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Ruddy

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  • #185785

    Ruddy
    Participant

    Peter,
    I use Excel to test Anderson Darling.  Send me your email and I’ll send you a copy of the template.
    mcarter(dot)mbb(at)gmail(dot)com
    Michael

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    #184621

    Ruddy
    Participant

    This is a very difficult task.  It is particularly true on Quality Management System (QMS) projects which I have worked with many Low Performing suppliers.  The number one issue identified is contained within the Product Realization process.  The teams identify numerous areas for improvement that have lead to non-conforming product yet it is extremely difficult to calculate a cost savings.  The improvements to procedures, training, checklists, etc., minimize the errors that may lead to customer rejections, internal scrap and rework.  But what dollar figure? 
    While this may be the most significant problem, there may be many others that could also require improvement projects and may also result in customer rejections, scrap and rework.  This would also obscure possible savings from other projects.

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    #180495

    Ruddy
    Participant

    Promotion removed by moderator

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    #180228

    Ruddy
    Participant

    Dear Sridhar
    Me Please – Thank you very much for your voluntary offer to send one paper and an excel sheet to do prioritization using AHP. I am one of the beneficiaries of such discussion forums. Following is my e-mail ID . Please send me the paper and an excel sheet to do prioritization using AHP
    e-mail: [email protected]
    Thanks again.
    Michael

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    #180138

    Ruddy
    Participant

    I have read and reviewed processes in many job sets.I have come to the realization understanding the tools at hand are the biggest assset to becoming sucsessful. Giving employees a mind set to feel that they play a significant role in developing the job process.Getting people on board to achive a goal. Remember when you eat alone you can choke.

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    #173906

    Ruddy
    Participant

    You got me.

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    #173516

    Ruddy
    Participant

    Michael – thank’s for your advice and quick response

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    #173505

    Ruddy
    Participant

    Thanks Michael – the reason I inquired about ‘targets’ is because my company publishes monthy scorecards with “red, yellow and green” status regarding certain objectives (ie. On-time delivery > 98%, etc).  Although the target DPU will ultimately zero, this may not be realistic at this time.  Can DPU be converted into some kind of percentage? 
    Thanks

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    #59375

    Ruddy
    Participant

    Aninda,
    think both 1&2 are interesting projects, though for the 2nd it would probably termed something like productivity or alike. The 3rd I understand to be more an issue once a project has been started – which could evolve into kind of a design for six sigma project like “activity based time recording”…but will be more an enabler to measure rather than a delivery of efficiency gains.
    Happy to discuss further,
    michael ([email protected])

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    #59358

    Ruddy
    Participant

    Hello Adam,Kindly please share also to my email for the game. It would be helpful for me to understand it.
    [email protected]

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    #171254

    Ruddy
    Participant

    Nobody has idea for this case?
     
     

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    #61917

    Ruddy
    Participant

    Massimo,
    I am also in the mental health field.  I have just completed my Black Belt course work and I need to start working on my project.   Could you please send me a sample or samples?  Thanks!!

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    #59285

    Ruddy
    Participant

    Hi,
    if this is still available, I would really appreciate a copy.
    email: [email protected]
     
    Thanks,
    Michael.

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    #167378

    Ruddy
    Participant

    Steve 0,
     
    I usually eat the rodent before it knaw’s my wood.
    As far as a size 10 to 11.5 shoe, you’d have to weigh 650 lbs over a 6 year period to enlarge your foot from a size C to a D width.  No enlargement in length unfortunately, and possibly some shrinkage.
    Ask a Podiatrist, he’ll help you with the math.
     
    Regards from MS!

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    #64910

    Ruddy
    Participant

    Hi Brandon,
    I also would appreciate if you can also e-mail me the 8Ds Templates.  E-mail- [email protected]
    Thank you,
    Michael 

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    #158802

    Ruddy
    Participant

    Hi Mike,
    Sorry I forgot to include my email in the last message.  Here it is [email protected]ahoo.com
    Thanks,
    Michael

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    #158794

    Ruddy
    Participant

    Mike,
    would you also email me a copy of the Lean Questionaires?  I am a manufacturing engineer in medical devices industry.  I just want to learn more about Lean Manufacturing.  Thank you very much.

