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Nwajei

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  • #189908

    Nwajei
    Participant

    Robert: Gary is a troll. Plain and simple. His responses are meaningless and inflammatory. I’m sure he has the data to prove otherwise – he obviously has the data to prove whatever he chooses.

    Suggest you just let it go and move on to a more productive topic… Preferably one where Gary won’t be involved. Although, trolls being what they are, I’m sure he’ll step in where least required.

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    #189544

    Nwajei
    Participant

    NineSigma does not invent or develop technologies for clients nor does it get involved in any IP issues around solutions to the RFPs.  As an open innovation gateway, NineSigma essentially acts as a facilitator or matchmaker between corporate clients who need a particular product/technology/expertise and the global technical marketplace. 
    Fundamental to the NineSigma open innovation process and business model is the insistence that responses to RFPs must be non-confidential and non-enabling. Everyone you should take all reasonable steps to protect their IP. NineSigma does not want the IP or be responsible to safeguard it thereby alleviating any real or perceived conflict of interest since we are paid solely by our corporate clients. This non-confidential and/or non-enabling condition is valuable to all concerned for many different reasons including:
    1) it protects the Solution Provider from any real (deliberate or accidental) or perceived (perceived because clients may also be working on something similar internally, unknowingly to the RFP author) improper adoption of any IP.  This is paramount to NineSigma since without a trusting Solution Provider community, open innovation will fail.2) it protects NineSigma’s integrity3) it protects the integrity of NineSigma’s client4) it eliminates the possible tainting of IP held by NineSigma’s clients.  Believe it or not, clients are really shy about looking at ideas from outside for this very reason and thus use innomediary services as a gateway to ensure that no confidential or enabling disclosures are made.5) It eliminates the need for CDAs and all the follow up work it involves thereby reducing time, costs, necessary oversight etc… in effect streamlining the whole process and eliminating any possible sticky situations.
    The goal of the NineSigma RFP process is to first see if there is enough overlap between the sponsoring clients’ needs and any potential solution from a provider. Potential Solution Providers should only present non-enabling and non-confidential information much like you would do when discussing with peersat conferences or first trying to attract possible partners or investors. The materials presented should nonetheless be compelling and should focus on the “what” is being offered not the “How” it’s done.  This can often be done by sharing performance data, video clips etc. and general capabilities of the offeror while keeping key features about the technology or solution masked or generalized. This does not pose any significant risk.  When technologies are protected by patent, of course more elaborate details can be shared without risk.  In the end, if there is good alignment between NineSigma’s client and the Solution Provider, then CDAs, MTAs and any other safeguards can be put in place directly between the two parties so that more detailed discussions can take place.
    Of course, if one has developed a potentially valuable new technology, that person or group is likely to at least file for a provisional patent. Even a do it yourselfer can file an application for about $100 with the USPTO.

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    #183165

    Nwajei
    Participant

    Hi Chris, i was wondering if i could get a copy of your takt time calulator? I am a plant manager in New York and i was hoping it could help me in my daily work. Thanks in advance for all your help.

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    #62328

    Nwajei
    Participant

    Can you fax to me as well. We have been struggling with a disturbing increse in sitter use. Hard to quantify need. Thanks
    Frank 253-697-5075

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    #62327

    Nwajei
    Participant

    Can you share with us at Good Samaritan in Puyallup Washington.
    Thanks!
     
    Fax 253-697-5075

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    #179710

    Nwajei
    Participant

    Pyzdek (Six Sigma Handbook author) has a new offering described at http://www.pyzdek.com/. Has anyone checked this out? The book is widely used and it gets good reviews on Amazon.

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    #179709

    Nwajei
    Participant

    Pyzdek (Six Sigma Handbook author) has a new offering described at http://www.pyzdek.com/. Has anyone checked this out?

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    #177044

    Nwajei
    Participant

    Hi BC,
    Could you please send me the excel file if possible? [email protected]
    Thanks and regards,
    Frank

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    #163102

    Nwajei
    Participant

    thats what i was looking for…dependent vs idependent…that explanation really clears it up in a simplistic way…
    thanks champ!
     

