iSixSigma

McNabb

Forum Replies Created

Forum Replies Created

Viewing 40 posts - 1 through 40 (of 40 total)
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  • #59505

    McNabb
    Participant

    Dear Sir,
    I would like to recieve some articles about the metrics for a bank please.
    Sincerely,
    Mary

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    #178404

    McNabb
    Participant

    Pronunciations need emphasis. For example is it EYE-dove or eye-DOV?

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    #174925

    McNabb
    Participant

    Our operational definition has NPS caluclated based on the total number of respondents. 

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    #171974

    McNabb
    Participant

    I have two variables that measure the same construct (i.e. infarct size, 0-100%) and want to determine which is a more powerful predictor of infarct size: Q waves (0-10) or fQRS complexes (0-10); how do I compare the regression coefficients? 
     
    Specifically the regression coefficients are 1.21 vs 0.96 with the same R2 0.07.  All data comes from one sample and I would prefer to run the analysis in SPSS.
     
    Thanks!

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    #169471

    McNabb
    Participant

    Saw your mention of the bank teller window simulation from awhile back and would like to take a look at it.  Please forward the link.  Is the sim available as a stand-alone or only available bundled with the e-learning?  Thanks.  [email protected]

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    #166320

    McNabb
    Participant

    Does anyone have this template in project 2003?
     
    Thanks,Mary

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    #159619

    McNabb
    Participant

    Good analogy.  Thanks for your response!  Have a great day!

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    #157610

    McNabb
    Participant

    First of all you need to get into the right mindset….do not think you are “stuck doing anything”. How are you ever going to tap into your employees motivation if you are not motivated?
    Can you really motivate someone? You are working with adults and for the most part their motivation is internal. You will need to find out what motivates them as individuals and as a group. 
    Also, everyone from the CEO down has to accept and practice quality processes. Take a good hard look at your company and you will probably see many gaps…not just the line workers.
    Are you unionized? if so, that will make it easier than you think.

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    #157462

    McNabb
    Participant

    Thank you for your response.  I understand and agree.  It is nice to know that there are people out there, nice people, that take time out of their busy lives to help someone.
    Have a wonderful evening!

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    #157458

    McNabb
    Participant

    I passed the green belt course and received a certificate stating as such.  However, the certificate was not signed by the black belt instructor of the course.

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    #157446

    McNabb
    Participant

    Hi Chad,
     
    Thank you for answering my questions.  I was curious as to whether or not my certificate could be validated outside of my company. 
     
    I have not started any formal projects for my company since completing the green belt course.
     
    Have a great day Chad!

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    #157273

    McNabb
    Participant

    Thank you everyone, your replies were extremely helpful. I’m going to go back and have another look at the coding of the data.  By the way the coding is broken down into 4 crews ABCD(1234), Dayshift  and Nightshift (1,2) and reason code (1234), hence the going back and recoding.  Once again thanks for your help.
    Cheers Mary

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    #60800

    McNabb
    Participant

    If your goal is Healthcare then you have already made your decision. Both are reputable and known for their education. Follow your passion and get the experience you need for what you want to do next.

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    #131699

    McNabb
    Participant

    I too am working on a SS project on employee turnover.  If you were able to receive any info, I would appreciate you sharing with me.
     
    Thanks

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    #131698

    McNabb
    Participant

    I am also doing a SS on employee turnover.  If you were able to obtain any information I would appreciate you forwarding to me.
     
    Thanks.

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    #131697

    McNabb
    Participant

    Lynn:  Thanks so much for the information.  I know it will be very helpful.  If you could remove any confidential info such as name of company and etc and send presentations I would certainly appreciate the info.

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    #131692

    McNabb
    Participant

    I am also starting a project and would like to have some presentations.
     
    Thanks.

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    #131173

    McNabb
    Participant

    I am currently working on a six sigma project-reducing turnover.  Could you please send me PP presentations you might have.
     