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    #158581

    Ruddy
    Participant

    Hello Jim,
    I agree.  Some would be hesistant to ask questions and post their opinions, because it might get back to the with a negative response.  I maybe new to this thread but I am not stupid.  Once, I had the same experienc until I stopped posting – I will not learn from their comments.
    Everybody needs to learn and I believe there are experts here who log on to this thread.  I hope majority of those experts use their expertise wisely and with positive objective.  Not being subjective.
     
    Regards and Goodlucks!

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    #158572

    Ruddy
    Participant

    Hello 26,
    I know 1 book that may provide information that you need.  It is “The Goal” by Dr. Goldratts. This comes with a CD as well.  It does not directly relate to 6sigma (If that is what you need) however, Lean Manufacturing Concepts can be learned.
    If you could send me your email id, I will send you some basic guide questions on how to strongly manage a manufacturing set-up.  I got this from a Lean Manufacturing Guru when I sit-in a training before.  If you could try this, you might get what you want to achieve.
     
    Goodluck!

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    #156887

    Ruddy
    Participant

    Hi Kiran,
    If your getting mean values then what you need to use is 1 Sample T as Test for Means. 1 Sample Sign Test is for Test for Medians.
    Try this example : (1 Sample T) – Test for Means
    Let’s say you have a material – silicon coil.  Target thicknes is .150mm (as the target mean).
    Then comes delivery you have 4 batches.  Each of the batch you get samples and measured.  So now you have 4 different means from your 4 batches.
    1 sample t is used to test if your mean from your 4 batches of delivery is the same as your target mean at 95% confidence.  Make the Hypothesis. Being  0.05 as your alpha risk.
    If any of your samples resulted to a pvalue lower than your alpha risk then the mean of that specific batch is not  the same as your target mean.  Then concldue your hypothesis

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    #156885

    Ruddy
    Participant

    Hi Kiran,
    Process drift is essential for computing your capability index.
    Between/Within Capability – that is the computed Cp or Cpk based on the samples you measured. Or also know as the “Short Term” Capability.
    Overall Capability is also known as “Long Term”, hence it is considering the process drift and variation in an overtime, normally at 1.5sigma.  
    Hope this will help.
    Regards.

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    #156884

    Ruddy
    Participant

    hello moshin,
    if your Cpk is at 0.89, then definitely your process is not capable. what you could do is to check again your process based on the following :
    1. shift of your distribution – is it shift going to higher side of the specs or lower.
    2.  check for chronic factors involving your distribution.  factors that leads to defects.
    3.  repeatability is one of the major contributions for non capability of the process.  your product may be actually within specs but your equipments of process maybe erratic and sometimes gives misleading results. Use GRR.
    4.  go back to your 5m’s-1e and identify contributions leading to rejections.
     
    hope these would help
     
    regards.

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    #155456

    Ruddy
    Participant

    Hi Aiden,
    What crieria do your contracts have?  My suggestion would be to check supplier performance against the specification in the contracts.  You may be able to set up scores or weighted scores for the performance against the contract.  I have seen this work in reverse where a supplier scored their own performance based on what they were delivering against the contract.
    Michael

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    #154703

    Ruddy
    Participant

    i can understand the paper helicopter but how about the helo exercise? how to do helo and batches of helos?
    thank you very much
    michael

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    #147064

    Ruddy
    Participant

    Hank,
    I too would be most interested in your work.
    Please can you e-mail me your Excel sheet.
    Thanks,
    Michael

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    #142146

    Ruddy
    Participant

    Thank you, I’ll send e-mail request (from Tom, not Michael)…
     

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    #142144

    Ruddy
    Participant

    Beautiful!  Worked perfectly.  Couldn’t find when I searched the site originally, so thank you!

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    #141704

    Ruddy
    Participant

    Mr. Smith,
    do u by chance have an FMEA sheet on a Dhal/ peas mill… or any sort of mill for that matter…i would really appreciate it.. just send it and i will alter to suit…
    thank you

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    #139478

    Ruddy
    Participant

    Mr. HeeBee “Wanna Be” – I rarely read these threads… seems you and others have managed to take a once quality-laden site and brought it down to a level close to your collective IQs.
    It’s a shame that those attempting to better themselves should need to put up with your demeaning and racist comments.  As I asked of you several months ago, why don’t you have the intestinal fortitude to use your real name. 
    Believe me, you’re only hiding your name, not your ignorance.
    Oh, and by the way… 6Sigma=Cp=1.5=Cpk=2???  Since when?  You’re riding a wave that’s about to crash – enjoy it.