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    #163099

    Nwajei
    Participant

    wait a minute, you can become a black belt online now? LOL

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    #148969

    Nwajei
    Participant

    I’m sorry, I must have missed something.  What is the “great  statistical  discovery” to which you refer ?
    Which 1.5 are you talking about  ?  :

    Bill Smith’s
    Harry version 1
    Harry version 2
    Reigle

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    #140098

    Nwajei
    Participant

    Gillian,
    it would be great, if you could share it with me as well.
    Frank.Wesseler at xerox.com
    Thanks in advance,
    Frank

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    #60938

    Nwajei
    Participant

    I am currently working on the implementation of EDC as part of our Lean Six Sigma program and realized that most of your problems will be eliminated by some sort of EDC.
    Data is entered at the physicians office and checks are implemented to make sure that, missing fields are not allowed and mistakes are corrected before the data is send into the database.  I am documenting a lot of time, money savings and improved personnel efficiencies.

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    #60934

    Nwajei
    Participant

    We are a stand alone 300+ bed facility in East/Central Alabama.  Likewise, we have not officially fielded SS, but my team of five uses a SS roadmap when our dept. (called Process Management) works projects.  We focus on operational issues (like Pt flow and throughput – in the CCL or ER for example) as opposed to clinical issues.  We have a different dept. for the clinical issues.  Likewise here the overall organization uses PDCA.  My team is really a group of SS BB’s doing cross functional projects. 
    Are any of you looking specifically at Labor Productivity?
    Frank

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    #56874

    Nwajei
    Participant

    Wallen
                      Am interested in looking for more info on companies in Ireland, would you be able to give me direction where you go to find info?.
     
    Thanks
    Frank

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    #60713

    Nwajei
    Participant

    Hi Ken,
    Please send me a copy too, thanks.  [email protected].
    Frank

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    #60605

    Nwajei
    Participant

    Hi Kunal,
    I have also been in data management for sometime now and asked the same question some months back.  It seems no one has actually developed materials for CDM.  As you are aware there are many processes within CDM that can benefit from six sigma.
    Maybe we start putting something together.
    Thanks.
    Frank

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    #121754

    Nwajei
    Participant

    Hello, This is really I am looking at. Could you send me a copy to [email protected]. Thanks a million!!!
    Best RegardsFrank

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    #121453

    Nwajei
    Participant

    Got it! Will do both histogram and T test to see the difference. Really appreciate your help. :o)
     

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    #121445

    Nwajei
    Participant

    Stan, thanks a lot for the help.
    Let’s asssuming scenario as this: lowest negative value -9, my project lower specific limit is 5. To calculate Z value I need to do below:
    1. Add 10 to my all data to transform data to be positive
    2. Box Cox transform data to normal distribution….. transformed data available.
    3. Use step 2 transformed data  to calculate Z value.
    Question: because I add 10 to transform my original data to be positive. When performing step 3, what is my lower specific limit? still 5, or 15 (5+10)?
    You are right Histogram is another tool to compare before and after process. Still curious if I can use two sample T test? If yes, my after process data are all positive and normal distribute. I need to compare my new data to step 2 transformed dat, right?
    P value is really a good sign to show statistical difference.

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    #118858

    Nwajei
    Participant

    You still haven’t answered his questions!!  What is a better tool.

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    #117697

    Nwajei
    Participant

    Chris,
    You have hit the cord when saying “you set the criterion based on severity of wrong decision, good or bad.”.  Kind of like evalutating a risk reward ratio.  In my particular instance, the important question is “what is the risk of being wrong considering the continengy plans that would mitigate the effects of being wrong”
    I’m not familiar with the signal detection theory and I’m not sure how to use it but I will research to see if there is a simple application I can learn from.
    Appreciate your input.
    Kind regards,
    Frank
     

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    #117461

    Nwajei
    Participant

    Chris,
    thank you for the response.
    It’s not a question of validity of the measurement system.  Here’s an elaboration.  If I determined that the root cause of a defect was the incapability to identify it as a defect (yes/no or go/no-go) and to validate that, in fact, it was a cause then I would need a statistical method to associate the cause to it’s effect.  The effect, if I am right, would be the yield of good units or the throughput would increase in statistical and practical significance.  It’s intuitively obvious that it does, since by simple definition and application has increased the yield but is that good enough as validation? I don’t think it is because here’s the kicker, anyone can then challenge me with a question like…”how sure are you that your measurement system (which is a screening mechanism) is overly generous (yield more that it really should or passing units that shouldn’t pass) when you never had a base for “good” to begin with?”  What I do have is emperical data from “good” units behind which I based my definition and established the measurement criteria, How can I associate that data (which is not normal) to an way to validate that the criteria is statistically valid (if it can be done at all)? 
    I can be more specific.
     
