have extensive experience in Six Sigma Project implementation, please help me out with some guidelines especially for Claims Processing Process. If anyone share his/her project will be really boon for me.
Looking forward for valuable inputs/suggestions.
Best Regards,
Dave S.
[email protected]

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[Ropp]

If you have one, please send it—thank you!

0

[Ropp]

I would also like an email with this simulation if possible:
[email protected]

0

[Ropp]

Adam,
   I would like a copy of your Lean Training Simulation.  Please e-mail to [email protected].
 
Thanks,
Dave C

0

[Ropp]

That is exactly what I am looking for.  How much variation and error should I expect from a process that is completed by a human.  Example, a human installs 300,000 screws per shift with a defect rate or 900.  A robot installs 300,000 screws per shift with a defect rate of 1.  Is the human process at it’s expected sigma rate?  Is it worth the time and effort to try to improve the human sigma rate?  By 1%?  10?
What is an expected sigma rate for a human process?  Is there back up for this figure?

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[Ropp]

Check me out,
http://killgorack.hightechhangout.com/images/gr&r-_screenie.jpg

0

[Ropp]

Yes, I probably should crack that book open a little more than I do currently, thanks Erik

0

[Ropp]

Ahh its one of those tables you gotta look up in the MSA book ;0) just needed the direction thanks a bunch, I assume if I use 10 Parts, 3 appraisers, and 3 iterations the subgroupsize is 3, therefore the A2 value I need to use is 1.023.

0

[Ropp]

Thanks Erik,
I know this is a silly question and I probably should know, but what is A2?

0

[Ropp]

Isn’t this related with the level of knowledge, experience, etc…
The color of the belt is a simple prove that you went through a whole line of tests that certify for experience and capability to work on a quality structure and help it improve based upon SS implementations.
Certantly there might be some people around that are not good at this and even so they are certified, however, there’s also a good amount population that really deserve to be called either black belt or master black belt. There’s effor that endorse those titles and I agree with using colors to define degrees.
Warm regards everyone

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[Ropp]

Hi Steven,
Thanks a lot for your timely response and all the advices, indeed I just started reading the “Lean Sigma for Service”, in the meantime I will look for that aditional info you just mentioned as well.
Regards,
Dave

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[Ropp]

Thanks Bower, unfortunately I don’t have that in this case.  My experiment in this case was a 2 factor, but one of the factors had 3 levels.  Could that have made a difference?

0

[Ropp]

Becky,
I have been in the QFD Business since 1988 and I recommend QFD Designer by Ideacore. They just released a Version 5 and they have been around for about 15 years.  The software is very flexible and easy to use.  Last I heard, the cost was about $1200.  Feel free to email me with any specific questions on it. [email protected] . 

0

[Ropp]

Hi Walter,
I would suggest getting ahold of two books to help you with your understanding of applying lean to the IT / Service Transactional world.
Lean for Service by Michael George
Value Stream Management for Leans Office by Tom Shuker
I do this everyday for EDS, and reference these books on a regular basis. 
Dave
  

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[Ropp]

Thanks for everyone’s input. I’ve also come across a book on knowledge transfer techniques that appears to have some good information on the topic.
Book Title: Teach What You Know, by Steve Trautman
 

0

[Ropp]

The mentioned examples are very good. One other is a paper written by Donald Wheeler. You can get it from his website.

0

[Ropp]

Reminds me of the old saying:  those that DO    DO
Those that can’t DO  Teach and
Those that can’t Teach teach Teachers to Teach..
 
Cheers!

0

[Ropp]

I have had experience with the first 3 on the list and would feedback the following:  Ripe4 more of a body-shop operation, pile ’em high, sell ’em cheap (although not so cheap).  Aspire has a reasonable network but I find Justin Blake to be more interested in closing a deal than my operation or the candidate.  Morpheus on the other hand are very different.  Mike Sweatman of Morpheus really takes the time to match my needs to the right candidate, he is the only headhunter who genuinely takes an interest in both the candidate and the client, ensuring that there is an appropriate match.  I find myself interviewing nearly every candidate that he puts forward, unlike the other two and Pacific International where I need to sift through literally dozens of CVs.  However, a word to the wise, only use a head hunter if you are good, damn good – it is in nobody’s interest for a head hunter to place a second rate client into a senior sigma position.

0

[Ropp]

Here’s a 2004 article “Design for Six Sigma at Ford”
http://www.asq.org/pub/sixsigma/past/vol4_issue1/ssfmv4i1soderborg.pdf
It should be called “Design for Failure at Ford”

0

[Ropp]

The snale oil salesmen will always scratch for excuses for all the six sigma failures.  Ford was training thousands of black belts well after 2001.

