iSixSigma

Ovidiu Contras

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  • #176297

    Ovidiu Contras
    Participant

    Go with the guy that asked for help – but ask him before if he is ready to lead the transformation, by allocating ressources and personnaly participating in improvement activities.
    Of course, you have to provide him knowledge of how Lean works (a Sensei).
    Hope this helps
    Ovi
     

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    #161738

    Ovidiu Contras
    Participant

    Steven,
    What about: being Lean, means to give customers

    What they want
    When they want it
    Safely
    With quality
    Profitably – in the least waste way
    Cheers,
    Ovi
     
     

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    #159519

    Ovidiu Contras
    Participant

    Didn’t heard of this accronym, but I guess it’s about the NVA But Necessary …
    Hope this helps

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    #155698

    Ovidiu Contras
    Participant

    Mike,
    A clarification first. If:
     Lead Time (total time it takes for the product to pass through the whole process), then you are right – longest A or B + C.
    Cycle Time (the actual time it takes to do an operation), then your work content (total Cycle Time) is A+B+C
    Hope this helps

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    #64700

    Ovidiu Contras
    Participant

    Walter,
    White papers won’t do any good, without a deep understanding of Lean principles. Copying a formula without knowing what’s behind it is dangereous, especially when problems in the new setting arise.
    My recommendation would be to learn about flow, pull, waste, root cause and all the related good stuff before doing anything .
    Hope this helps

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    #155588

    Ovidiu Contras
    Participant

    Walter,
    White papers won’t do any good, without a deep understanding of Lean principles. Copying a formula without knowing what’s behind it is dangereous, especially when problems in the new setting arise.
    My recommendation would be to learn about flow, pull, waste, root cause and all the related good stuff before doing anything .
    Hope this helps

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    #153811

    Ovidiu Contras
    Participant

    Sanjeev,
    Your mamangement team has to understand first that what you got there is the ideal recepy for going out of business. Once they understood that, then you can suggest Lean. You can start highlighting the waste in the entire process by giving specific examples (overproduction, driven by utilization; inventory ….) and making the link to the related costs…
    Hope this helps

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    #152796

    Ovidiu Contras
    Participant

    Neo,
    You’re correct – with the mention – you have to capture somewhow the information about rework (x% rework) next to the operation. VSM is an excellent tool to capture waste, and rework is waste.
    Hope this helps

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    #151345

    Ovidiu Contras
    Participant

    You got some good ideas in some of the posts. What I would try is going to the ideal state and work backwards to what is feasible. I know it’s easier said than done, but it’s woth it .
    See what the ideal situation (not process) that satisfies the customer is, and ask Why we can’t do it that way? … several times
    Hope this helps

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    #147190

    Ovidiu Contras
    Participant

    ADB,
    One of the things you have to verify is do you have enough capacity to handle the demand. One easy way of doing is dividing CT (cycle time)by TT (takt time), the result being the number of operators required to respond to the demand.
    Let’s say the demand is 50 boxes per day. TT is 450min (available time) / 50 = 9 min . Let’s suppose that CT for a box is 20 min. Then CT/TT=2.2, so you’ll need 3 operators in order to satisfy the demand.
    Now, if this is not negotiable, my suggestion would be to put a cell in the shipping area where you can perform all the oparations in the same place.
    Hope this helps

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    #147086

    Ovidiu Contras
    Participant

    Blanco,
    Tool (as an input) can have an influence on several things (as outputs): 
    1) part-related: part dimensions , part surface finish – from this point of view, I’ll suggest to push further your investigation, look into the rework or scrap level in the lathe process, go and ask the next process if the parts are ok (not just the person doing them)…
    2) productivity: as you mentioned, speed for finishing the part
    3) batching: as you look into why we have to make big batches, you’ll get answers like: ” this is the economical thing to do…more you do, less the cost per part…”. In reality, the biggest driver for this is the long set-up times (last part A to first good part B). What drives long set-up times? From what I found – it’s adjustments … and guess what drives the adjustments?
    So, in my opinion, these are 3 good reasons to control your tool wear.