    Thanks again….Frank 

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    #107506

    Nwajei
    Participant

    Bill,
    your example is an excellent way to illustrate the relationships between the distribution curve and the control limits of the n and np charts.  From a very pragmatic point of view, the assumption that p is constant throughout the process, really limits it’s application succumbing to applying I-charts. This is the reason I seldom use n and np charts.
    What are your thoughts on C and U charts as it relates to Poisson and is not affected by p and n, rather than by the mean?
    I appreciate the insight.
    Frank

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    #107337

    Nwajei
    Participant

    Jim,
    thanks for the reply. What you are referring to is the “roadmap” of the strategic objectives/mission.  Unfortunately, (in my humble opinion), we have no shortage of executives that can tell us what the company needs to do to attain financial targets but very few that have the leadership and even the courage to take on the risk of developing a well though out “roadmap” (the “how”).  Unfortunately (again), they resort to the “magical” Six Sigma to give them those insights but only for their short term view and objectives.
    This is why I emphasize and re-emphasize the “C” of DMAIC.  It is because of the control mechanisms implemented do the processes become more permanent and hopefully ingrained into the culture of the company.  I often emphasize the requirement (not just need) that the controls mechanisms established in the “C” of DMAIC be linked to the job description of the process owners.  In all my training, I never heard how the Human Resource department should be linked as a critical stakeholder to ensure more permanent implementation of key processes that will sustain the gains.  Without this critical piece, you have mere “short sightedness”.
    Thanks again for your thoughts.
    Frank

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    #107217

    Nwajei
    Participant

    Thanks “seen it..”
    That certainly helps clarify the notable differences.  I’ve cut a paste it into my library of important articles.
     
    I appreciate the input.
    Frank

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    #107216

    Nwajei
    Participant

    Thanks Chris…so there really is no connection to the formula except to say that the probility distribution and the n and np chart elements have the same conditional requirements.  That’s my take.  thank you

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    #105051

    Nwajei
    Participant

    Folks,
    Why could an organization need a Master Black Belt? Obviously, to coach and train BBs and other belts and in addition to lead top priority projects. He/She has also a role to remove barriers and maintain collaboration of executive and project type works.
    Deployment Champions should act differently, i.e. must champion the deployment. It means recognizing the organizational gaps, need for project execution resources and support the buying in the methodology.
    In spite that many managers consider SS as a tactical initiative, it must not be something like favour of the month. Nonetheless they have the fear of loosing the control and the need for their excellent firefighting skills. – More recently you may read the article about the mother of a fireman who made several fire in her town as she were afraid of her son’s loosing the job. That is somehow same situation.
    One more point is the synergy of different intiatives. ISO, TQM, Lean, 5S, Operational Excellence, SS etc. should support the company strategy (and tactical initiatives) in synergy. Are they well structured and not in competition? If not, resources are shared and the focus can be difficult to adjust. In such a situation you probably need a full time manager to cope with the issues. It could be MBB, DC, OE manager for multiproject managing job, or so.
    I hope this is a contribution
    Frank

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    #103331

    Nwajei
    Participant

    I spent 3 years in Japan studying a Master of Science Degree in Company Wide Quality Control, and never heard about “six sigma” by itself, however, all the techniques I learned in Japan I am applying when I came back and got my Master Black Belt certification.
    In japan, they don’t call us black belt, the call us Quality Engineer, but the methodology and technique is much more advanced than six sigma beacuase they excell in  team work ,discipline, and customer service even in any grosery store.
    Thanks
    Frank

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    #103330

    Nwajei
    Participant

    I spent 3 years in Japan studying a Master of Science Degree in Company Wide Quality Control, and never heard about “six sigma” by itself, however, all the techniques I learned in Japan I am applying when I came back and got my Master Black Belt certification.
    In japan, they don’t call us black belt, the call us Quality Engineer, but the methodology and technique is much more advanced than six sigma beacuase they excell in  team work ,discipline, and customer service even in any grosery store.
    Thanks
    Frank

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    #102512

    Nwajei
    Participant

    Chaos Nut – and you now quote Freud?   Are you also a Freudian Nut?  At least you now provide citations and don’t, by their absence, lay claim to wisdom that you don’t possess.  And, now that I am duly edified, your point in this posting was? 
     Please, if you post in the future, keep the same forum “name” because others could then use EVE (Essay Verification Engine) to help you assess the originality of your thoughts – as a service to both you and the forum because you appear to have some difficulty there.  Frank