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    #136840

    Ruddy
    Participant

    Ron,
    Thanks for your information about MBB responsibility. As i know, in my company, a MBB also should combine business Y( business short term direction/ issue) with BB/GB project. Direct BB/GB’s project at these goal? and I think it also 70% time for MBB, not training and push six sigma culture.  Does same in your company?
    thanks
     
    Michael

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    #136704

    Ruddy
    Participant

    Ron,
    I have a question about what is the responsibility of MBB? Just more statistics knoweledge than BB or others?
    thanks
    Michael

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    #135789

    Ruddy
    Participant

     Dear Ozler,
       Could you please send me a copy of your steadsheet on attribute MSA
      my e-mail address is [email protected]
    Thank you,
    Michael

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    #134298

    Ruddy
    Participant

    Then, does anybody can give a clear answer?

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    #132449

    Ruddy
    Participant

    Hi Pep,
    Can u send me a spreadsheet with calculations? thanks lots
    [email protected]
     
    Michael
     

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    #132110

    Ruddy
    Participant

    KE,
    I have a question for your suggestion. How we can normalized the USL/LSL. Usually, for exmaple, type product 22.8 inches, it tolerance is +/- 1 inch, but for type product 12.7, it’s tolerance is +/-0.5 inch and so on. So, in this situation, this process can not normalize the USL/LSL, even we get +/- delta
    Does anybody have some opinions?
    Michael
     

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    #129041

    Ruddy
    Participant

    Hi BTDT,
    It is so nice to get your kind help, I do appreciate that.
     
    Michael

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    #128735

    Ruddy
    Participant

    thanks for your suggestion.
    Now the point is we want to reduce the defect sas possible as we can( because it is costly for us). I think it should belong to attribute data. So does anybody can give me a clear way to define opportunity or  how to calcualte it. 
    thanks

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    #126279

    Ruddy
    Participant

    Hi Sergei,
    I have same opinion with you. I know the formular of sample size not taking into consideration the population size. Would you please tell me the formular taking into consideration the population size. I do appreciate that.
    Michael

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    #126277

    Ruddy
    Participant

    Hi Sergei,
    I have same opinion with you. I know the formular of sample size not taking into consideration the population size. Would you please tell me the formular taking into consideration the population size. I do appreciate that.
    Michael

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    #124433

    Ruddy
    Participant

    Like all good practitioners of Six Sigma I am following the money.

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    #122388

    Ruddy
    Participant

    Andy,
    In defense of Bernie Roebacher, saying that “a bad process run well is better than an excellent process run badly” does not preclude him from also being of the opinion that both situations should be avoided.
    Michael

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    #119240

    Ruddy
    Participant

    Keep it simple, focus on the output (Y) where the pain is showing itself.  In this case, unloading.  The project should naturally lead you back to the various source faiclities loading functions.  Don’t forget you have more than one Y…both unloading labour and damages/loss caused.  They are both source for $ improvements and prime for inclusion in your project charter.  Gather categorical data on source plant/team and technology used in the packing.  This will point you in the right direction early (all plants/methods or just some).
    Good luck.
     

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    #118336

    Ruddy
    Participant

    please share with me , thanks.   [email protected]

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    #118335

    Ruddy
    Participant

    OK, then please tell us how to calculate it if you disagree this regular way ? thanks

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    #118315

    Ruddy
    Participant

    Can I ask you a few questions?
    first where do you get this formula?
    second what goal for this sample size? make a desicion for your in coming production or check your parts?

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    #118080

    Ruddy
    Participant

    Develop a questionaire and action prioritisation tool, talk to stakeholders and help them identify key issues.

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    #117247

    Ruddy
    Participant

    please send me a copy , [email protected]

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    #60492

    Ruddy
    Participant

    Do you have any examples of  improvements specific to the handling or managing of inpatient beds after they become free ?  I’m currently working on my first Black Belt project and looking for any literature on the subject. Is there a recommended periodical I could subscribe to in order to get this kind of information or any related information spcific to hospital processess? Thanks in advance

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    #112766

    Ruddy
    Participant

    Hello:
    I was looking at the igrafx software as well.  I was wondering if you had any success with the simulations and if you found it any easier by now? 
    I like what I have read so far about the product (igrafx for six sigma) and I am interested in what your thoughts on the product is at this time.
    Has a forum been set up yet?
     

