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Patrick

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Viewing 66 posts - 1 through 66 (of 66 total)
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  • #186458

    Patrick
    Participant

    Ok, I got a lot of different information (Thanks!) and it seems to me that: shifting the mean, even though it is easier, is not the right thing to do; reducing variation is the right thing to do.  Which is why we are paid the big $$ to do.

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    #184924

    Patrick
    Participant

    You are rather rude. What kind of company do you represent?

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    #149963

    Patrick
    Participant

    Thanks for the advice.  I’ll drop you a line.

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    #143988

    Patrick
    Participant

    Hi Marlo,
    I agree that there you should be paid for your PPT.   How do you charge?  I am considering buying a copy from you. My email is [email protected]
    Regards
    Patrick

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    #140895

    Patrick
    Participant

    From my experience, it’s like asking whether one should tear down a house and build a new one in its place or make upgrades to make the rooms more functional. 
    My usual preference is to merge DFSS into a current process.  I am familiar with product development processes that do a reasonable job of defining business processes and business requirements but fall short of delivering consistent success. Most of the shortfall has been due to misalignment of the product to customer needs, invalid conclusions, and limited creativity. The DFSS methodology is a great compliment to the existing process in this case.

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    #138888

    Patrick
    Participant

    Hi Manu,
    Since your measurement is a continuous variable, I’m wondering if the following would work:
    1. Determine the standard deviation (SD) of the sample measurements you’ve collected thus far.
    2. Determine the degree of desired precision (P) for your assessment purposes (e.g., to the nearest 1 Newton? 5 Newtons? 10?)
    3. Plug this information into the following formula:

    Required sample size = (2*SD/P)^2 (that’s 2 times the standard deviation, divided by the desired precision, quantity squared).
    We used this method in a recent Six Sigma project when we were collecting baseline data on patient readiness times.
    Hope this helps!
    Patrick

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    #137792

    Patrick
    Participant

    Should we transform the text into numbers?

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    #131940

    Patrick
    Participant

    I will have to coin a phrase for it but “thinking outside the box” is a good one or “its all hands to the pumps” followed closely by lots of daily management meetings about where its going wrong, then the panic is over and evryone retreats to their offices.
    next month comes and guess what…same again. Dont you just love them
    P

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    #129063

    Patrick
    Participant

    Think of the p-value as a measure of “unusualness”. 
    0.01 is an event that occurs 1 in 100 times, not a common occurrence; unusual. 0.05 is where the line was drawn in the sand, 0.3 is an event that occurs 30 in 100 times; a common or usual occurrence.
    Anytime the p-value is very small, concern should follow.
    Pat Lindner

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    #125331

    Patrick
    Participant

    After all measure, I appears that the distribution is from an Normal shape.
    Am I going to use the traditional X-LSL/3s, with the the LSL as 0?
    Patrick
     

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    #60620

    Patrick
    Participant

    Great news; can you shoot me an email to discuss?
    [email protected]

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    #58210

    Patrick
    Participant

    Thank you all!!

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    #97075

    Patrick
    Participant

    I work for a telecommunications company that is implemeting SS.  Considering that we sell a large range of products (bundled in more “custom” packages than you could believe), and that compared to a manufacturing environment our volume would be considered low (hundreds of orders per month, not even 1000 usually), I can relate to your situation.
    We look for projects related to things like: reducing cycle time for service delivery, reducing trouble tickets/service calls per customer/service/etc, reducing errors from our suppliers, eliminating non-value added steps from our processes (this may be an area to look at for you – in the custom product arena it has been my experience that you frequently have steps in your process that are not really needed if you apply some creative/out of the box solutions), producing the same volume with fewer resources (i.e. productivity), even things as simple as applying credits to customers faster so we increase our customer retention on those that we do fail to satisfy, etc…..
    Hope I have at least sparked a few ideas….

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    #97074

    Patrick
    Participant

    If you know what is causing your biggest problems (and in this case I mean you REALLY KNOW what your root causes are, as in they are very obvious – some people call these “nail in the tire” projects) you probably have a “just go do it” situation.  Use some of the tools but don’t kill yourself trying to be too formal with the methodology.
    If you aren’t sure what the root causes are, driving the needed improvement, then maybe you need the formality of SS to help you discover these.  I have noticed that most good SS projects are ones that you know you have an issue, but aren’t quite sure exactly what is causing your problems.
    Don’t expend the resources (time, man-power, etc.) on a very formal project if it isn’t needed.
    Hope this helps….

