iSixSigma

Ronald

Forum Replies Created

Forum Replies Created

Viewing 86 posts - 1 through 86 (of 86 total)
  • Author
    Posts
  • #187813

    Ronald
    Participant

    If six sigma does not provide value enhancing causation, then why should any company spend the time and effort?  Those that claim six sigma saved Dupont $3 billion are mis-led, are you suggesting they wouldn’t have achieved any cost reduction without six sigma and what was the ROI on that six sigma investment?   While Dupont was reducing cost by $3 billion what happend to their stock price?  Where’s the innovation and competitiveness?   Those that claim $3 billion in cost savings is somehow a justification of on-going erosion of a once great company are indeed mis-led!
    Stop the chest-beating black belts and create businesses which are sustainable and globally competitive, then you’ll deserve some credit.  Taking a 6-week on-line stats course is not worthy of accolade.  If six sigma is not related to the stock performance, profiability and value of a company, then why do it? 
     
     
     

    0
    #59486

    Ronald
    Participant

    Hi,
    Is it possible for you to send me the card drop game for a six sigma training class I am setting up for next week?
    Thanks very much!
    Regards,
    Lee
    [email protected]

    0
    #176705

    Ronald
    Participant

    Can anyone provide an Excel Shhet with D2 valuse in for subgroups of n=2 TO n=100

    0
    #171893

    Ronald
    Participant

    Please send to me as well.  [email protected]

    0
    #169382

    Ronald
    Participant

    Thank you for your help.  Much appreciated.

    0
    #169329

    Ronald
    Participant

    Do you happen to have CVT that you can share?  They did not have any templates I could download or view on their site.

    0
    #167818

    Ronald
    Participant

    Six Sigma Shooter,  thank you for taking the time to share your thoughts in this detail.  I could not agree with you more and truly appreciate your comments.

    0
    #166658

    Ronald
    Participant

    Which is the best CSSBB Assessment Prep to purchase? Has anyone purchased the sample Q&As you can buy here….taken the test…and found that it was helpful?

    0
    #165029

    Ronald
    Participant

    Thank you very very much.  I hope to repay the favor someday.
    Have a great holiday!
     
     

    0
    #163830

    Ronald
    Participant

    Thank you very much.  That was not something I had considered.  Due to geographical restraints, that may not be an option for most but something I will definately explore.
    Much appreciated.

    0
    #163829

    Ronald
    Participant

    Thank you very much.

    0
    #163448

    Ronald
    Participant

    Sincere thanks for the reply.  The data to be collected is for the house of quality…VOC ranking of requirement priorities.  All of the sample size formulas I find call for a standard deviation in the equation.  There are no defects to be measured…just looking to acquire the priority ranking of the customer in terms of services offered but am not sure how many customers to survey, include in focus groups andor interview.  We have a large customer base…10,000+ and provide professional services.  All customers purchase the same end product but we are looking to re-design our offering and do not want to eliminate anything that may be viewed by the customer as critical.  (i.e.  a local branch vs. a centralized call center, a phone call to notify of status updates on file vs. 24 hr web access and push technology.)
    Any ideas?

    0
    #161820

    Ronald
    Participant

    Jessica- I agree with the others here.  You have really been charged with two things.  The first is to establish a metrics and reporting system around defects in your processes.  This is more of a business process improvement project that may need some changes to defect reporting, data collection, and analysis.  If you already have a good defect tracking system the baseline should be easy (control charts, paretos, etc.)
    The second part of this (defect reduction) will really depend on what you find in the first part.  You may have several projects focused on specific defects and their root causes.  These improvements in cumulative may help meet the reduction target.  If you try to tackle all the major contributiors in one project you will find issues with timelines and focus.  Therefore your statement is really more of an initative or program in which smaller better scoped project should be identified.
    Good scoping of the projects is key.  Once scoped properly, then it will evident on what to do to move forward (process mapping, process measurements, defect analysis, FMEA’s, DOE’s, etc).

    0
    #161815

    Ronald
    Participant

    I have three items as advice.  Each really depend on how far the company is along in its deployment.  I’ll assume that it is early or just beginning.
    The first thing I would recommend is to build a strong strategy for how continuous improvement will benefit the organization.  The leadership may have hired you to help drive continuous improvement but they will want to see how you plan on making this happen.  Include items like project selection processes, project execution, training, and process/change management.  Also, spell out timelines and resource needs.  Set the expectations up front.
    Secondly, either buy or develop strong project champion and process owner training and provide this before you even start with project ideas and picking resources.  I have found that you need to engage this level of the organization first.  They will be the ones to help fill the project hopper as well as sustain the gains.  Explain the DMAIC approach, the roles and responsibilities of project sponsors, belts, team members, etc.  Provide some insight to the tools but don’t get technical. 
    Finally, plan a strategic project selection workshop or value stream workshop shortly after doing the sponsor training.  Ensure that the organization is prepare to do a gap analysis on voice of the business (profitability and growth), voice of the customer (compliants, market analysis, key buying factors), voice of the process (process capabilities and performance), and voice of the employee (Safety, Satistifaction, etc).  Have the leadership present this in light of the organization’s strategy and then have them brainstorm and prioritize project ideas.  From there then start to look for resouces and schedule project execution.
    Hope that helps.