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    #110484

    Ruddy
    Participant

    Dear Bhadrayya,
    Your response is exciting. Appreciated if you can email me at [email protected]
     
    Thanks.
    Michael
     

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    #110476

    Ruddy
    Participant

    Hi All,
     
    Actually my question has been simplified. But I think originally it will be better for you to give me an answer.
    Since the confusion was raised, let me give you more detail. But it may confuse you more.
     
    Revised information:-
    Suppose we have an order to complete 100 of product A. Product A includes 12 assembly components. Among them, there are 3 significant components which will be impossible to be dismantled and reworked after assembly. There will be 3 steps to complete it. 4 components (includes 1 significant components) will be assembled in each step.
     
    The output is as below:-
    1st step: 10 scrap, 10 need rework.  We rework them and add the new to ensure there are 100pcs passed to step 2. Step 1 won’t tell step 2 whether there are any reworked parts passed over.
    2nd step:  5 scrap, 5 need rework. We rework them and add the new to ensure there are 100pcs passed to step 3. The owner of step 2 won’t care whether the 100pcs from step 1 contains reworked parts.
    3rd step:   8 need rework. We rework them successfully.
     
    Let’s assume the added components and the reworked parts can be successfully done at first time. But frankly speaking, to fulfill the order is our ultimate goal. In other words, the reworked and added components may not be successfully done at the first time.
    Obviously, we are talking about defective not defects.

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    #110335

    Ruddy
    Participant

    I agree with Stan.
    RTY=66%
    FTY=92/100=92%.(not 100% as Stan gives)
    Because the calculating is simpler, and it will simplify many of our statistical job, more importantly, it can be suited for many scenarios without thinking whether there is scrap or new launch of material.
    If we follow Arvind’s rule, probably it will be a time & labor consuming job as we usually have more than 10 steps to finish a product. But I am not saying Arvind’s calculating is wrong or right.

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    #110329

    Ruddy
    Participant

    1) try to find the previous problems. You have to know what kind of image will raise confusion.
    2) select some examples which can represent  most of your problems. of course, you have to add some images which do not have any problems into your test. 
    3) we may not necessarily count the whole 1000 pixels. we circle some of them, and gage R&R only focuses on these areas. 
    hope it will help you.
     

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    #110319

    Ruddy
    Participant

    The uncontrollable factors are assumed before you starting the DOE. They may affect our result, so we categorize them into several blocks. Each block will have the similar structure of your parameters. If one of the block is significant, we should run your process at this block (let give a definition of block, it means a group in one setting, If you want to run 16 runs, it’s your turn to separate your total runs into several groups if you think it is necessary) Since the block is significant, we can not say we can not control it. We must turn it from assumed factor to an absolute factor which need more control.
     
    Contract to Noises in Taguchi DOE, we don’t need SEPARATE runs into groups. We record the results in different noise situations. The noise is different from the block. It is totally beyond of our control (or not economically to control or avoid it), what we can do is to acknowledge the noise and to adjust our controllable settings to optimize our process.
     
    In normal DOE, the result is in one column; while in Taguchi, the results are in several columns correspond to noises.
     
    Hope all these answer your question.

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    #110309

    Ruddy
    Participant

    Block means you should categorize your runs into several considerable small groups. Each group will have the similar structure of parameter settings. Thus we can reduce the effect due to uncontrollable factors (the uncontrollable should not directly impact the DOE result. The uncontrollable factors can be:- different days, different humidty. And if you complete the test within one day, there’s no need to assign block).
    Taguchi is a different method. It is different from above. Main differences are:-
    1). Taguchi usually tackles factors with more than 2 levels (different from adding center points in normal DOE)
    2.) The runs are less, so more efficient.
    3) It also analyze the impact of uncontrollable factors, and find a best resolution. But the uncontrollabe factors themselves have some internal rules to follow(eg, the voltage at day will be a little higher than at night; if more machines run, the vibration will be stronger than that of less machines). 