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    #147066

    Ovidiu Contras
    Participant

    Blanco:
    To put it simple: you want to control your input (tool) in order to have predictible output (part diameter).
    Hope this helps

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    #145298

    Ovidiu Contras
    Participant
    #144890

    Ovidiu Contras
    Participant

    Forrest,
    I hope I understand your question, so:
    IF:
    1. A 25% increase in productivity was achieved and proved by the 2 sample T-test for before and after intervals (assuming the productivity is measured in some form of continuous data)
    2. The 2 sample T-test for the financial results showed for the same before and after intervals that they are not statistically different
    THEN:
    First thing that I’ll question would be the relationship between productivity increase and financial results
    As per your questions: You’ll always have to prove the difference between before and after situations. If the improvement is obvious and just by plotting the distributions you can see the differece (they don’t overlap), there’s not a real need to perform the test.
     
    Hope this helps

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    #144689

    Ovidiu Contras
    Participant

    HornJM,
    When we did this, the ivory tower moved closer to the shop floor, too.
    In short term you’ll get frustrated office people, but in the long term you’ll have office people more aware of what happens on the shop floor.
    The biggest problem we had was the noise – quite annoying when you talk on the phone – but we look at it as an opportunity for noise reduction (usually noise being always last on the improvements to do list).
    Hope this helps

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    #143884

    Ovidiu Contras
    Participant

     
    Try this article.
    http://finance.isixsigma.com/library/content/c060208a.asp
    Hope this helps.
     

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    #141808

    Ovidiu Contras
    Participant

    John,
    As the name states, VSM is about mapping how the value flows through your processess. So:
    1. Define value – from the customer perspective – is it the service? is it the physical product?
    2. Follow the value – how it flows through your processess – if it is the physical product, follow the operations involving the product
    3. Follow the information that makes the value move from one operation to the other
    4 Put the timeline at the bottom, corresponding to (2)
     
    Hope this helps

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    #139699

    Ovidiu Contras
    Participant

    Danny,
    the Affinity Diagram can help you group the data based on categories. You can choose these categories yourself, organize the data accordingly, then run a Pareto Chart.
    Hope this helps… 

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    #139443

    Ovidiu Contras
    Participant

    Rich,
    You can do some reading on Setup reduction techniques (most used is Single Minute Exchange of Dies – SMED). The principle is very simple:

    identify internal (setup operations that can be performed just when a machine is idle or stopped, such as mounting or removing tooling) / external ( setup operations that can be performed while a machine is running, such as transporting tooling to and from storage) operations
    modify the process accordingly
    convert internal to external
    streamline internal and external in order to minimize the total setup time
    Hope this helps…

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    #139383

    Ovidiu Contras
    Participant

    Ken,
    Do you have the material flow? Do you have the information flow that goes with it? Do you have the timeline? Do you have data boxes for the activities? All pertinent info about the process is there?
    If the answer is yes for these questions, you have a VSM.
    As per VA/NVA discussion, do a research on this forum, there are interesting threads …
    hope this helps …

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    #139106

    Ovidiu Contras
    Participant

    This might help …
    http://www.tomdevane.com/

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    #139032

    Ovidiu Contras
    Participant

    Same observation for me. The real eye opener was when I had to assemble small pieces in a batch-and-queue and one-piece-flow environments…

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    #139013

    Ovidiu Contras
    Participant

    Ken,
    I tend to stay away from diamonds simply because this means more ramifications, back and forth loops. In cases where a decision is needed, I prefer going with the “normal” flow and add details on the map. For example, in the receiving process dealing with raw material non conformity, the operation boxes would be: RECEPTION – INSPECTION – RM triangle and add next to the INSPECTION box comments like ” returned 20% in the last month…”
    Hope this helps …

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    #137819

    Ovidiu Contras
    Participant

    IE,
    The driver for MTO or MTS is given by the demand for the part:
    if the demand is 1 per month, the part is MTO
    if the demand is 300 per day, the part is MTS
     

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    #136990

    Ovidiu Contras
    Participant

    SH,
    LSL should be the minimum inventory days without stock-outs (you are below, you’ll have a stock-out)
    USL is something management would agree is acceptable in terms of money tied in inventory (more inventory days, more money tied in …)
    Hope this helps

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    #136511

    Ovidiu Contras
    Participant

    The definitions are pretty much the same:
    Severity: How bad the impact on the customer will be if the failure occcurs?
    Occurence: what are the chances that this could happen?
    Detection: what are the chances we detect this (with current controls) before it hits the client?
    Your team’s homework is to put in place the criteria  and rate them from 1 to 10 (10 being the worse case). For example, a rating of 10 for Severity in your case: “if this failure occurs, the customer doesn’t get the money and we violate gouvernment regulation #xyz” ….