    0
    #155298

    Ronald
    Participant

    I my experience two metrics are used:
    1. Productivity= units per paid labor hour (a measurement of labor efficiency).  This should be compared to the standard rate per labor hour.  A labor efficiency % could be calculated by dividing the two numbers.
    2. OEE has described in the previous post to determine the machine effectiveness.
    The two numbers are needed especially if you can overstaff a line and produce higher efficiency.  It also helps to guide continuous improvements in terms of downtime reduction, speed improvements, line staffing, process delays, and lean activities such cell layout, SMED, and 5S.

    0
    #154994

    Ronald
    Participant

    Where’s the happily ever after part?  This is too sad to be a fairy tale.

    0
    #153297

    Ronald
    Participant

    As opposed to debaing in the forum, you time coud be spent actually which companies have implementd six Sigma methodologies.
    For instance you are on the sixsigma web page, one of if not the, leading source for Six Sigma information and products.
     
    Take some time to look at the companies that are advertised on here and then you will be able to grasp which companies are doing what.
    Then, depending on your industry, you know which companies are using the Six Sigma and Lean methodologies.
    And, Dupont happen to have Don Linsenmen as a Six Sigma Champion, and if they have someone as smart as him, i don’t think anybody is in a position to be ridiculing the company!!!

    0
    #153025

    Ronald
    Participant

    I am a certified BB in an american MNC and we have been running Six Sigma in the organisation for the last 8+ years. When someone says he or she is a Black Belt it implies the following:
    1.the person would have completed 2 BB projects – which are projects having medium to high level of complictions;
    2.The project would have generated $250K benefit in each project – although this may not be a mandatory requirement – as many service functions may not have any dollar impact and but just process improvements;
    3.The person must have applied Six Sigma tools in the project;
    4. Would have been on the BB role for at least 2 years
    5.Formally certified by the employing organisation or any other body.
    Hope this helps
    Lee

    0
    #151706

    Ronald
    Participant

    Rick-
    I have always looked at this in terms of the policy, procedures, work instructions.  The SOP’s are procedures and typically written at a level of detail which do not get into the task details.  With this, I find that having a process map (either process flow or functional deployment/swim lane) work well as an appendix or even a cover page to the SOP.  I would never replace on with another as they are complimentary to each other.
    The work instructions which get into more detail would then also have a more detailed process map.
     
    Good Luck

    0
    #151355

    Ronald
    Participant

    Your business not well suited to SS.  Even business that should be suited like Ford not work as well it could.  If you fail – your head be on chopping block.

    0
    #149971

    Ronald
    Participant

    Erratic quality and erratic delivery from US six sigma companies.

    0
    #148490

    Ronald
    Participant

    Hi Ozler,
    I’m working on resolving an attribute gauge issue and your spreadsheet appears to be of much help to many. Could you please send a copy? Thanks much.
    My address is [email protected]

    0
    #147309

    Ronald
    Participant

    I’ve noticed most of you are very poor spellers and even worse writers. For all the hype surrounding Six Sigma, I’m not impressed. If most of you spoke they way you wrote, we’d be in a world of hurt.
    I think anyone has the right to question a system that is so hyper-focused on the problem and not the solution. It’s really easy to jump on board a ship because everyone else is doing it, but not so easy to think and act independently. Look at all the neat tools and articles you’ve all written…how about getting out of analysis paralysis and thinking on your own….move away from the computer, stop having so many meetings…summarize the situation, look at its history, and make a choice. Period.

    0
    #146890

    Ronald
    Participant

    Cynic-
    The alegbra is correct. 
    DR=SQRT[(Variance Total+ Variance Part-to-Part)/(Variance Measurement System)]
    where Variance Measure=Variance Total-Variance P-t-P
    thus
    DR=SQRT[((Variance P-t-P)+(Variance Measurement)+Variance P-t-P))/(Variance Measurement)]
    THIS IS WHERE THE 2 COMES IN (2*Variance P-t-P) RESULTS.
    DR=SQRT[[2*(Variance Part-to-Part)/(Variance Measurement)]+1]
    Minitab states that it drops the +1 to be conservation.
    DC=SQRT(2)*SQRT[(Variance Part-to-Part)/(Variance Measurement)]
    Your question may be where does Wheeler come up with the DR formula.
    Trying to be more helpful than “Look it up” or “Can’t you get it” but it is straightforward from the original formula of:Total Variation = Part-To-Part + Total Gage R&R
    Good Luck
    Lee
    A quick search got me this:
    ________________________________________
    http://healthcare.isixsigma.com/forum/showmessage.asp?messageID=788
    1.41 in Discrimination Index Calculation

    Posted by: SheriPosted on: Monday, 2nd August 2004, 1:54 PM.
    This is from the Minitab on-line help…
    The total variation is the sum of the variation due to the difference between parts (Part-To-Part) and the variation due to the gage and operators (Total Gage R&R), which can be stated as the equation: 1. Total Variation = Part-To-Part + Total Gage R&R You can find estimates for these three sources of variation in the “VarComp” column in the MINITAB Session window output for a Gage R&R analysis
    A relative measure of how much of the total variability is due to the Part-To-Part variability is: 2. r = Part-To-Part / Total Variation Note: r (rho) can vary from 0 to 1. Wheeler defines the discrimination ratio as: 3. D = sqrt((1+r)/(1-r)) The square root is in the formula to return the value to the original units of the data (standard deviation units). Note: D can vary from 1 to infinity. Using algebra and the above three formulas, you can derive the result: D = sqrt(((2*Part-To-Part)/Total Gage R&R) + 1) MINITAB’s formula is: Number of Distinct Categories = sqrt((2*VarComp for Part-To-Part)/VarComp for Total Gage R&R), rounded to the nearest integer MINITAB’s estimate for the number of distinct categories is conservative because the “+ 1” is dropped from the formula. It is mathematically possible to get 0 for the number of distinct categories because the variance components are estimated. Finally, the formula contains the square root of 2. MINITAB approximates the square root of 2 with 1.41