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    #110300

    Ruddy
    Participant

    Thanks for all of your inputs. The question was asked during an internal training class, and I can not convince them. In fact, this scenario in the example happens everyday in our plant.
    My understanding is:-
    0.8x(90/100)x(92/100)=0.66
    I think it is more realistic, because:-
    In real situation, we may not know whether each step adds additional parts in order to keep the final output (in our example, it is 100piece).
    Second, let’s say, the 3 steps were done in 3 different plants. When you collect the data, what figure will they give you?
    Thirdly, if there’s many scraps, we also can have the hint from inventory control to drive us to solve the real problem.
     
    I hope more people can join this discussion, then we may have an universal sense. Discussion makes us learn from each other.

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    #110252

    Ruddy
    Participant

    Hi Sir,
    Thanks for your quick response. But your answer doesn’t convince me. And it is difficult for me to give my opinion against your answer. Based on your knowledge, in such a case, how is the whole process FTY (you call this as FPY)?
    In this example, it is totally different from the others illustrated in this forum. And different people around me will give me different answers. So, I am confused.

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    #99586

    Ruddy
    Participant

    PFMEA is applied on live Processes and improves the Process performance by studying the existing failure modes and making improvements to reduce their Occurence, Increase their detection .   DFMEA is applied in designing a new Process and improves the Process Design by studying all the possible failure modes and making improvements to reduce their Occurence, Increase their detection.
    Certanly PFMEA can be applied in your case.

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    #63397

    Ruddy
    Participant

    I am unfamiliar with Kingston University, but Universities are fertile fields for Six Sigma Projects.  You could investigate projects related to administration related issues (student registration, billing, etc.), or if you wanted a technical area, you could investigate lab or computer equipment failures on campus.  I’m sure the University would welcome the opportunity to save some money as well!
    Michael

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    #63396

    Ruddy
    Participant

    Visio has standard templates for generating swimlane flowcharts.  I believe the standard edition includes these templates – it’s incredibly flexible, easy to use and pretty reasonably priced.
    Michael

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    #97433

    Ruddy
    Participant

    Hi Bob,
    the idea with yarn is great! Very easy to prepare though difficult enough to measure, low cost and easy to carry with you.
    Thanks (to all) who offered help!
    With kind regards
    Michael

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    #96407

    Ruddy
    Participant

    50% DPMO reduction or 1 Z improvement.  I do not believe there is any “standard”.  These are more goals.
    Michael

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    #96109

    Ruddy
    Participant

    I am a master black belt with 7 years of experience from one of the leaders….I was offered employment by BOA and as others have suggested…formulated my own opinion…..not a chance in hell after my interview experience….!  That program is at the cusp of disaster….my guess is that in less than 2 years, it’s history, without a serious six sigma leader, rather than a veteran BAC insider who won’t shake the establishment where it needs to be shaken….ie the previous guy who got the parachute once he challeneged Lewis.  Those “saving’s” I have heard about at all the six sigma conferences from BOA ‘ers must have been calculated by Enron’s accountants. 

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    #94819

    Ruddy
    Participant

    If information is the tide that lifts all boats, then knowledge is the moon.
    I began my quality career in 1982.  I have watch this very same pattern with Quality Circles, SPC, CQI, TQM, BPR, etc. 
    We start with a philosophy, we frame it with principles and tie it together with rules.  Then we run off to teach the rules. 
    In 1971 Dr. Kaoru Ishikawa published the Guide to Quality Control.  It was a book that included the philosophy and principles as well as the rules of Quality Control. (Yes, Six Sigma is in there).
    But in 1971 we did not exactly agree with the philosopies and principles of Japan.  So we extracted the rules and taught those.
    The bottom line is that the philosophy and principles of quality have been the same, with every wave of quality “fad”.  We just try to use different rules.
    For more than twenty years I have watched our profession bicker over the rules while ignoring the philosophy and principles.
    It is the same dynamic that has continued to fragment the religions of the world for thousands of years.
    One of the most successful professional BOK’s is that of the Project Management Institute.  The PMBOK was started in 1986 as a statement of PM Philosophy and Generally Accepted Principles.  It is modified and updated year after year as the profession advances in shared knowledge.  For example, the PMBOK principles that are currently expanding with information and knowledge are those of 1) Project Quality and 2) The Human Dimensions of Organizational Behavior.
    Because we are unique individuals we will always disagree on the rules.  The trick is to first agree on the principles.
    ME

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    #85550

    Ruddy
    Participant

    I would encourage you to read “Innovator’s Dillemma” by Michael Christensen.  This book addresses some of the concerns you have.