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    #58762

    Ovidiu Contras
    Participant

    The definitions are pretty much the same:
    Severity: How bad the impact on the customer will be if the failure occcurs?
    Occurence: what are the chances that this could happen?
    Detection: what are the chances we detect this (with current controls) before it hits the client?
    Your team’s homework is to put in place the criteria  and rate them from 1 to 10 (10 being the worse case). For example, a rating of 10 for Severity in your case: “if this failure occurs, the customer doesn’t get the money and we violate gouvernment regulation #xyz” ….

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    #136028

    Ovidiu Contras
    Participant

    IE,
    Standard Work is not SOP. Standard Work is the way we do things in the least waste way, described in terms of time and space (usually a single page). On the Standard Work you have graphically described the points of quality check (by operators), the standard WIP, along with safety-related spots.
     Work instructions – also necessary – should be easy to understand, so even a person that has no idea about the product could do the job. Use the maximum of images and easy to understand drawings.
    As for  Poka Yoke, ask yourself: how can we design this, so the operators cannot assemble it the wrong way, how can the process be improved, so it cannot allow a defect to pass to the next operation? Use the knowledge of the most skilled operators when you do this.
    Remember, you have to provide operators with good processes first, and then ask yourself if there’s a manpower issue …

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    #135979

    Ovidiu Contras
    Participant

    IE
    Standard Work posted and followed, along with Poka Yoke in place should greatly help …

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    #134947

    Ovidiu Contras
    Participant

    Please look at this article. You may find helpful information and things to avoid….
    https://www.isixsigma.com/library/content/c020916a.asp
    Good luck

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    #134588

    Ovidiu Contras
    Participant

    Ken,
    You can do both. VSM’s are used to show all the Muda in the value stream, in order to plan improvement activities. The map should highlight the waste, so when you see the manager, he/she understands quickly the situation. Showing the unballance between Lead Time and Process time (regardless of the nature of delay) would nicely do the job.

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    #134549

    Ovidiu Contras
    Participant

    Ken,
    you’ll have to go beyond the text manuals to have all the critical information on a VSM. For example, the defective parts information could be a cloud next to the operation with the word “rework” or “scrap” on it, or it could be a Kaizen burst.
    Depending on what you mean by travel (between steps in different locations or between steps in the same location) could be captured in the dented line at the bottom of your map, where you add the Lead Time and the Process Time.
    Hope this helps.

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    #89087

    Ovidiu Contras
    Participant

    So , what criterias do you have in mind for certifying things like : soft skills , teamwork , conflict resolution , driving change , that make the lion’s share for what a Black Belt should be good at ?

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    #80704

    Ovidiu Contras
    Participant

    Thank you very much…..you guys really add value to this forum…

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    #80699

    Ovidiu Contras
    Participant

    Eric ,
    autocorrelation was not explained during the 6S training I had .I would be interested to learn more about it . Can you suggest some articles / books ?
    Thank you .

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    #80402

    Ovidiu Contras
    Participant

    There are tools in Minitab where you can have forecasts .For example :
    Stat/TimeSeries/Decomposition
    This is going to build a model for trend and seasonability ,based on historical data .
    Hope this helps… 

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    #80385

    Ovidiu Contras
    Participant

    Probably because companies want to develop their own BB’s….to do that you need MBB’s ….

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    #79167

    Ovidiu Contras
    Participant

    You might want to try http://www.globalmajic.com / Samples / ActiveX Samples .
    Hope this helps

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    #78418

    Ovidiu Contras
    Participant

    Derek ,
    No success with overtime projects at this point ,but I’m curious about how do you handle overtime as a project …what was people’s reaction ? I’d suspect nothing very enthusiastic ….
    Cheers

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    #78194

    Ovidiu Contras
    Participant

    I think the point is that even if you cut in half the time for doing a job ,unless you find some new additional-revenue job to fill the saved time , it will be very hard to show the saving to the bottom line …Am I wrong ?
    Cheers 

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    #78146

    Ovidiu Contras
    Participant

    Mike ,
    Should we understand you support the same oppinion ?
     

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    #78101

    Ovidiu Contras
    Participant

    Mike ,
    you’re welcome ! ….and I’m very serious about this…if during a project ,Define phase is overlooked , the whole project is at risk of loosing the focus (or worse ,focusing on something else than the real thing) and eventually fail…

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    #78093

    Ovidiu Contras
    Participant

    Mike ,this is really the essence …very well said : “Once you can define and measure a defect the worst is over. You just analize the data.” .
    This is a candidate for Inspiring Quotes…..