    0
    #146666

    Ronald
    Participant
    #144735

    Ronald
    Participant

    Simon
    I would also appreciate a copy of this.  Much appreciated.
    Thanks
    Lee
    [email protected]

    0
    #140825

    Ronald
    Participant

    Stevo
    Is there or will there be a national certification/accreditation for idiots?  I would like to apply so I can put it on my resume and then maybe use it as a negotiation point to have a really high paying job in which I do nothing.
    Lee

    0
    #140390

    Ronald
    Participant

    Allan, coincidently I am also doing a small research for sharing with my students in the same area. Appreciate if you can forward some info on the application of Six Sigma in the Service Industry. A simple example or case study should be good enough.
     I also welcome feedback on a practical application of Six Sigma in the manufacturing industry. Many thanks for any contribution.
     

    0
    #138240

    Ronald
    Participant

    Shiva-
    If you know or can estimate the proportion of the population or have historical data, use the resulting p and q from that in the sample size equation (it will give you a smaller sample size)
    If the p is unknown, then use p=0.5 and q=0.5 as the product is the highest possible value of p*q possible (pq=0.25) and will provide a very large sample size due to the fact that p is unknown (prevents under sampling).
    Lee

    0
    #135825

    Ronald
    Participant

    Evaluating POTENTIAL suppliers is not the same as monitoring existing suppliers, so using “6-sigma tools” has limited opportunity, but you can still use this approach.  For example, potential suppliers don’t have data relative to product they’ve made for you, so they typically present best case examples.  Since they’re not doing business with you yet, most companies are reluctant to let you dig into their process to confirm the data.  PPM, DPMO, scrap rates, sigma levels, etc, are all important if you’re a customer, but what’s presented during an initial assessment may have no bearing on work they’ll do for you down the road.  Take everything at this stage with a grain of salt.
     
    My recommendation is to follow the DMAIC process.  First, Define what your goals are, and establish the metrics you’ll need to determine effectiveness of your process.  A project charter is a good idea.  It lays out the plan, and gets everyone on the same page.  Decisions should always be based on data, so get some. Develop a scorecard or assessment form with meaningful critera, segmented by areas of need or concern for your company.  A 1-5 Likert scale may work fine, and while you can’t eliminate subjectivity, you can minimize it greatly, while gathering useful data.  If you have multiple auditors, you may want to do some sort of GR&R to validate that your people evaluate suppliers somewhat consistently.  But go back to your needs.  Consider developing a QFD to define what’s important to you and where you need to focus.
     
    There are numerous ways to assess a supplier further, but always require evidence, and quantify it using your assessment scale.  This is essentially your Measure phase.  For example, rather than relying on sugar-coated control charts the supplier may show you, ask for examples of out-of-control or out-of-spec situations, and how they managed this through their CAPA process.  How and when did they notify the customer?  What problem-solving techniques are used?  What examples of mistake-proofing are used?  Using your assessment scale, you’ll assign values for all these elements, and come up with a score.  You could even go as far as establishing a rough capability.  Depending on your needs, you can look at numerous aspects of the supplier’s business, but stay focused on objective evidence, and quantifying that evidence with a score.  Once you’ve assessed the designated suppliers, consider a prioritization matrix to compare suppliers’ performance, or use some other decision analysis method. 
    Working through DMAIC, you’ll then need to Analyze the supplier’s strengths & weaknesses, and determine the risks of doing business if they fall below an established threshold.  Even if they score well, there are always improvements to be made, so lay out a plan to work with them on this.  Finally, you need to establish some controls around all this.  Supplier scorecards are very helpful when data-driven and contractually enforced.  Even a basic control plan can provide value.
    Good luck!
     

    0
    #134948

    Ronald
    Participant

    In a previous life as a Supplier Quality Engineer, I ALWAYS stated, either upfront in a qualification requirements document, or in a control plan, how I wanted my suppliers to evaluate & monitor capability.  During qualification of a new multi-cavity tool, or for reparis/major changes to an existing tool, I always required cap studies for each cavity.  If significant differences were seen cavity-to-cavity, I, as the customer, would likely be at risk from part-to-part variation due to parts coming from different cavities; thus, corrective action to reduce this variation was my requirement.  Relying on a combined Cpk without such information is dangerous.  If there was no significant or meaningful difference observed, capability was acceptable, and the tool was approved, I often selected the worst-case cavity (i.e., lowest Cpk) as the one for on-going SPC, with periodic evaluation of the other cavities, to ensure cavity-to-cavity variation did not become excessive.  Only then would I approve combined cavity capability evaluation. 
     