    Thanks
     
    Mary

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    #60664

    McNabb
    Participant

    Mark, I admire your ambitious nature.  Throughput has been an issue for us (hospital) for years.  Recently we developed a process for this issue and it has been fairly successful, however, I think we will need to expand as the orgainzation continues to grow.  We have only 1 nurse helping with the project from 10AM to 10PM.  We did not use Six Sigma, but I think it may help you a great deal. Mary:)

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    #124049

    McNabb
    Participant

    It sounds to me like you may be generally confused about the C&E — The outputs (Y’s) that go across the top of the C&E should be the major Y’s of the Big Block process you are mapping  — these are typically the outputs from the last of the 5-8  block steps you broke the process into.  It sounds like you are trying to do a C&E matrix around each block step — not around the big block. — otherwise you would not have different numbers of outputs for the various inputs at each block step. 
    I suggest you determine the major Y’s from the big block, then all inputs from all block steps should be scored against those same Y’s.

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    #120816

    McNabb
    Participant

    TKG, my email address is [email protected] — please send me info on your mentoring program.
     
    Mary

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    #120815

    McNabb
    Participant

    TKG, I would be interested in learning more about your mentoring system.  Thanks!

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    #114826

    McNabb
    Participant

    Thank you very much for the advice.We were looking at it as one big problem. However, as both of you state partitioning the problem into manageable pieces would be a better approach. Some times the trees block the forest.

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    #58215

    McNabb
    Participant

    Jasi,
    Can you expand on what “attrition rate” means?  And what do you mean by “staffing for attrition”?  I’ve done a little searching on the interenet but can’t find a good definition for this context.
    Thanks. 

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    #106516

    McNabb
    Participant

    Article found.

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    #102696

    McNabb
    Participant

    I was searching the iSixSigma forum to look for benchmarking data on Health, Safety, and Environmental labor spending by medium sized Chemical companies — Don’t know if you are still in the Safety area, or if you may be able to help me find out what other companies spend on HSE services.

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    #102509

    McNabb
    Participant

    Thanks Norbert, please send to me at this address, then if I have questions I will reply to you from my work address… or you can call me if it is convenient.  I am in Tennessee, USA.  423 -229 – 8944, and I will give you my work email over the phone.  Email for now is
    labailey @ chartertn.net

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    #58158

    McNabb
    Participant

    Thanks, I have sent email

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    #58156

    McNabb
    Participant

    Thanks John, I am in Tennessee, my phone is 423-229-8944.

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    #102330

    McNabb
    Participant

    Just did a search on A/R and hit this question you had back in Feb ’03.  If you have completed this project, I would be interested in what your findings and learnings were, as well as your success if any, as I am starting a project on the same thing.

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    #58154

    McNabb
    Participant

    I am working on a Six Sigma project to get customers to pay on time.  This sounds very much like the project you are doing.  I am still in the Measure phase and am now looking at how to collect data and where.  I would be very interested in knowing more about your project, i.e. what were the Y’s that you looked at and what you found to be the significant X’s.  Would you be willing / able to share ideas?

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    #100435

    McNabb
    Participant

    I would like to get some of the games from you also. Thank you.
    Mary
     
     