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    #102469

    Nwajei
    Participant

    Chaos Nut – you really are a nut.  I am really disgusted with you.   You profess to know complexity theory but you plagiarize your postings.  I knew that I had read what you just posted somewhere else – and I found it.  You lifted it entirely (verbatim) from Energetics as Self-Organized System: Methodological Aspects, by R. Siugzdaite and S. Novas as, from the Lithuanian Institute of Mathematics and Informatics, published in 2002.  You fraud.  Before you start claiming to be one of the two authors – be very careful.  I know that you are not.   I also want V. to show us his analytics, but you, sir, are a fraud.  Chaos Nut, indeed.   You are no scholar.   Get off the forum shyster. 

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    #102454

    Nwajei
    Participant

    V.,As a thought, since many are coming onto this forum asking for assistance with day-to-day problems using proven Six Sigma analytics and you are offering an alternative approach – work function.  Why don’t you answer their questions using a parallel approach, first by going ahead and applying routine Six Sigma analytics, e.g., Chi-square, regression analysis, ANOVA/ANCOVA, etc., explaining why you chose the method and what the analytical results are, and then, using a parallel path show in detail the work function application and your results – performing a subsequent correlation analysis between the results of both methods describing the plusses and minuses of both methodologies.   Whether in pure scientific research or routine engineering problem solving – data speaks and rules the day.  Or it should anyway if we are as data driven as we profess to be.   I, for one, would applaud your stepping to the plate and performing an open head-to-head comparison.  Pick a good question and provide a good analysis.  Thanks in advance for your positive response and analytical work.   Frank

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    #102436

    Nwajei
    Participant

    Tim F.,I was having enough difficulty tracking with V., who I believe to be a very bright fellow, but your posting really confused me.  What are you trying to say with your incredibly repetitious paragraph structure?   Is there a message within the message?   You could challenge The Rule of Four’s Hypnerotomachia Poliphili for most obtuse communiqué.    And I don’t mean that as an insult. Frank

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    #102426

    Nwajei
    Participant

    V., I’m beginning to see the juxtaposition of our thoughts.  The thinking is along a somewhat common line, but you are taking the literal and deriving theory and I am attempting to move from theory to the literal – and not doing it as well as you have, I must note.  Interesting.  As in naturally occurring dendrites versus “unnaturally” occurring mathematical fractals – resultant shape sameness notwithstanding.  Perhaps further analysis will meet in the middle.

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    #102422

    Nwajei
    Participant

    (“been whacked” is getting a little old, so I’ll use “Frank”, it’s as good as any and easy to spell)
     
    V., you are too smart a guy not to know this, so as I feel compelled to walk down this path of exploring your response, I feel a bit like I’m walking into a set-up, but venture into it I will.  You espouse the contributions of dendrite analysis over fractal analysis, but since Julia sets formed from the tentacles of the Mandelbrot set are dendrites, where do you draw separation and distinction? Is the dendrite merely a subset of the fractal? As a materials guy you know that MnO2 dendrites grown on Solnhofen chalks are examples of geochemical fractals in sedimentary rock – ergo becoming dendrite-fractal representatives, which goes back as an analogy to your space exploration example.  The fractal is the graphic depiction of many different formulaic approaches to analyzing complex dynamic systems.
     Regarding your offer to co-start a forum dedicated to this line of thought or to develop a workshop, I would be a devotee of your forum and would like to attend your workshop, but we are already close to the extent of my subject matter comprehension and I am not qualified to help.  Intriguing thought though.  Thanks

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    #102199

    Nwajei
    Participant

    Stan,
     
    Would you agree that a portion of your effectiveness in an organization is based on how you are perceived by your organization?    And, if so, would you agree that it’s better for you to know how you are perceived than to not know how you are perceived?     Better in that if there were negative aspects of your personality or delivery that were getting in the way of your being as effective as possible, and you chose to be introspective enough to apply the information that you received, that you could take proactive steps toward personal improvement – that might also fulfill organizational improvement objectives?
     