    So, my recommendation is to first discuss this with your customer.  Make sure you’re aligned with what they need, but also understand the financial impact to your business by potentially scrapping acceptable product.  As another poster correctly stated, an observed difference may be statistically significant, but not meaningful.  Don’t guess – talk with your customers!
     
    Also, I didn’t see any other replies asking a basic question…. Did you do a GR&R, and what were the results?  As you probably know, if your measurement system is not good, your capability analyses will be questionable, and this entire discussion becomes secondary.

    0
    #134842

    Ronald
    Participant

    Like a bandaid, just yank if off fast. Don’t recommend, just demand and don’t do anything else on it.

    0
    #134841

    Ronald
    Participant

    Like a bandaid, just yank if off fast. Don’t recommend, just demand and don’t do anything else on it.

    0
    #56791

    Ronald
    Participant

    I have led Six Sigma program for a stainless steel company in Romania for 2 years as MBB.  I wanna share with you guys our experience.
    You can reach me at [email protected]
    Good Luck!

    0
    #107812

    Ronald
    Participant

    Thanks for the reply Rajesh !
    I was thinking of the same but I don’t know if it has a statistical basis. If I stratify the group, how many of them would I get for audit? Say, out of 400 people and from there I was able to form 3 groups. One group composed of 100 people.  How many samples will I get to say that I have covered them all in terms of sampling?
    Can you further enlighten me on this?
    Warm regards,
    Lee Chu
     
     

    0
    #107428

    Ronald
    Participant

    Inspired by Scott Adams’ Cubicle Hell:
    “Quality Approved Products”- QAP
    “Let’s make QAP”
    “QAP Assured”
    “QAP Champions” and “QAP Teams”
    Call it what it is!

    0
    #107117

    Ronald
    Participant

    Hi Statman,
    I am interested in that spreadsheet too. Would you kindly send to my email at [email protected]
    Many thanks.
    Cheers

    0
    #106585

    Ronald
    Participant

    Anand,
    Here how I would approach it:
    If you do a analysis with cost/benefits associated with the probability of occurrence, it should show the likely or expected outcome. 
    Assume 99.99% of the time the process works well and only costs $100 per year to maintain.  But with a 0.01% chance of failure it would cost the company $1 million.  The likely outcome then is (0.9999*-100)+ (0.0001*-1000000)= -$199/year.  But if your system/solution were more robust and granted 99.999% correctness then the next question then would be how much does the improvement increase or decrease operating costs.  Assume it is still $100 per year; the expected result would be -$109.999 per year.  Thus showing improvement.  If it increased costs to $1000 per year.  The results would be -$1010.  Showing high costs compared to the original state (no improvement).  Maybe an analysis like this would help.
    I agree with the FMEA approach as well.  When dealing with the risk factor of a rare event that is difficult to measure, you could move down a more subjective road (Severity of Failure is High, Occurrence is Low, Detection is however good you determine it is).
    Finally, if you have a solution already in hand, then I would not deem it a Greenbelt project.  It should be more of a justified “just do it” based on cost/benefits.  However, if you have a slew of solutions to pick from, then more of an analysis/piloting/implementation/etc is needed and this would qualify as a Greenbelt project.

    0
    #106060

    Ronald
    Participant

    I have always taught this in terms of cost benefit:
    1. If the cost of a wrong decision is high and the gain is low in comparison to the cost, you probably want 95%-99% confidence.
    i.e. Gambling $500,000 dollars to win $1000- you want to know you have a 95-99% chance of winning.
    2. If the cost of a wrong decision is low and the gain is high, you can use 75% or even lower.
    Gambling $1000 to win $500,000- if you lose every now and then no big deal because the posibble improvements are worth the risk.
    3. If the cost and the gain are comparable, I typically stay at the 95% level to ensure buy-in and acceptablity.  Although I could look to 90% if the cost of further sampling is dramatically high.
    The hard and fast rule of “p<0.05" is dangerous.  What is needed is to always combined a financial and risk analysis of why a certain confidence level and sampling size was picked.  As a project sponsor asked to commit resources (people/time/money), I would be foolhardy to just accept a "textbook" answer that 95% Confidence is the accepted method for hypothesis testing.

    0
    #104583

    Ronald
    Participant

    One of my past projects reduced the cycle time in paying Brokers commission who were bringing in new business. Didn’t significantly reduce cost (1.5 FTE saving) but increased Broker (customer) satisfaction enormously evidenced through feedback surveys before and after. Brokers stated more likely to place business with us. All this positive qualitative feedback went down really well with the Board – no need to necessarily show hard savings, keep your customers happy and therefore coming back for more.

    0
    #58190

    Ronald
    Participant

    Zach,
    Some ideas:-
    1. Originations (Underwriting, Conveyance, Valuation processes) – look at what’s driving turnaround time – from receipt of a customer application to the transfer of funds. Expected drivers could be forms incorrectly filled, parts of application missing, backlogs in the processes etc.
    2. Servicing of mortgage loans – what is driving customer redemptions? (where customer may transfer to different lender). Business goal is to increase originations and reduce redemptions to grow the size of your mortgage book.
    3. IT/Internaet technologies – Online applications for Brokers and borrowers, Document imaging for mortgage application packs, document workflow, auto bank reconciliations for borrower payments etc.
    The list could go on…. Take a look at the Council of Mortgage Lenders website http://www.cml.org.uk. It has some good research and consumer information which will explain the process from a customer view point (which is a good way to initially look at it!). Also explains terms such as Conveyancing, Valuation etc.
    Also I would advise that when applying to Mortgage Lenders that you ask for information up front (before interview). Good luck!