0

[Ropp]

Idiotinmath,
              I have never seen this man answer a stat question yet, he just post’s the same answers, one day he might be brave enough to do so !!!
Dave
 

0

[Ropp]

I would be interested in the results of your survey.
 
Thanks!

0

[Ropp]

Div , thats “Darth”, if you are a consultant i  am a Toyota Director, thats another dig at a pratt called John who says he works there.
So Div, do you tell the people you work for to come and join this excellent site and develop their skills in the subject.
 But please remain them not to ask a question,as they will feel the true power of the force, from Div
 
 

0

[Ropp]

What crap !
I’ll bet you also believe in the tooth fairy ?

0

[Ropp]

This idiot shows obvious signs of being a six sigma black belt.
p charts don’t have sub-groups you moron.

0

[Ropp]

He does seem pretty stupid … it wouldn’t surprise me at all that he is a MBB.

0

[Ropp]

There’s an opening? Rare.
D

0

[Ropp]

You sound as though you don’t know the difference between an attribute and a variable outside of specification … perhaps you think SS is all about attributes ?

0

[Ropp]

Come on John,
                    I take it the fact you have read what i wrote first, i worked with Toyota, if i was you, i would walk the green mile and not show my silly little self on this web page again, well, what department do you work in, what do you think about kami-shabai, or are you walking around the Burnaston plant asking people who know Toyota, you see, i’m even giving you the chance to tell every one you have worked there for a number of years.
Remenber big mouth, speak with data, i had a go at someone on the web who attacked me when i was asking for help on my second post.
 
 Dave
 

0

[Ropp]

Believe me I’d much prefer that approach, but when you’re among the very first in your industry to pursue it you don’t necessarily have that option.  We do use that as a selection critieria, the response we typically have gotten is that they are willing to do it but haven’t before. Obviously that makes it impossible to audit past performance.  Also it’s not just equipment, it’s our material vendors as well. 

0

[Ropp]

John,
    what are your views on kami-shabai

0

[Ropp]

John,
 My post read”please amaze me and say you worked WITH Toyota, i have”
Learn to speak with data
I too will let the others draw their conclusions on you
so what is your function at Toyota, i will then ask a few of my Toyota mates whats wrong in your life.
 
 

0

[Ropp]

John,
   Why are you talking like this, i did not know how they CALCULATED it so i looked it up on a web page, i was a supplier quality engineer working with Toyota, i would not have been involved in this process, i also had a lot of respect from the guys i worked with there.
 I do not talk BS.
 
 Regards,
 
 Dave

0

[Ropp]

John,
   TPS views value as a combination of cost,quality, and time. Cost is the total expense involved in the delivery of the product. Quality is any deviation from the standard. Time is best captured as the total elapsed process time from the start of a part, or transaction to its delivery.
 
 Regards,
 
 Haz

0

[Ropp]

Steve,
      Why do you spend so much time on this site when all you do is put ss down, please amaze me and say you have worked with Toyota, i have and someone like you would be shown the way out!!!!!

0

[Ropp]

I could only find one of the quotes in the article.   Where is the other one from?
 
Thanks.

0

[Ropp]

Lets face it steve you and Div must know all about two inches

0

[Ropp]

Keith,
    Have a look at a 2-proportion test.
 
 Regards,
 Dave

0

[Ropp]

I was under the impression the airline industry ran at 7 sigma.
 
 Regards,
 
 Dave

0

[Ropp]

Phil,
   You have a good one too mate!
 
 Regards,
 Dave
p.s. i hope i get the beginners guide to english

0

[Ropp]

Hello V,
        In case phil isaround, are we talking to ourselves, i think we have got to him.
 
 Can’t wait for the reply off him!!!
 
 I never thought i would lower myself to his level!!!
 
 regards,
 
 Dave

0

[Ropp]

Phil,
    I tried to have input regarding the capability issue a couple of nights ago, i have read some of your replies, you are rude, in fact you are a twat and hide behind the fact you are well educated in the subject we speak about, i am not and still learnig, but i know i will get there.
I can say without a doubt, you along with div(darth),steve are the biggest prats i have ever had to communicate with, you kill this subject because you like to jump onto others errors,lack of knowledge,i could go on but you and the other two di.k heads are not worth it.
pick all the grammer mistakes out of this post you tnuc.
 
 Regards,
 
 Dave
 
 

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[Ropp]

Yes i agree with the first reply,
                                            If your organisation has a bb or mbb, it is strange that you are able to take on a project at yellow belt, is ther no chance you could be trained to green, you would still need the support from a bb.
 
