When I measure my BBs (GBs are smaller, local project, part-timer’s for us) I like to use a comprehensive measurement.
I developed the attached document to look at their results and their project velocity…its not perfect but it works for us.
Enjoy and I appreciate any constructive feedback to help me improve it.
Each project is measured…[Read more]
It depends on the risk you are willing to take. Why did you set your limit at .05? Is there high dollar value or safety issues involved?
I normally set it at 0.1 and if I’m close I look at the data, possibly run another sample of larger size, determine if there are outliers, etc.
Don’t limit your options! Take a chance, I’ve actually had great…[Read more]
I agree, your program sounds like our Yellow Belt training (but with DOE).
Our GB is 3 weeks (3-4days each) with a month in between. The big difference between our GB & BB is that GBs aren’t trained in non-normal data we normally find in transactional. They also aren’t taught anything about DFSS or Lean.
We haven’t experienced it yet, but the question has been raised about capability. If we request a capability study and it is accepted, does that mean we accept liability/cost for any product that does not meet specification? Even in a 6 Sigma process there will be 3.4 ppm defects, so do you accept the cost for them if you accept the c…[Read more]
We audit the GB/BB project 3, 6 & 12 months after the project end date to ensure the changes made and controls are still in effect. If they are not a Corrective Action is submitted to the process owner to explain their reasons. We also use the BB (GB when savings are identified) primary metric to financially audit the project monthly to verify w…[Read more]
Matt M replied to the topic Incentive compensation to encourage 6 Sigma adoption in the forum General 19 years ago
“The bonus/compensation rewards come through the normal performance and bonus programs that should already exist in an organization.”
You shouldn’t have to reward non-practioners to buy in to Six Sigma, they should see the value after the first project is done which should return bottom-line results, which would feed in to their normal…[Read more]
Each BB/GB is measured on their project success (primary metric) and their overall Six Sigma contribution:
– # of completed projects/# goal projects
– actual metric success/goal
– financial success/goal
– project velocity (time required)/goal
Avg the final percentages:
<92% – below expectations
92-98 – approaches expectations
98-100 -…[Read more]
“The challenge came in the form of a manager asking me to provide one company’s name that failed because they did their Six Sigma stuff on the weekend.”
If your management has this type of committment you most likely will not have a good deployement. Even when companies spend a lot of money and time during the work week, there are failed…[Read more]
You are not the first and willl certainly not be the last to deal with this situation.
Some ideas we’ve come up with in implementing our Six Sigma Program:
1) Start with YB training just to get the name, words & basic ideas out there.
2) Then GB to work into the time and resource committments.
3) Then BB/Champion training on a small scale to…[Read more]
Whether I agree with our management or not, the only thing different between our BBs & GBs is the Define phase of DMAIC. BBs spend time defining and scoping the project, while a GB is given an already scoped project and start right into the MAIC phases.
Matt M replied to the topic Entertaining Examples for Training Process Mapping in the forum General 19 years, 3 months ago
Creating a paper airplane.
To start have someone come up and just try to explain it…then see how many look similar.
Its harder than you think because everyone thinks their way to fold is the right way (variation) and after the map is done you can show how they are all the same. You can even include dimensional measurements (variable data) t…[Read more]
This is a real problem for our company, because we seperate the two categories (“official” or “hard” savings and “deferred” or “soft”).
We can only officially use the hard savings for certification projects, but we’ve started to include deferred savings to show the REAL savings a project will provide. It’s all up to your management, are they…[Read more]
Project Analyst(GB, no Eng degree)
Senior Project Analyst (BB, no Eng degree)
Process Improvement Analsyt (GB, no Eng degree, Lean exp)
Senior Process Improvement Analyst (BB, no Eng degree, Lean exp)
Project Engineer (GB, Eng. degree)
Senior Project Engineer(BB, Eng. degree)
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