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    #90880

    McNabb
    Participant

    Hello,
    Your situation is not unique and occurs in so many companies.  To have the price increases come in at different times of the year is difficult for the person who is responsible to get the voucher approved especially in this tight margin atmosphere.  Many debits and credits may also be occurring in your system by different people!! 
    It is important for you to be able to retain your customers by identifying their situation.  I personally called the controllers and was told they were unable to approve the invoice because they did not understand the invoice and all the changes.  The paperwork shuffle was incredible.  They were excited that someone called them and thanked me as they did not like to have their payments late.
    You should schedule price increases on a calendar basis and note this in the original contract.  When the person looks at the contract they will know that a price increase will be issued i.e.bi-annually, etc.  No reason to send a notice and more paper. Put it on the invoice as per contract, bi-annual or quarterly increase, etc.
    Your objective is to reduce time and increase performance with Quality…..  A very high percentage of the cost in companies today is not in the product cost but in the waste of the silos.  Less accounting for the accounting departments!!!Auditors!!!etc.
    This can end up being a win-win situation for you.  Your customers are happy and you are happy and you save everyone time!!
    In my particular situation, the CEO had no idea what was happening in his company with the issuing of debits/credits or how long this had been happening $$$. 
    The sales force was not being paid on time for their sale, etc.   I thus made friends quickly with the sales staff and the CEO and our Controller was thrilled to find someone who did not rely on the software but was able to ask the questions and make decisions and involve management
    Congratulations to you for asking Questions!!
     

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    #90574

    McNabb
    Participant

    I love the idea of an “elevator speech”.  I’ve encountered that situation quite a few times.  I think my responses are either too long-winded (in those cases I actually see their eyes glaze over) or too vague (they think, lets get out of here fast before she goes into more detail.)  We’re just starting our program and I really need to inspire people to love this program in an environment that doesn’t like too much change. 
    Can anyone suggest a 2, possibly 3 sentence shpeel?  And something that sounds natural, not recited from a text book.  I think there are people out there who understand what I’m talking about.
     
    Thanks 

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    #81271

    McNabb
    Participant

    I have to agree. Getting the CMM, ISO or simply the processes defined and in place are a pre-requisite.  True, Six Sigma can be used to do this, however, if you are talking about making a culture shift, you need to get the processes in place.  This is extremely important if management is expecting to see quick results.  Taking the Six Sigma approach of DFSS will not produce quick enough results in software if the processes are not in place.

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    #62598

    McNabb
    Participant

    I have to agree. Getting the CMM, ISO or simply the processes defined and in place are a pre-requisite.  True, Six Sigma can be used to do this, however, if you are talking about making a culture shift, you need to get the processes in place.  This is extremely important if management is expecting to see quick results.  Taking the Six Sigma approach of DFSS will not produce quick enough results in software if the processes are not in place.

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    #77101

    McNabb
    Participant

    I’m also developing a MBA these about Six sigma. If you don’t mind I would like to know more about your academic material. I’m in Brazil,  there is any thing available by internet?
    thanks a lot
     

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    #76447

    McNabb
    Participant

    Rommel
    I cannot help with your question, but you might be able to help me.
    I have recently been appointed to a Trainee Black Belt position within my organisation with responsibility for improving our Inventory Turns.
    We have been using SAP for some years now but one of our biggest problems is that we do no work in real time. In addition,it would appear that no one is really sure how the whole planning and procurement and MRP modules impact on inventory reorder dates, reorder quantities etc. A lot of the original implementation team have moved on.
    I have begun an exercise to process map this process and was wondering if anyone has done this already??
    Thanks in advance
    Mary

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    #71547

    McNabb
    Participant

    Total Units = 70 x 18 = 1,260 total greens
    Opportunities per Unit = 2 putts

    Total defects = 1 (or is it 70 x 1 = 70)?
    Dave,
    It all depends on how you define the opportunity and defects, but I think you are on the right track. If you are defining a defect as anytime a golfer over puts (over 2) on a green, the opportunities are 1,260 (as you suggest) and I would consider it one opportunity per green (not two as you suggest). If they three put one of the greens, that is 1 defect. Plug ’em in!
    This is a very discreet analysis. You can look at it as more continuous by saying the spec limit is two and look at the continuous data. Anything greater than 2 would be a defect in this case.
    Mary

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    #68137

    McNabb
    Participant

    Dear Dr. Antony
    If possible, please forward a copy of the HR case study you referred to in an earlier post. [email protected]
    Thank you for your consideration…….Mary

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Viewing 40 posts - 1 through 40 (of 40 total)