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    #77914

    Ovidiu Contras
    Participant

    You can search the forum (right side of this post) by keyword (type :kaizen) and you’ll find about 80 or more posts on this topic …
    Cheers

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    #77698

    Ovidiu Contras
    Participant

    Your Null Hypothesis ,as I understand it ,is your initial statement (the suspect is innocent) .Always put what you want to prove (the suspect is guilty) in your Alternate Hypothesis .
    The p-value comes into play when asking the question : how sure are you that the suspect is innocent ?
    If your p-value is less than 0.05 , you are 5% or less sure that the suspect is innocent , and 95% or more that the suspect is guilty . Therefore you say that you reject the NH and accept the AH .
    As p-value is grater than 0.05 ,you have less confidence in accepting the AH and rejecting the NH .
    Nevertheless p-value of 0.05 is a sort of a “standard” ,you can use what value is best for you  and for what you try to achieve .
     
    Hope it helped…..

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    #77678

    Ovidiu Contras
    Participant

    If you just want to prove that there’s a statistically significant difference between “before” and “after” , why not use Hypothesis testing ?
    Cheers

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    #77546

    Ovidiu Contras
    Participant

    James ,
    I fully agree with you . All I’m saying is : more idle time you have on your machinery ,less chances to become a bottleneck …As  more work is brought in ,the situation changes .

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    #77544

    Ovidiu Contras
    Participant

    Mike ,
    there are less chances of  having the bottleneck if there’s  no capacity issue …or am I wrong ?

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    #77543

    Ovidiu Contras
    Participant

    Thanks for your input Mike ,
    I think others in this forum are interested , too …

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    #77536

    Ovidiu Contras
    Participant

    Thanks Ron ,
    This is really neat , but is it really feasible ? I mean ,I’m not sure if I would do this if I were one of the suppliers ….

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    #77375

    Ovidiu Contras
    Participant

    I don’t know for the 6S methodology ,but we use (depending on the data) from Time series decomposition to ARIMA…Minitab has all this stuff….
    Good luck

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    #77322

    Ovidiu Contras
    Participant

    What if you set the “low” at the starting point (before starts increasing) and the “high” when it stabilizes ?

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    #77318

    Ovidiu Contras
    Participant

    You can transform your data ,to get a normal distribution .Take advantage from the normal distribution and calculate your probabilities according to Z and the Standard Normal Table , for your transformed limits….
    Hope this helps

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    #77315

    Ovidiu Contras
    Participant

    You can answer those questions by performing a full factorial DOE , 2 variables ,two levels (low – the lowest value for the respective variable / high -the highest value) ,that gives you 4 experiments , without replication and no center points . For all those experiments you measure your output . There is specialized software that designs and analyzes your experiment .
    Good luck

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    #77136

    Ovidiu Contras
    Participant

    The Mood’s median test will tell you if there’s a statistically significant difference (p-value less than 0.05) between the medians of your two populations (distributions not normal) . If you have Minitab ,go to StatNonparametrics…
    Good luck

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    #76982

    Ovidiu Contras
    Participant

    Did you get any information about this ?

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    #76672

    Ovidiu Contras
    Participant

    There have been posts on this one previously . Go to Search the forum and type TQM as keyword   .
    Good luck

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    #75830

    Ovidiu Contras
    Participant

    Marty ,
    sorry about the name….
    About your situation : you’re the change agent ! They won’t listen to you unless you show them some results …
     
    Good luck

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    #75825

    Ovidiu Contras
    Participant

    Ulrich ,
    Start by setting a baseline :
    1. Divide your process into subprocessess (welding ,assembly…) – flowcharting is great for that .
    2. Describe how these subprocessess interact with eachother by using internal client – supplier relationships (subprocess2 has client subprocess3 and supplier subprocess1).
    3. Set metrics on your subprocessess (for critical ones) – time , manhours , first pass yeld ….and decide from where you’ll get the data.
    4. Once you have the data ,you can see  if your subprocessess are in control or not and  where you should fix , if necessary .
    This is the start in my oppinion …
    Good luck .

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    #75758

    Ovidiu Contras
    Participant

    From my experience :1. Learn the tools and how to apply them – allways on specific projects ;2. Make sure you’re backed-up by management in all your initiatives ; if all you got is silence or defensive positions , that’s a bad sign ….