 Regards,
 Dave

0

[Ropp]

Phil,
     Regarding my post, taking out what the poster said about the scrap, why is assessing capability incorrect on ket processes and then putting them back in control before introducing control charts.
 
 Regards,
 
 Dave

0

[Ropp]

Harathi,
          Regarding the analysi of the data, why not log onto minitab web site and download the 30 day demo, its free. At least you will be able to show some graphical summaries, etc. THE DEMO HAS A FULL HELP SECTION THAT CAN TEACH YOU. I would also as stated start collecting some real time data and feed that into mini tab too.
Regarding the spc, it is important to assess the capability, if you just start implementing xbar charts that are worthless, so again use the mini tab to establish capability of some processes, you will then be in a position to speak with data and try and correct the processes prior to spc implementation.
Hope everything goes well for you.
 
 Regards,
 
 Dave
 
 

0

[Ropp]

You can’t  meet the customer’s requirements if you don;t know what they are.
Just say something to the effect that you are familiar with ppk and cpk and cpm etc. but that you need calarification from him/her to meet satisfy their expectations/requirements.
 
That is all there is to it.

0

[Ropp]

Sid, I have enjoyed reading Michael J. Pestorius’ book “Applying the Science of Six Sigma to the Art of Sales and Marketing” (you can order it through ASQ).  It is easy reading and provides good insight where each chapter applies the DMAIC process to various Sales and Marketing functions. In addition, the reading discusses “nonproject” use of Six Sigma and explains how the judicious application of Six Sigma tools can be used in integrate the Six Sigma methodology.

0

[Ropp]

Wrat,
   The company i work for are about to introduce across both our manufaturing sites, plastics and foundry. I am lucky as i am working with a consultant who trained me to greenbelt 18 months ago and he also assisted me in the first project which was a big success, thereforew having a good black belt is important, we have the top management support, but without it you are doomed. Next is the selection of the belts, this is important and it should not be mandatory, both they and there managers should understand at least 30% of their time is spent on ss, and not just the first project but forever. In terms of project selection, it was quite easy in the foundry as we have a high scrap level coming from a small number of products, albeit , different to manufacture, but project selection is important, getting early success will help to spread the word that six sigma works. Finally, the champion, again they must be trained, understand fully their role and they too will spen 10% of their time on six sigma. If you have a deployment champion, speak with him, it maybe you and get the champion to present the project status at overviews, this will make sure the champion is fully committed to the cause.
 
Hope this helps, keep in touch and we can pass on developments and learn from each other
 
Regards,
Dave
 

0

[Ropp]

John, if you do not want to help, no problem ,but if all you have to do in life is read forums you are a sad little man, you are probably at home all alone by your self, watching cartoons in between writing worhless trash on here, have a sad and lonely life idiot!!!!!!

0

[Ropp]

Its not your fault somebody in the hospital must have dropped the big mouth on his head from a great height

0

[Ropp]

Steve, thanks for the reply, but at green belt preparing to get bb conversion that was little above my head

0

[Ropp]

Hi Ozler,
I would appreciate a lot if you would also include me sending your MSA attribute working sheet.
 
Thanks,
Dave

0

[Ropp]

Champions are individuals that have the courage and leadership abilities to create an environment that will successfully develope/integrate the Six Sigma philosophy. The results will enable the organization to become more competitive and profitable through increasing customer satisfaction.   
 
Dave 

0

[Ropp]

I was informed that it is general knowledge questions that you can find from any intro to six sigma book.
eg. what is DMAIC, SIPOC etc. Let me know how you did.
[email protected]

0

[Ropp]

What exposure does your organisation currently have to Lean Six Sigma?Again, it depends on your organisational objectives, I have worked in organisations that prefer to run DFSS (DMEDI & IDOV) and have continued to run their standard project management framework (CITI & Prince 2)Instant replacement with no previous exposure will surely lead to complications unless you have a strong implementation partner on board, this is turn will cause the exec to grab the comfort blanket (traditional framework)

0

[Ropp]

To calculate sigma: use the fx (function icon) and select “std dev”.  You may need to look around a bit to find it.  Once you select std dev (sigma) select your data range, and hit enter.  Sigma will automatically calculate for you.  Once you have “sigma” you can calculate your upper and lower process range by typing the following formulas in appropriate cells in your spread sheet.
=average+(3*std dev)  std dev – select the cell just used to create sigma
=average-(3*std dev)
This will give you your current process range and hopefully both numbers will be within your process USL & LSL. 
This information can also be used to estimate and create tolerance ranges during initial design experiments. 

0

[Ropp]

What specifically do you need help with? And what resouces are you using for study?