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    #59845

    Ruddy
    Participant

    Tony,
    This sounds interesting and also simple.  It seems to me that simply tracking the most errors from each of your 5 factors via histograms would be one possible place to start.  I wonder – it looks like a DOE Taguchi application also.  I see your CPOE – what are your expected outcomes using that?
    Michael

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    #59832

    Ruddy
    Participant

    That is unique to each company –  some do require a time committment, some do not.  Mine did not, so, since I was ready to leave the company anyway and it was going through some rough times and layoffs were in the wind, I took my training and left.  It was the best decision I made of my career.  Some states have laws affecting Human Resource departmental rules for “making” employees stay after training, as does the National Labor Relations Board.  Salary exempt and non-exempt rules vary.  Ask your HR people about the rules in your company.
    Michael

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    #83800

    Ruddy
    Participant

    In my company 6 Sigma has had a very high acceptance rate based on the strategy they used to implement it. “You either buy into to it or you don’t have a job.”  If you get down to the real facts, you will most likely find the same stategy is used in most companies, even GE.

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    #62851

    Ruddy
    Participant

    Fix IT or Fix Accounting is near World Hunger. I have had great success having a BB or GB team do some serious scoping up front and this means stapling a tie to an invoice and following it from entry to bill drop. I am not too popular a MBB until the first Ah ha is found and the hidden factory begins to be exposed. After that, it becomes a matter of what to work on first. There will be $$$ found.

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    #83047

    Ruddy
    Participant

    I agree with the collaborative approach suggested.  Unless more of your company’s key resources are involved with the decision making, the cultural aspects of your company’s need to change will remain isolated to those involved.  Don’t allow the tenets of SS to be compromised out of convenience to the executives.  It is a genuine SS effort, or it is something else.
    If you must, identify the position of each key player on SS as SS is defined in its pure form.  Then, develop your approach to changing their position.  SS does mean power shifts and changes in any organization.  Don’t kid yourself or let those wanting this to happen think it won’t affect them in some way.  It affects everyone.  Since change is usually perceived as a negative, those sensitive to power changes will see SS as a threat, and that is where the project meets its limits unless you know how to handle those project dynamics.
    If you are in above your head here, you have a lot of company.  Anyone can measure, SS demands more than that.  It demands cultural change as the bigger picture.  You are wiser for getting the qualified assistance to help you support this critical aspect of your project, rather than running with the risk of temporary, compromised success.
    Michael

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    #81988

    Ruddy
    Participant

    Fortunately for most employers, a competitive salary is necessary but not sufficient to retain employees.  There is a great deal of research investigating the impact of salary (extrinisic motivator) on both satisfaction and turnover.  Most studies have found that if employees feel as though they are paid equitably to others in similar roles within and outside of their organization, they will be less likely to leave the organization.  However, more money is not necessarily better.  It’s not a complete linear relationship.

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    #80239

    Ruddy
    Participant

    Scott,How true! One quick help to the situation (prior to any Six Sigma study) would be to drastically cut immigration, and setup an automated-database on all new legal imms. Also, beef-up border security and begin to fund internal security to weed-out illegal imms. Consier the following,
    -many recent child abductions in CA were committed by illegals
    -recent Beltway sniper’s helper is an illegal
    -recent illegals were firing guns upon border patorl agents along Tex-Mex borderOnce you move past these improvements, implementing a Six Sigma approach to overall National Security program would be helpful, but would never happen based on your comments — excellent insight!Mike

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    #72202

    Ruddy
    Participant

    I have been asking the same question for a long time with no answer. Everything I read points to the fact that “span” simply implies limits that the customer wants instead of limits that the company decides. But other than that, I can’t see any difference to a normal anlysis. Based on the example from the other post I think an analysis with “span” in mind would just pull the limits in from “within 9 days” to “within 3 days” for customer delivery.
    If anyone knows the real answer, I would love to hear it.