    0
    #103436

    Ronald
    Participant

    I’m dealing with data which have zero value (more than half of them) and are skewed.  So I am thinking ln(x + a).  Can I know some scientific literatures which have justification of this transformation?
    Thanks!
    Lee :)

    0
    #63561

    Ronald
    Participant

    Joseph,
    From my previous example it would need to be the Claim forms received back and measure how many had defects.
    Also as a tip, depending on the volume you may need to take more than a months worth of claims to get a representative sample, alternatively if your volumes are low use the whole population. (i.e. time and cost efficient to do so). Ascertaining sample sizes is a topic on its own and should be in your training literature.
    Hope this helps and good luck,
    Regards,
    Lee

    0
    #63558

    Ronald
    Participant

    Joseph, start at the beginning! Collect your VOC (Voice of the Customer) and try to understand what really matters to the customer. I would suspect it would be the turnaround time of their claim. They probably don’t care what your internal process is, they just want their claim paid.
    If Turnaround Time (TAT) is your main CTQ (has to tie to your customer VOC) then you need to drill down to what are the functions of your Y, i.e. your X’s. What are the things that affect TAT. You could possibly use the Fishbone diagram and then drill down to the root causes by asking the ‘5 Whys’.
    Example: reason tunraround time is long is because the form is not filled in correctly (from Fishbone). Why? – Customer doesn’t fully understand question. Why? – Wording is not clear on form. Why? – Trying to ask 2 questions in one. Why? – Not enough room on form. You may recognise that young children are particularly good at this technique! Do not have to ask 5 times but until it makes sense to stop, i.e. you are at the root cause. An improvement for the above example may be to ask the question twice and design a process with two pages to the form, or reduce the font etc.
    I have missed out many important steps/tools here in order to just give you a flavour of where you might go, and I hope you have the appropriate training to know them. In my example, a unit could be a claim form, a defect being an incorrectly filled in claim and an opportunity being a customer input field.
    I could ramble on but you need to go through the DMAIC methodolgy and work through the steps. Good luck!

    0
    #63544

    Ronald
    Participant

    Your question implies that before you gather VOC you already know what and why you need to gather it. I would then argue that you risk approaching the process with pre-conceptions and/or bias and may miss some vital VOC. I would say your objective questions would apply more to data collection after having gathered VOC and determined what is critical to quality for the customer – what data and why in your data collection plan.
    ‘What’ and ‘Why’ do I need to gather VOC should remain the same, WHAT is critical to the quality of the process according to your customer and WHY you need to gather VOC is to ensure you focus on improvements that satisfy your customers needs. Therefore I would venture that all VOC gathering methods should satisfy these objectives.
    VOC gathering methods would fall into two categories, existing customer data and new customer data. For existing sources of data you might look at completed Surveys, Complaints Info, Benchmarking, existing Control Plan information, etc. In order to select the best VOC gathering method look at the advantages/disadvantages for each method. These can be found in many Further Education Management texts (under Research Methods?). For example Surveys tend to have a lower cost but can provide incomplete results (skipped questions/low response rate). Interviews have the advantage of tackling complex issues and good when customers won’t respond willingly or accurately, but has a long cycle time to complete. Therefore I would rank the different methods you identify against say Time, Budget, Resources, Customer Contact Info (phone nos., email, addresses?) and any other appropriate criteria. This should enable you to pick the most suitable VOC gathering method.
     

    0
    #99246

    Ronald
    Participant

    Darth-
    I would like a copy as well.  Appreciate it.
    [email protected]

    0
    #97375

    Ronald
    Participant

    I am also looking for success stories using DMAIC in the sales or marketing areas.  Companies using the methodology would be helpful.

    0
    #96557

    Ronald
    Participant

    Here is a website that focuses on Kappa and has a number of resources regarding the pros and cons of using such a metric for the evaluations of agreements.
    http://ourworld.compuserve.com/homepages/jsuebersax/kappa.htm

    0
    #95309

    Ronald
    Participant

    Armando unfortunately your not getting very logical responses to your question, though in their defense your question wasn’t that clear. I have applied Six Sigma at a major US university and an Italian university. It works. Six Sigma is simply data based decision making, and if data based decision making cannot be applied to a school then we are in trouble. Your school probably has defects like any other business. I worked with a local high school recently on a six sigma project to improve the on-time delivery rate of report cards. Very important to the customer…the parent. Drop me an email at [email protected] and we can discuss.

    0
    #95235

    Ronald
    Participant

    BMG has an asian presence, they also have an “E” BB curriculum, so you wouldn’t need any travel.

    0
    #94757

    Ronald
    Participant

    First since you are new to six sigma let me say that “bad planning and planning information” is not a problem statement, and my peers here missed that piece. “bad planning and planning information” is an assumed root cause that you or someone has thought of as a cause to the problem. the problem statement should be the effects that you see occur that you think are caused by bad planning etc….too much inventory is a problem that may be caused by bad planning, backorders is a problem that could be caused by bad planning. Your problem is not a problem. Therefore as someone earlier said, your solution could be completely wrong. “implement SAP” is a solution that I doubt has been thought out very well and I bet will not address whatever problems they are facing. I was at a global mfg company that implemented JD Edwards and we forced our consultants to use 6sigma as well, but we meant Design for Six Sigma and my guess is that would be more applicable here as well.