0

[Ropp]

BTDT,
 
I can live with confounding for 3-way interactions but probably not for a main effect and 2-way interaction.  Can you post the structure you’re using? 

0

[Ropp]

Would it be possible to set it up manually and use Minitab’s ‘Define Custom Factorial Design’ option?  If so what would the alias structure be?

0

[Ropp]

I heard that there was a golf case study available online – anyone else heard about that?
You can look for trends in the golf scores – I.E Constantly missing Left or Right….
A DOE could be run just as a learning tool…….
Anyone else have any thoughts?

0

[Ropp]

All ASQ tests are based on their respective Body of Knowledge. Usually their certication document has a Refernce Section or BIbliography that will suggest  study material.
After you look at this book selection then ask ASQ Quality Press what the most frequent sellers were to give  you some perpective for your choice of study material.

0

[Ropp]

Thanks for your replies. Actually the one which i am working right now is hard core manufacturing. I came to know that the additional certifications will increase the value in the job search. And moreover as i did my masters in industrial Engg i cant endup my whole life working as a CNC programmer, so once i get an 6-9 months experience i am planning to shift to continous improvement/process engineer. For these things i hope the certification will be really helpful. As far as i know some of my friends who did the certification endup in a good job. So i think it is one of the opening window to get some interview calls.please advise me

0

[Ropp]

MAHESH CHINNAGIRI  what is your email, alternatively my email is
[email protected]
 
thankyou
Dave

0

[Ropp]

It’s important to realize that the Central Limit Theorem is a large sample concept and only applies as n becomes large and only if sigma is known.
Dave

0

[Ropp]

Hi,
In terms of calculating a benefit for the crusher circuit, I would suspect that it all relates back to how the crushers throughput is improved. eg. tonnes per day. Higher the availability or higher the utilisation then a corresponding increase in throughput or additional tonnes for the site will be achieved.
If you can equate what an hour of lost production is equal to then for each crusher failure then a dollar value can be assigned.
email me if you require any additional info.
regards
Dave
[email protected]

0

[Ropp]

If you have a worked out solution to one of the DOE questions I could use as a study example I would appreciate it.
Please email at [email protected]
 
Thanks

0

[Ropp]

This is an amazing post and lots of energy.  TRIZ, 8D, and Six Sigma DMAIC all in a single thread. 
Is there any source to understand the pro/con or trade-offs between the different tools?
TRIZ is very interesting, yet would seem to be difficult to roll-out in a large environment.
Would very much appreciate any help – we’re trying to select a program and implement this year
 

0

[Ropp]

Dorian Shanin
Genichi Taguchi
Philip Crosby
Walter Shewhart
Armand Feigenbaum
Don Wheeler
George Box
David Garvin
 
There’s plenty more but all of the above are solid choices …

0

[Ropp]

The way I see it, 6 sig is process improvement and ISO is simply compliance.  Both are critical.  Good luck with your project from ’01.  Stay in school…

0

[Ropp]

The way I see it, 6 sig is process improvement and ISO is simply compliance.  Both are critical.  Good luck with your project from ’01.  Stay in school…

0

[Ropp]

The answer depends on your role.  Are your responsibilities of an engineer, quality manager, technician, calibration technician, etc.  There’s a seperate ASQ certification for each of those, as well as many others.  You can see details on that by going to (http://www.asq.org/training-and-certification.html).
 
Personally I would suggest that you not go for any certification yet.  If you’re still learning the basics you’re better off getting some experience there first.  I believe all ASQ certifications require a few years of experience in the field, and even if they didn’t they would be difficult to pass without it.  The certification should be part of the journey and not the end goal.

0

[Ropp]

If possible, I would like a copy of the VSM example as well.
Thanks,
Dave
[email protected]

0

[Ropp]

Cp is your process potential, meaning that it compares your process variability with your total tolerance range.  Cpk is the same except it adds in centering.  If your process is perfectly centered around nominal Cp and Cpk would be the same.  If your process is off-center Cpk would be lower depending on how far off it is. 
 
PPAP stands for production part approval process; APQP stands for advanced product quality planning.  I’m not extremely versed in these areas but the difference as I understand it is that PPAP is more for external vendor qualification and APQP is more for the overall goal of designing quality into the development process.
 
Hope this helps,

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[Ropp]

The sources of variation that you’re listing are based on the measuring device, not the product.  Your product tolerance should be determined based on what is needed to meet proper form, fit, and functionality.  From getting the tolerance based on the customer requirements your R&R value is derived by evaluating the sources of measurement error such as those you mentioned (along with the human element) versus the tolerance range.
What made you decide to use tolerance range versus study variation?

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[Author]

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