iSixSigma

Howard

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Viewing 12 posts - 1 through 12 (of 12 total)
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  • #162217

    Howard
    Participant

    Ok, what is the difference between the Taguchi methods and Six Sigma methods?

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    #162211

    Howard
    Participant

    Too bad you didn’t get a % of the $ saved

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    #91506

    Howard
    Participant

    I’m not sue what you mean by a weight count.

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    #87770

    Howard
    Participant

    I tried putting myself in you shoes as I read your message.  It seems the problems is restriction.  But, random and moving problems that cause restrictions at various points in the process, day by day.
    It sounds like the kind of moving target and wandering restrictions introduced by equipment unscheduled maintenance downtime.  What percentage maintenance downtime occurs monthly?  Very cost effective measures can be taken to eliminate most unscheduled downtime.  Then start.

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    #78875

    Howard
    Participant

    I had a project on compensation plan design of an acquired Asian company in order to drive bottom-line improvement (Define).
    I collected salary info & sales/margins per sales rep (Measure). 
    I carried out regression analysis on compensation paid (Y) with sales (X1) & margins (X2) performance, and found that there was low positive correlation between Y & X1 & negative correlation between Y & X2.  Compensation plan is more related to seniority of sales rep instead of their contributions (Analysis). 
    I designed compensation plan with high variable portion & put margin performance as one of metrics (Design).
    Then I used compensation & sales/margin performance data by sales rep for 2 quarters to re-assess correlation of Y & X1, X2 (Control).
    Quite simple but interesting project, I think, that can be completed quickly.
     
     
     

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    #78815

    Howard
    Participant

    I think the SIXTH step can be … Institutionalize

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    #78782

    Howard
    Participant

     I got a couple of thoughts if 6S is incorrectly executed …
    quality projects don’t tie to companies’ initiatives … strategically ineffective
    *  many process/business metrics … loss of focus for process/product mgt
    *  people only focus on their own areas to define the scope of quality projects.  It may be easier for project completion … duplicate & disconnected processes
    *  seek for number of projects closure … waste of resources
    *  carry out DMAIC & DFSS on internal processes, see things from your view, not customers’ view … can’t improve customers’ satisfaction
    What’s your thought?
     

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    #78745

    Howard
    Participant

    Kathryne,
    I don’t have any practical experience on how to bridge IT to different functions.  But I read some articles relating to Habermas on social evolution … that may help you to understand the mechanism to drive the change.  I’ve used Habermas’ model as conceptual framework on six sigma implementation in service operation division in one of my studies.
     

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    #78744

    Howard
    Participant

    Todd,
    I suggest that you can look at two areas first …
    *  Integration framework … you can read “Making the Deal Real – How GE Capital Integrates Acquisitions” from HBS (Jan/Feb 1998).  It’s an interesting article to give you rough ideas about post-acquisition integration by GEC.
    *  CTQs … Execution CTQs (common to all integrations & can be tracked regularly, e.g. execution completion %, budget, action item slip ratio, financial performance, etc.) & Operational CTQs (key to operational success & can be identified in DD process, e.g. skill retention, customer retention, installed base penetration, part delivery, customer satisfaction, etc.)Let’s think about your CTQs, then set measurements, analyze the processes/systems, and priorize your quality projects.

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    #57971

    Howard
    Participant

    Dev,
    I’m not familiar with VC, but I’d like to list out some potential CTQs for brainstorming
    Selection:  Clarity of strategy (specialization … industrial or geographical), Increase in quality & quantity of funnel, External awareness to your Firm, Professional conduct, etc.
    Valuation: Timeliness in DD & deal closure, Investment rate of return, Predictability/Accuracy of cashflow forecast, etc.
    Monitoring (i.e. portfolio & account management): Risk/return balance, Liquidity, Value-added services (e.g. management services, advice to the Board), Communication among all stakeholders, etc.
    When you translate your CTQs as above to business/process measurements, you can understand which processes you should focus on, and then prioritize quality projects accordingly.
     
     

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    #78741

    Howard
    Participant

    Dev,
    I’m not familiar with VC, but I’d like to list out some potential CTQs for brainstorming …
    Selection:  Clarity of strategy (specialization … industrial or geographical), Increase in quality & quantity of funnel, External awareness to your Firm, Professional conduct, etc.
    Valuation: Timeliness in DD & deal closure, Investment rate of return, Predictability/Accuracy of cashflow forecast, etc.
    Monitoring (i.e. portfolio & account management): Risk/return balance, Liquidity, Value-added services (e.g. management services, advice to the Board), Communication among all stakeholders, etc.
    When you translate your CTQs as above to business/process measurements, you can understand which processes you should focus on, and then prioritize quality projects accordingly.
     
     

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    #78735

    Howard
    Participant

    Todd,
    What’s the scope of your project?  Deal review process or post-acquisition integration framework?
     
     
     
     

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Viewing 12 posts - 1 through 12 (of 12 total)