    0
    #94756

    Ronald
    Participant

    Nobody owns anything. No matter which company you visit or consulting firm you see you will without a doubt see many of the same slides. I wrote a DFSS curriculumn for GE and 3 months later saw some of my slides in another companies material. So go for it, however the real question for you is can you offer six sigma consulting. What is your level of experience with the subject. Based on your question I would think it is not that deep as most in the industry know the answer all ready. 6 sigma is not an easy topic to consult in and failure can come quickly. I am working now with a major mfg trying to revitalize there program after failing miserably with a one person shop. I just throw that out. Best of luck

    0
    #93162

    Ronald
    Participant

    The link below maybe helpful. It includes Paynter Charts in the handbook.
     
    http://www.philipslogic.com/quality/handbook/106-138.pdf

    0
    #91377

    Ronald
    Participant

    I did not mean “add” but model.  You could model the standard deviation (or variance) in much the same way you are modelling the measured response (average responses of repeated measurement).  This would allow for finding both the significant parameters and interactions affecting both the within and between variations.

    0
    #91356

    Ronald
    Participant

    If you average the results from the 10 measurements, you could also add the standard deviation as a response for the DOE, especially if you are trying to find the parameters to minimize variation. 
     

    0
    #91203

    Ronald
    Participant

    Hi Raul
    Please do not get tired of sending out your presentation, there is obviously a huge demand for this kind of ‘Beginners’ info. Would love to see your presentation for non-believers. Would really appreciate if you sent a copy through to me so that we can start recruiting believers in Africa.Send to [email protected] . Many Thanks
    Lee
     

    0
    #90890

    Ronald
    Participant

    Try this white paper and see if it helps.  I browsed through it and thought it might apply. http://www.nawrs.org/ClevelandPDF/chakra2.PDF

    0
    #89697

    Ronald
    Participant

    Sandler-
    I would like a copy of your manual as well.  Thanks in advance.
    Lee
    [email protected]

    0
    #86952

    Ronald
    Participant

    Diane, You shouldn’t send anyone through BB training until you have a strategy for implementation and have built some level of Executive support (outside of reading a few books from folks that really haven’t applied the principles) There are a myriad of options for you to choose from. I am a certified MBB from 3 fortune 100 companies and would be glad to help you through some of this. Feel free to email me at [email protected]

    0
    #86903

    Ronald
    Participant

    Hey Mike, that link is to one of the big firms, might cost you a small fortune. Drop me an email and perhaps I could give you a hand finding someone. What you need really depends on the size of your company, budget etc. You can email me at [email protected]

    0
    #86902

    Ronald
    Participant

    Lets not confuse training with implementation. I for example offer Six Sigma training at the Green Belt level on the weekends here in Atlanta (also evenings). The students are generally people who are paying for it on their own, or their business demands are too great to allow them to take 2 weeks off, thus the weekend program offers them the opportunity to receive valuable training while still meeting their busy schedule. As a very experienced MBB in industry I can tell you that most six sigma programs fail (and I have seen a few) due to a lack of managment support for the effort. This business may be doing what it feels necessary, given its workload, to accomplish the business demands of its customers and take a shot at implementing Six Sigma. I’d be interested to see how it all plays out. I can tell you many a Six Sigma failure that doesn’t involve the day of the week.

    0
    #86261

    Ronald
    Participant

    I see this as short sighted because I would have included how hard the ball is pushed into the cup as a DOE variable for experimentation.  If there are procedural or noise issues that have high impact, they need to be addressed. 
    I agree with the other posts, if I wait for the world to look the way I want it to before I try to understand it, I will be waiting forever.  I must try to learn how to improve the world while noise, interactions, and poor process control exist so I can make my process more robust to these issues and make the world look more like I want it to.

    0
    #86118

    Ronald
    Participant

    I function on the motto: “you must make bad in order to understand what makes bad”.  Thus a series of DOE’s will help you if you are focusing on what leads to failure not success.  Choose levels of the variables to screen out some causes (screening DOE).  Look at noise factors beyond the processes.  If you have 3 steps, DOE each as well as a system.  It may take time and money but if you are looking to truly understand the process and effects, it should be worth it.
    Because it is a special cause (or so it seems being unexpected and sporadic), you are looking to first protect your process from the set of circumstances (variables and noise) that cause the failure and then secondly begin to make a robust process for the testing.
    Protection= If the process fails everytime the wind blows, build a shelter.
    Robust= Design a process that does not fail when the wind blows.
    My two cents.

    0
    #85696

    Ronald
    Participant

    I have used MS Visio for Fishbones and Why/Because Diagrams.  Also, Minitab Quality Companion has some tools in it for Why/Because.  Other than that I also use Powerpoint or Excel, but not very user friendly for these templates, but other can get the files easier.