    My 360 to you –
     
    You, in my opinion, personify exactly the dichotomy that I am referring to.  If I can explore this just for a moment without inflaming subsequent responses beyond repair, you have a wealth of technical knowledge, an obvious willingness to share your knowledge (on your own terms), and have an enviable breadth of experience.   But, you lose almost as much as you gain in the way you respond to questions and input.   You are abrupt and sarcastic and while that can be entertaining and can tell others that they should be using elementary research to answer their questions versus bothering the forum if people have to continuously overlook your delivery to find the nuggets of wisdom, and there are quite a few there, you are not being as effective as possible.   You have the chance to be an organizational thought leader, our Yoda, but you opt instead to be the organization’s irascible protagonist.   No one says you have to be, or should be, Yoda, but if you wanted to be you could be, but you won’t be because you, by choice, are a prick.   Now if you wanted to be Yoda, and had no idea why so many people named Mike choose to challenge everything you say, regardless of their lack of substantive topical comprehension, maybe a really direct and well-administered 360-degree feedback would give you that piece of introspectively useful information that you needed to become an aged alien Six Sigma reference point – our Yoda.   Just my opinion, I could be wrong.
     Frank

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    #102142

    Nwajei
    Participant

    Ghero – I fear that your concerns go much deeper and broader than 360-degree feedbacks.   They (360’s) are just a tool, use them or not, value them or not, it matters not.   Don’t get emotionally caught up in what is really just an esoteric debate of little consequence with folks picking at each other.  And I say that not only as a blowhard egotist but also as a swarming engineer fresh from the pool.  Frank

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    #102132

    Nwajei
    Participant

    It is obvious that Mike Carnell has not fared well in the 360-degree feedbacks that he has had in the past.   It is possible that some of the traits that might be useful to a Six Sigma deployment leader, e.g., non-compromising, headstrong, pronounced sense of unerring judgment, etc., would not necessarily rate well in 360-degree feedbacks.  Of course the negativity associated with the use of 360’s might well abate if Mike Carnell, Stan and Darth got together and rated each other – formally that is, not just in-forum stroking. 

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    #98803

    Nwajei
    Participant

    Follow this link for a list of US Six Sigma companies:http://answers.google.com/answers/threadview?id=289758There are plenty of multi-nationals there which also have a UK presence – Good luck!

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    #94589

    Nwajei
    Participant

    Kapil,
    One root cause in my project is that there is no measurable performance metric that aligns to the product spec of the machine performance issue we are addessing.  Developing and testing this new performance metric has allowed us to measure the real effectiveness of proposed enhancements for a specific and key functional attribute that has contribute to customer dissatifaction.
    I am a strong proponent (and my team has recommended) that the metric get’s incorporated into the product spec document and is review as any other design change is reviewed.  Others have suggested making it part of Quality control which I oppose. 
    I also see it a precursor to launching new products (essential req’t for the product development process) which is another recommendation I will make on behalf of the team.
    As you alluded, if we could preempt the prospects of defects by defining the appropriate metrics upstream (in design) we can avoid costly inspection processing downstream however engineering has demonstrated some resistance since we now have a way to measure the effectiveness (or ineffectivenes) of their proposed solutions and the impact to the customer.
    Thanks again.
    Frank

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    #92982

    Nwajei
    Participant

    Lean is dealing with “time and movement” of people, information, or product.  DMAIC is a problem solving methodology for fixing things, and the application of statistics to do that, than using SPC to assure a state of control. 
    They go together like bacon and eggs.  Ususlly you want to lean out a process and get all nonvalue added steps out before you optomize it.  Why optomize something that adds no value or, you shoulden’t be doing in the first place.

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    #92965

    Nwajei
    Participant

    thanks for your input Phil.  I think I can offer some clarity.  If I want to compare data from a population of machines that have been upgraded (refer to as Upgrades) to a population of machines before the upgrade (refer to as Baseline) and I have a performance measurement (my Y response variable) which is not normally distributed (as is measures % failures), the transformed data of both combined doesn’t past the normality test, however if the transformed data between upgrade and baseline is close enough to call it normal but have different lambda values, can I still use it?  I don’t believe so since I’m comparing apples to apples.
    BTW I have used the Mann Withney test and believe that will lead to the eventual outcome.  I appreciate your thoughts. 

