In manufacturing the benefits are widely known and accepted, I have found that in the service or transactional areas there is far more skepticism and the only way I can get buy in is by demonstrating over and over the benefits.
Contrary to an earlier post I have found that data is much more difficult to get hold of and one of the first things w…[Read more]
Bob (5th Feb) provides great advice. In getting the process map together I would also suggest drawing a Spaghetti Chart of the movement and staff and patients … and then look at the reason for the movements.
In addition, segment the patient types if possible and analyse the time required to manage each type. You could also segment the staff…[Read more]
I wouldn’t get too disheartened by shooter’s negative comments, it is perfectly possible to do a VSM for what you are describing and get some great results. Just one word of warning though, think of doing the map for a process or group of processes rather than for a department because you will find that to get the most out of the VSM you must…[Read more]
Another metric I have used is % receivables current. I like this metric because it is very easy to understand and is not influenced by factors like fluctuating sales. It is also more controllable for the folks doing the collecting and allows you to get some of the low hanging fruit. You can have a direct impact on this metric whereas days sa…[Read more]
I have used many of these games and find the cup game particularly useful especially with manufacturing teams. However when training transactional folks I find that they can get ‘switched off’ when faced with manufaturing examples. The common complaint being, “I know all this works in manufacturing but how can it help me”. To get ar…[Read more]
The process of reducing stock in a production process normally involves a few things and I’ll try and give you the relevant terminology.
1. Mapping the process using Value Stream Mapping (VSM)
2. Create Flow (smooth movement from one process to the next with no delay to create flow processes need to have similar Cycle Times)
3. Using Pull…[Read more]
If you only have limited resources (as most companies do) I would implement Lean first and within 12 months start with 6-sigma. The reason for this is that when we started 6-sigma we actually found that around 50% of the projects identified did not require 6-sigma but in fact lean techniques. My company had been doing Lean for a number of y…[Read more]
Whilst I agree that a Mann Whitney test should be used in this case, I have one question. Did you expect one set of data to be normal and the other non-normal?
I often have trainee BB and GB asking similar questions, but when we look at the data find that the non-normal data set has too few samples and then when more samples are collected it…[Read more]
You do not have to be an expert in the industry in order to be successful as a BB or GB. what you need is to be a great project manager, be open minded and follow the process. there will be plenty of other experts in the business, it should be your job to guide them to improve their processes.
In all industries business is a series of p…[Read more]
Do you collect data on your supplier’s quality issues?
If you do then you could present this to the supplier and challenge them to improve on it. If you don’t think they have the capability to improve on their own then offer your services in the form of coaching with problem solving or other tools. If you can show them a win win situation t…[Read more]
no, no, no, no, no.
TAKT time is the rate of demand of the customer it has nothing to do with your capability to produce at this rate.
read EdG’s response I’d give him an A for his response.
Purchasing is a great place to practice Lean and 6-sigma. I know a colleague who found that when he mapped the purchasing function in his organisation he found that there were 80 separate steps with an 6 different handoffs between departments and up to 6 levels of approval. Now tell me there’s no waste or variation in that process.
In fact its more than suitable, its perfect. If your company is anything like the one I used to work for you’ll already have loads of data being collected, not just on the outputs but the inputs too, this is a luxury many of us in other industries don’t have. We know what comes out of the end but not what pressure, temp, flowrate we used to get it.
I might be being a bit simple here but:
1. have you control charted your data yet, old versus new to see what it looks like (Xbar , S chart). Does it even look like it might be different?
2.A means test such as ANOVA and test for equal variance should tell you statistically whether you have changed your process or not.
Whenever you can, plot…[Read more]
A couple of thoughts:
have you tried control charting your data (I would use a p-chart I think percent lost calls) You could do this for all the data on one chart and then stratify it (split it into individual days and plot all the Mondays on one chart etc) to see if there is a difference between days.
You could also try some sort of…[Read more]
create a matrix similar to the cause and effects matrix with your projects listed down the side and business requirements accross the top, weighted for improtance. Then score each project against these criteria. Remember you will need a mixed group to score the projects to get a balanced view. You will then have a clear idea of which projects a…[Read more]
Focus on the lean tools first as there are so many low hanging fruits out there that don’t really call for all of the statistical analysis you may be used to in manufacturing. The main thing I use data for is to prioritise actions and to back up the feeling that there is a problem with data. It’s amazing how many people in the transactional sid…[Read more]
Sea replied to the topic Control Chart – 8 points in a row in one of Average in the forum Europe 14 years ago
the theory is all well and good, but you need to look at this more practically.Do you have an issue? Maybe maybe not, if all the 8 points were above the centre line then you probably would have because the variation within your subgroup would have increased. As all the data points are below the centre line things may be looking up. Have you m…[Read more]
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