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    #75033

    Ovidiu Contras
    Participant

    Thanks Jack ,
    situations like this are not obvious….

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    #75028

    Ovidiu Contras
    Participant

    Thanks ,
    For more clarification : this process generates heat . Heat translates to temperature ,and temperature affects the process …..

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    #74504

    Ovidiu Contras
    Participant

    Go to Methodology (blue field at the left of the page) ,click on Taguchi – Robust and then choose Introduction to Robust Design article . Good luck !
    Suhas ,is it you ?

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    #74107

    Ovidiu Contras
    Participant

    I have another example : Human body should have an average temperature of 98F ,right ?
    If you measure only by average , you can have a situation when legs have 58F and head has 138F . Average is 98F ………

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    #73886

    Ovidiu Contras
    Participant

    Angel ,
    try http://www.weibull.com . It will give you some insights from accelerated life testing .
     

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    #73329

    Ovidiu Contras
    Participant

    Thanks for the feedback !
    What I probably missed  explaining ,is that each measured individual response is a distribution ( for a full factorial ,3 factors ,2 levels , I will have 8 responses to measure – 8 distributions). The overall individual response consists of smaller responses connected in series .

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    #72997

    Ovidiu Contras
    Participant

    Thank you very much for your responses .It is very much appreciated .

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    #72983

    Ovidiu Contras
    Participant

    Thanks for the reply ,and please forgive my ignorance (I am not a reliability expert) :
    from where the 38% comes from ?

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    #71726

    Ovidiu Contras
    Participant

    I think this is a good template for deciding when to use SixSigma, Lean or TOC. Regards, Ovidiu Contras Six Sigma, Lean or Theory of Constraints HelperViewing Tip: Usually, you can click on a link to view the document — it may open within your browser using the application (in this case Microsoft PowerPoint). If you are having difficulty, try right clicking the link and selecting “Save Target As…” or “Save As…” to save it to your computer harddrive.

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    #71597

    Ovidiu Contras
    Participant

    Thank you !
    Ovi

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    #71509

    Ovidiu Contras
    Participant

    Conclusion : Do not blame Six Sigma !
     
    Regards ,
    Ovi

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    #71488

    Ovidiu Contras
    Participant

    I’m sorry for you… You’re obviously on the wrong career path ! I still have a question : Why did you let go your dream job ???

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    #71464

    Ovidiu Contras
    Participant

    Thanks , this is a really good idea, and something that definetly to take into account !
    Ovi

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    #71433

    Ovidiu Contras
    Participant

    Thanks for your response !
    This DOE is about defective gas detectors , so my response is detected / not detected …….
    Ovi

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    #71391

    Ovidiu Contras
    Participant

    Thanks for the prompt response , Erik !
    This type of DOE will be part of my next assignement ,dealing with methane detectors (detect or not detect) .Has anyone actually experienced something similar ?
    Regards ,
    Ovi

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    #71387

    Ovidiu Contras
    Participant

    What about DOE’s with attribute data for response ?

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    #71159

    Ovidiu Contras
    Participant

    Thanks for the reply Eric ,
    now let’s look at the actual output : PPM total for “within” is 294,000 which gives a sigma level of about 2 ; Cpk is 0.2 , which gives another sigma level  of 0.6 …..should I use Cpk ?

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    #71045

    Ovidiu Contras
    Participant

    I have a question regarding the Cpk and sigma level relationship : Let’s say the data is normal . You run the capability analysis on Minitab . Sigma level given by Cpk*3 is not equal to the sigma level given by PPM “Overall” . Which of those two is right ?

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    #70993

    Ovidiu Contras
    Participant

    Mark ,
    if you give me your e-mail ,I can send you a Word document that might give you some ideas .

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    #70929

    Ovidiu Contras
    Participant

    You are right . I am not very happy with the Containment Action part , it allows shortcuts and quick fixes that once are in place ,root cause analysis is forgetten . Am I wrong ?

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    #70830

    Ovidiu Contras
    Participant

    Doesn’t this sound like DMAIC ?

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    #70680

    Ovidiu Contras
    Participant

    Thank you ,everybody ! That was really awesome !

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    #70659

    Ovidiu Contras
    Participant

    Yes , Cycle Time is an excellent metric . Should I add $$$ spent as a metric ?

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    #70640

    Ovidiu Contras
    Participant

    So , the data should include something like # of assembly defects . Is there anything else ?

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