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    #91498

    Nwajei
    Participant

    Statman,
    Thanks for the clarification. Yes, when the measurement process is complete (the sealing measurement process is a long and tedious one by which we are approximately half way complete), I will have 16 conditions, therefore 16 Y variables by which I can plot a (hopefully) normal distribution and assess the variabilty element relative to the other envelope types (by which are 15). 
    Just an overview of the experiment.  I view the experiment as two DOEs with the following discernable factors…
    Transport Speed
    Transport Mode
    Machine number (#4 vs #5)
    This experiment is repeated after the machines have been upgraded to an improved(?) engineering design level and measured the same way. I refer to the first experiment (pre-upgrade) as the “baseline” DOE.  Sort of like a “before and after”.  One could consider this a factor but since we could not randomize this dimension of all the combination (as the identical machines were upgraded in the lab and ran immediately following the baseline DOE).
    In both cases (upgrade and baseline DOE) we ran samples of 15 media types (or envelopes, as I have been referring to).  I can view them as factors as well except to say that in each configuration, the media types ran in the same order (media #1, #2, etc).  However, the variety of media type tested will allow me to discriminate which type of data to used to analyze a specific condition or configuration, thus the question on how the measure variability of non normal data in relation to each media type.
    I appreciate your interest in the experiment and your input.  It was certainly most helpful and I will keep you updated as we progress (if that is OK with you).
    Kind regards,
    Frank

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    #91400

    Nwajei
    Participant

    Thanks Statman,
    I’m not sure if I understand how I would use that formula but I’ll give it some thought.
    However, on another thought, if I have 16 samples of 50 and took the mean and std dev of each (16) and plotted the histogram of the std dev and derived a normal distribution, could I then compare it to different envelope types (taking another 16 samples of 50 ea) and state whether one has more variance (of the variance w/in the sample) than the other, thus I would prefer one envelope type data over the other (to measure the effects of a factor)?  I recognize that the std dev with a non normal sample is not appropriate, but it does measure variation considering that all the samples were measured the same way.
    Sorry for the multiple postings as I accidently hit the tab button and inadvertenly post incomplete messages.
    Thanks again for your input…most appreciated.
    Frank 

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    #91399

    Nwajei
    Participant

    Thanks Statman,
    I’m not

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    #91398

    Nwajei
    Participant

    Thanks Statman,
    I’m

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    #91386

    Nwajei
    Participant

    Statman,
    Actually, envelope size is not a factor in this experiment (though one might consider it).  The factors include speed, machine, moistening level and feeding mode.  The envelope variety offers a dimension to analyze the data between standard envelopes, different sized envelopes like catalog or booklets.  I could analyze the effects of each of the factors to the sealing performance of envelopes types separately or in some combination to give my study more credibility.
    Thanks.

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    #89216

    Nwajei
    Participant

    Sorry…hit the post key by accident….Question:What is the best approach to take for investigating potential projects?  My first inclination is to search for “a problem”, then find the process owner, discuss it with him/her and determine whether the six sigma DMAIC proceess applies.Any thoughts would be appreciated.Thanks…frank

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    #87849

    Nwajei
    Participant

    You can, however, before certification is obtained, you have to go through the required training.  It helps that you have an statistical background and knowledge, but they alone will not be sufficient to know how to properly apply the methologies/tools used in Six-Sigma.  Once training is completed, you will need to apply it to real situations where improvement is the final goal.  There are different definitions for achieving green, black, or master black belt status, but for the most part they deal with the number of projects successfully completed and the gains achieved.  Good luck,
    Frank

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    #78850

    Nwajei
    Participant

    I  am also new to Six Sigma and will need to work with our call center.  I agree that call time should not be measured, but what about wait time ? 
    Also, what about the voice of the customer ?  Should we use survey’s / mystery shops to quantify the level of service ? 

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    #77799

    Nwajei
    Participant

    Mike,
    I have the assignment to develop customer dashboards for our project management team.  In addition to the previous notes I am concluding that the Six Sigma effort for dashboards is not only in developing the CTs for the customer, but the CTs for the dashboard process itself.  Then, the successful process will reliably steer to effective customer CTs.  i.e.  how do we engage the customer.
     

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    #75873

    Nwajei
    Participant

    Two ideas to consider.
    What is the measurement you use today for productivitiy?
    You may want to consider running a Buck-Schmeredan test to determine the strength of the relationship between the reduced variability and increased productivity.

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    #71318

    Nwajei
    Participant

    So, SBTI seems to be one of the more popular training consultants.  Why?  What about BMG or GPS?  Are the costs lower, or is the quality of instruction higher?  I saw a post that said that some training can be as high as $40K!  Tell me this isn’t the case with all Six Sigma Training

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    #68814

    Nwajei
    Participant

    Use DMAIC. i.e. define performance metrics that can be measured, analysed, improved and controled.  Send me a private note and I’ll show you an example.

    0
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