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    #96769

    Patrick
    Participant

    We are currently in the midst of the same type effort at my company.  We are a telecommunications company, so some of the manufacturing specific tools and issues don’t apply to us, but we struggled with the same questions about certification.
    We use a consultant to provide 6 days of GB training, and require each GB to complete at least 1 project within the first year.  Projects are 3-6 month efforts, with 3 months being the norm and 6 the exception.  BB’s go through an additional 10 days of intense classroom type training as well as Minitab training, and must have finished 2 projects as a GB to qualify for the additional training.
    We do not “certify” these individuals, but they are held in high esteem within the company and are recognized for their efforts by the executives.  We focus on the results; not number of projects or number of certifications.
    We do, however, make information available to our SS participants on certifications, such as those offered by ASQ, so that they may pursue those if they wish.  If their management desires that type of certification we assist them in preparation.
    I would call our SS program one of the “home grown” ones like you refer to.  I expect we will “mature” over time and place a little more emphasis on certifications (even if only internal), but hope that never becomes our focus.

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    #93243

    Patrick
    Participant

    But when something not foressen happens, you need a tool to create your own “what and how”, and for that you need to know the “why”. And the name of that “why” is physics
    If something unforseen happens there is no creation, these are things you practice well in advance, and this is the purpose of recurrent training, to excersise these procedures that should have been commited to memory.  When I do Biennial Flight Reviews it is one of my focuses on emergency procedures, and of course there are physics involved, but indirectly of course, knowing physics, stats, and complex mathematical computations are often not an option due to a lack of altitude, time and mental capacity.  Again, a system fails in a 767 and if the backups dont work there are procedures to follow and those procedures are drilled into your head like the should’ve been for your private.  I’m working on the problem and will post questions as needed, its all greek to me but i’m working my best to get through it.  Thanks
    Patrick

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    #93211

    Patrick
    Participant

    Arend,
    That sounds like a great Idea. Thanks!
    Patrick

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    #93210

    Patrick
    Participant

    Its a common misconception that you need to be a mathamatician to be a pilot.  As a CFI I rarely do any math, when I do its elementary, I.E. Fuel burns, time to climb, groundspeed, that majority of which is done on my E6B or in the GPS.  I’m sure if I where to take a physics class I would have a slightly better understanding of what is going on with all of this stuff, but I’m pretty sure I have a good grasp of it being a CFI and teaching it to unknowing students.  It is true once the level of the airlines is reached you become a computer programmer more than anything, dosnt matter to me though, as long as I’m up there I’m happy (we’ll see how many times away from home during Christmas it will take to change that attitude).  At any rate, keep flying stay safe and thanks for the input!
     
    Patrick

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    #93196

    Patrick
    Participant

    Arend,
    I enjoyed reading your thoughts, some where right, some where wrong.  I dont aspire to be a CEO, I aspire to be an airline pilot, at this point I only need a degree which is why I’m here at school right now, to make myself more competative in the field.  Revenge of the nerds is right, and they always say chances are those nerds in high school are the ones you’ll work for. Fine by me, i belong in the air, not behind some desk, just a personal preference.  However business, money and so fourth is my next greatest interest.  I would possibly like to own a small business on the side while flying for an airline as its 15 days of flying a month and 15 days off, not necessarly consecutively.  Investing is another interest of mine, which I’ve been doing since I was 14.  I’m where I want to be, all i need is a degree at this point, but math and statistics dont interest me.  I’m not ashamed to admit I SUCK at math all together, stats included, which is why I am here as you said before.  The internet is a great thing. Thanks all for your interest, looks like I’m on my own, except for that nice Mike guy, he may help.  Thanks again
     
    Patrick

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    #93188

    Patrick
    Participant

    Patrick,
    I will not give you the answers, but I will tell you how you can get them if you put some effort from your side.
    There is a book called “Statistical Process Control” (or just SPC) edited by the AIAG (Automotive Industry Action Group). It is not a textbook on SPC, but rather a “user gide”. It covers basic concepts of SPC and control charts and step by step instructions to implement and analyze control charts. And there is a full chapter dedicated to p charts (how to make them, how to calculate the control limits, how to see if it is stable or out of control).
    It seems to me that all the answers are there. And by the way you might learn a few interesting things (even if you don’t care about laearning anything). It is pretty unexpensive and can be bought on-line from the AIAG web site.
    As your teacher said in the assignment, this exercise WILL require some research.
    Good luck.

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    #93187

    Patrick
    Participant

    Sir,
    I appreciate your advice greatly and will explore this site for some help.
    Patrick

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    #93185

    Patrick
    Participant

    I tried….its nothing we’ve ever delt with.  Honestly I just want to get through the class and be done with it, thats it. 