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    #68823

    Ruddy
    Participant

    In addition to factoring in whether the 6sigma implementation is fairly new and whether the blackbelt is new (i.e., likely to do fewer projects, projects may not be effectively set up…) you may also want to consider the bb’s leadership skills. This may also depend on what level of seniority blackbelts hold at your company.Consider the Kouzes/Posner model (for which you can actually purchase a great evaluation tool that involves feedback from coworkers)– how well does the blackbelt perform in their 5 categories of leadership:– challenge the process
    — inspire a shared vision
    — model the way
    — enable others to act
    — encourage the heartDrive these down to the behavioral level (specific to what you’d expect from blackbelts) and then collect data on performance.Just a thought.-michael (Sun Microsystems)

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    #68269

    Ruddy
    Participant

    The key to computer based training (CBT) is keeping the people in the seats and interacting with the material.  In the classroom you have several advantages (the greatest of which is presence) to keep the students on task.  With the computer, you have none of these so you have to make the program entertaining.  I’ve even seen cases where the students muted the telephone and were conducting side meetings during CBT.
    Call Systran Six Sigma, 281-480-8004.  They are in the process of developing an interactive Six Sigma computer based training incorporating (hard coded) statistical analysis and project management in a very palatible package.
    I was impressed with this proposal because it was tailored to a non-technical audience, made no assumptions, and was basically turn-key.  You provide the people skills and the data, this training walked the participants through in several interactive sessions to closure then set up the translation projects on the back-end.

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    #68268

    Ruddy
    Participant

    Negative Z shift is merely a computational artifact  (Zlt = 3*Ppk).  You should be concerned primarily with the difference in the numbers as this reflects your true process capability long term.  Remember that Z is a logarithmic function so worry not.
    Of course, if my Ppk were bigger than Cpk, I would worry that my process is getting worse not better due to the improvements made.

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    #68266

    Ruddy
    Participant

    I’m going to make a few enemies by doing so but I agree with your premise that you should develop a few good PRACTICIONERS of DFSS.  If you will remember, in the development of Six Sigma it was discovered very early that black belts have to have a practical training as well as an academic training.  This could not be more true than with DFSS.  To a one, all of the major DFSS schemia (DMADV, DMEDI, DCCIME, etc) are all flawed.  Each makes assumptions and one or more of these don’t apply to your product, service, or even industry.  So what can your do?
    Well, you have to practice Six Sigma Design, in context.  Just as the traditional design schools always expect you to get some practical industry experience, so must DFSS and this doesn’t lend itself well to mass training.  You can then extrapolate that knowledge knowing where the pitfalls are. 
    For example, in 1997 I was working with GE Plastics during their implimentation of DFSS and they were considering the use of Berryman scorecards which are extremely useful in descrete component manufacturing (esp. electronics) but quite misleading in the chemical industry where individual “parts” are rarely independent.  Is there a theoretical basis for rejecting these?  Yes, but can you really expect the typical black belt to have that depth of understanding.  I don’t think so unless you mentor in the knowledge.
    Successful DFSS should build upon your existing DMAIC and other proven design methods (many of which are industry and even company specific).  Teach the general concepts and tools (VOC -> CTQ, QFD, FMEA, Scorecards, variation modeling, etc) then apprentice your black belts to an existing design team as both student and teacher.  You may end up with something that others outside your company don’t recognize as DFSS but it will work and at the end of the day, you are only responsible to your customers and shareholders not us.
    Michael CarverDirector of Six Sigma Union Pacific Railroad

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    #68121

    Ruddy
    Participant

    Bindi,
    You may want to check out Sterling Technologies website.  http://www.sterling-quality.com .  We have an interactive software tool (client-server) that enables the user to improve designs concurrently during the design stage.  DFSS II also includes a process capability databas with over 500 process capability models which provides a turn key package of both tools and data.  You can either download the self-running demo, or request a demo CD for additional information.

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    #68120

    Ruddy
    Participant

    For addition information on DFSS at the detail level, you may want to review Sterling Technologies website http://www.sterling-quality.com

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    #68119

    Ruddy
    Participant

    Joe,
    You might want to check out the website that Sterling Technologies has http://www.sterling-quality.com .  DFSS comes in two different flavors.  One is at the concept design level which was probably the topic of your DFSS class.  The other flavor of DFSS is at the detail design level.  We have and interactive DFSS design tool and a process capability database of over 500 process capability models that allow you to interactively design 6-sigma quality levels into new designs.  A self running demo can be downloaded, or we can send you a self-running demo CD and additional information about our product and services.

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