    0
    #85215

    Ronald
    Participant

    The only legal issue would be to not “use” someones training material. You would have to develop your own or license the material from someone. You can hire whomever you like unless your company has some agreement that they cannot hire from another firm.  feel free to drop me an email [email protected]

    0
    #84913

    Ronald
    Participant

    Tom and Stan-
    In absolute agreement!  Even nature and its processes are not above a 7-8 Sigma.  Take gene replication, cell mitosis, bio-chemical reactions.  Things that happen hundred of trillions of times.  These things have defective occurences in the billions leading to defects, cancer, diseases.  Even God is not at a 11 Sigma level.  I guess the aviation industry have found supernatural processes.
    Besides,  if CTQ processes were at >8 Sigma, the industry and the insurance companies would be putting up billboards the size of Cleveland to advertise their accomplishments. 
    I guess if I do something 1 time and it is sucessful.  I should never do it again so I can have a infinite sigma level.

    0
    #84450

    Ronald
    Participant

    What I find deplorable is a company employing Six Sigma and then, without communicating to the affected departments the true reason, people are let go with very little notice. It’s just that the person happens to fit into the 10% on their team that has to go. Their performance in some cases even better than any individual on a different team.
        On top of this the company doesn’t have the stuff to admit that this is a layoff so they don’t have to pay any severance. I left my position in HR when I realized what was happening.

    0
    #84034

    Ronald
    Participant

    My experience in dealing with domestic and overseas customers and suppliers is that for the Japanese and others “zero defects” and “perfection” are goals that they strive toward but do so with the understanding that its the journey of getting there that produces improvements and profit.  Most started at the bottom of the market and have worked up in the industry.
    For Americans, “zero defects” and “perfection” is the stick with which they are beaten with.  American workers are suffering from what I call the “be like your brother syndrome”.  That is where the parents say “Why can’t you be more like you brother?”  This gives them the complex in which Americans see improvements has being caughting up to others instead of meeting customers needs.  The US has fallen behind others in many sectors and now must improve to survive instead of improve to become better.
    It stuns me when talking to manufacturing employees about Quality Loss Functions when they realize the arbitary nature of specifications and the need to strive toward the customer target.
    Change usually envokes negative emotions (both Positive and Negative Resistance).  Improvements mean change. 

    0
    #83198

    Ronald
    Participant

    I agree that in some customer segments and in some products quality drives higher sales and better customer retention.  But care must be taken not to drive quality for quality sake.  Six Sigma will always be a business tool and must be treated as such.  I could spend billions of dollars to improve my product quality and not gain a cent of higher profit and thus drive my business out of business crying how six sigma ruined me.  This would be more likely if I ignore my customers, my market, and my process partners (all which is counter to the six sigma methodology).  To overdesign and over quality improve is has damaging as under designing and poor quality. 
    The drive should be toward value.  Value to the customer, value to the business.  Both a quality loss function as well as market opportunities should be examined.
    In terms of profitability, that is often a function of your competitors as it is a function of your customers.  If all business in the market were doing six sigma and it was well implemented, there would be a zero effect on the market shares.  The winner would be the customers.  However the loser would be anyone of the businesses unable or poorly implementing the methodology.
    Of course, the other thing to be said to the posts above is that timing is everything.  Since Six Sigma requires a cultural change it is not very effective addressing platforms that are already burnt.  It addresses burning platforms and is most effective when the fire is identified early.
    Six Sigma is a powerful tool in terms of its consistency, its rigour, and its collection of tools.  However any tool can be misused, broken, or collect dust. 

    0
    #83127

    Ronald
    Participant

    Ronan,
    It often helps to stay away from technical data when trying to explain statistics to a new group. I have had a lot of success by using shoe sizes of men in the surrounding area. I see you were already thinking along these lines by using the groups height.
    Arm yourself with a flip chart, and a marker and get the group involved in suggesting the average shoe size. You could use this size as the highest scoring, and then smaller scores either side of this size. You can decide your own sample size. Stand back, draw yourself a pretty little normal distribution curve….hey presto!! One group of newly educted employees.
    Hope this helps!

    0
    #81818

    Ronald
    Participant

    I am with the Home Depot, and yes we are doing six sigma….i see also that Target has started…as is federated logistics which has Macy’s.

    0
    #81497

    Ronald
    Participant

    I would rather be a profitable, growing company using 6-Sigma, than a company sinking money into all my processes to get them to 6-Sigma level.
    The true goal for an company should be better business through quality, not quality for quality sake.  There is an optimum place to run each process in terms of cost/loss and quality.  Those who ignore this and drive to a “6-Sigma” company will find out they spend money on fixing processes that had little impact on the customer or on the business performance.
    I would never call the company I work for a “6-Sigma Company”.  It is in reality a company utilizing the philosophies and goals of 6-Sigma to improve the way in which do business in order to grow (by better meeting customers’ needs) and to become more profitable (by reducing cost and waste in processes).

    0
    #81377

    Ronald
    Participant

    John-
    You bring up some great points.  At my company, we have struggled the past year trying to determine a metric for capturing inventory reductions, elimination of planned capital, the cost of capital against a project, old & new revenue growth, etc. 
    Thus most of our beginning projects have been cost reduction based on material, increase productivity, etc.  If the financial side of the projects is properly understood, a lot more velocity could be spent performing the improvements instead of justifying them.

    0
    #80867

    Ronald
    Participant

    Eileen
    I agree, the control chart is going to give the best indication of whether a special cause is affecting the data.  Also, it may be important to know the Gage R&R for the system that is obtaining this data.  The measurement variability may be the problem not the process itself.  Gage R&R should be done before any data is taken however in order to understand the portion due to process and the portion due to measure.
    My control chart shows with an Individual Chart of 1,2,1,7 looking at all 8 Western Electric Tests, that the 7 is still in control.  With more data points this may not be the case, but hard to conclude with what is given.
     

    0
    #80166

    Ronald
    Participant

    What probably should be consider here is two points, manufacturing defects and engine performance failures.  The manufacturing defects would be based on Rolled Throughput Yield and be a function of the complexity of the system/# of parts (opportunities).  This takes into account hidden factories, rework, etc and gives a truer view of the pass rate for the system (will probably never be 12 Sigma).  To be correct, the opportunities counted should only be those that relate to the CCR or CTQ identified.  From an engine failure perspective, the classification of engine failures could be the opportunities counted. 
    A process could have many different Sigma Levels depending on how the opportunities are defined.  As a customer, I wouldn’t care if a company was manufacturing was at 3 Sigma if they 100% inspected multiple times to ensure the engine performance failures in reality were at 6-7 Sigma or higher.  Of course the inspections would add cost and if I was buying engines I would not buy from a 3 Sigma manufacturing company.  I would buy from the company that is most capable of providing my targets both performance and cost.

    0
    #80098

    Ronald
    Participant

    My view is that the Yellow Belt training is where the Six Sigma culture really starts to sprout from.  By allowing all levels of the business to have knowledge and understand of the tools and methods, commitment is strengthen and a foundation for communication improvements is made.
    We do a 100% yellow belt training in all our facilities providing a surface level view of the tools and vision for 6 Sigma.  It has been very helpful.

    0
    #79815

    Ronald
    Participant

    Know where i can get some info about their results?

    0
    #79806

    Ronald
    Participant

    just think of defects that occur in HR. How about cycle time to hire a candidate. How about time to resolve a disability claim. how about overpaying employees, or reducing workmans comp related injuries, etc.

    0
    #76357

    Ronald
    Participant

    I am coaching over 8 projects in the HR field. One alone has over 16M in impact (terminating employees) another is 4-7M. [email protected]

    0
    #76193

    Ronald
    Participant

    Did you check under the tools section on the home page of this website? There is some interesting info on financial savings and calculation. I would be open to discuss as well, having done this for a long time now. Feel free to email me at [email protected]

    0
    #68799

    Ronald
    Participant

    Gary my man…i must have touched a sweet spot. I am not at GE by the way, so jack is of little concern to me, I was however trained and mentored into where I am at today because of them, and because of his great leadership ability.
    I agree and disagree with you on one thing. Most projects are NOT the result of common sense…unless the process is so broken anyway that just about anything will work. It takes more than a process map to fix an organization. If I had a quarter for every solution I got at a project kick off, well I’d have quite a bit of pocket change. The GB BB training is invaluable for changing an organizations thinking. We don’t walk into a doctors office and say “I have a blockage in my anterior artery that is causing my heart to need more oxygen and lungs to work harder,” no we say, “man I am having trouble breathing….” the doctor then uses data and tools to identify my cause and derive a solution…yet in business we do the former rather than the later…six sigma thinking (and I agree it is a philosophy!) changes all that.
    If Gary, you were saying that you don’t have to be called a black belt to be able to do this, then I think you supported my position…it is a role, not a certification.
    By the way, to any who read this and are certified, I am not shooting down certification, it should however come along with some tenure and success rather than just training and a test.
     

    0
    #68777

    Ronald
    Participant

    My organization does Six sigma training as part of the new hire process…we also do 1 day training for all associates…but please, lets not call it yellow belt, this just takes away from the credibility of six sigma as a whole.

    0
    #68608

    Ronald
    Participant

    If you mean Home Depot then a resounding YES. I am surprised you are not already doing it, your new CEO came from GE Power Systems in Atlanta and has been involved with Six Sigma in the past. Six Sigma is nothing more than a way of thinking that helps you make decisions that are based on fact, not hunch….could your business use that? Drop me a line to discuss.

    0
    #67957

    Ronald
    Participant

    This is why Six Sigma is such a struggle to implement in the non-manufacturing arena, stats guys are involved. Believe me, i know stats, and I know the software. Statistics is a powerful tool, However, the emphasis need not be on Stats as it always seems to be. Six Sigma is a decision making methodology that has proven itself over time. Most of the advanced tools are of limited need in the non-mfg environment, Yet stats guys try to force there advanced tools in there and then wonder why a VP of sales doesn’t want to talk to them.
    IF you want to do a survey on advanced tools…then do one. In fact, i have one already completed from both a student and instructor (MBB) level if you would like the feedback. You may be surprised at the value stats plays in all this.
     

    0
    #67899

    Ronald
    Participant

    Here we go again, assuming BB means statistician. How about a BB being a leader. In my years as a BB, MBB and now Director I haven’t seen many of those tools used, BUT my experience is with the non-mfg side of the house. I would rather my BB’s know how to facilitate and lead high performance teams than advanced stats.

    0
    #66302

    Ronald
    Participant

    At some point he will lose out. It will become like baby oil or kleenex

    0
Viewing 86 posts - 1 through 86 (of 86 total)