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    #93182

    Patrick
    Participant

    I will agree, i do indeed dispise this class, but thats how I have always been with any type of mathematical class.  The only reason i’m in this class is because its a pre-req to get into the business college, otherwise I can assure you I wouldnt be in it.  Not to “diss” your field or anything, its just not for me.  Instead I belong at 30,000 feet flying, thats where I’m heading.  Thanks again to all for their opinons, just want to get this thing done!
     
    Thanks
    Patrick

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    #93179

    Patrick
    Participant

    I like Mike, he seems to be an educated individual and a scholar unlike others.  Thanks Mike

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    #93178

    Patrick
    Participant

    Where you the kid that people came to in school for help but you wouldnt help them? I bet you where, I bet you got picked on a lot too.  I’ve heard of office hours but my teacher wont help me, and no one in my class knows how to do it. Its an entry level stats class which i’m just worried about getting through and dont want to persue it any further.  Thanks sir, have yourself a fine December day, i know I am!

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    #93174

    Patrick
    Participant

    If you really feel like it you can go to
    http://homepages.wmich.edu/~lheun/
    and then in the upper left hand corner you can click the “extra credit” link

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    #93173

    Patrick
    Participant

    Ok this one should work, thanks for trying!
    http://homepages.wmich.edu/~lheun/s216/handouts/ECF03.pdf
     
    Patrick

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    #89108

    Patrick
    Participant

    Thank you for your information.

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    #87909

    Patrick
    Participant

    John
    Could I alos please get a copy of those tests, my e-mail address is [email protected]
     
    Thank you
     
    Patrick

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    #84353

    Patrick
    Participant

    Tie a business case into the results of your project.  A good business case will address financial as well as non financial impacts over time.
    For nnon financial impact just make sure that the benefit is linked to the clients objective and that the impact is measurable.
     

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    #83090

    Patrick
    Participant

    G,
    I agree with not a real Dr.
    for the sake of my sanity can you please post the answer
     

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    #78239

    Patrick
    Participant

    Barbara,
    I’m not in a position to critique the Six Sigma Exchange conferences as I have not been to one yet. However, I surfed the site today and happened upon a few case studies about projects that seemed interesting…

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    #78237

    Patrick
    Participant

    Will,
    You might want to check out IQPC dot com (Six Sigma Exchange)
    Cheers,
    Patrick

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    #78236

    Patrick
    Participant

    I think Erik is onto something.  You can probably gather data on the frequency of your different order sizes and use that to assign probabalities of those size orders to your model.  That way your simulation will provide a range of combinations over various runs, but you will end up with something that is more or less representative of your historical usage.
    Good luck

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    #78068

    Patrick
    Participant

    Travis,
    There have been several discussions on SS implementations in this forum.  Check out old posts for some valuable insights.
    Remember that if you don’t get active support and championing at the highest level (whatever the organization), you’re in for trouble.
    Good luck,
    P

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    #77893

    Patrick
    Participant

    Billybob,
    Is there a control plan?
    Has the new capability been confirmed?
    Is the project on hold?
    Have the benefits been realized?
    Has the project been completely documented?
    Has the transition been made back to the process owner?
    Lots of questions to better understand your situation………….

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    #77879

    Patrick
    Participant

    Mike,
    I agree with most of your observations (by the way, I’m really enjoying the forum lately) but in my experience, the warning signs of a potential failing deployment, albeit stemming from the issues related to cultural change, are more with the perception that Six Sigma is not providing the results expected (everyone expects phenomenal GE savings figures). Moreso than “it stopped working”
    I don’t disagree (sorry for the double negative) that management is the key; this also includes managing expectations, efficient project selection (if you recall an earlier post of mine relating to measuring efficiency in project selection), assuming championing responsibilities, walking the talk, and what I’m seeing now – ensuring career progression and recognition of BB and MBB and aligning a competitive compensation strategy with SS.
    Cheers,
    P

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    #77871

    Patrick
    Participant

    There are quite a few articles in the archives of this site on deployment pointers (I just browsed the titles quickly to check).
    Check out the Six sigma Forum magazine from the ASQ website (asq.org).
    Be careful about consultant sites, they are most definitely biased to providing a service (training, deployment, etc).
    As far as open discussion forums. The only one I know of is for the members of ASQ.
    Cheers,
    P

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    #77868

    Patrick
    Participant

    Thanks for the input, Mike.  I must say that I haven’t really looked for articles on failed deployments but this one happened to cross my desk a while back. Despite being a tad limited in his view of 6s, Mr Hammer does have some valid Do’s and Don’ts for implementation.
    I would be delighted to discuss this article or any other topic with you.
    Cheers,
    P

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    #77853

    Patrick
    Participant

    John,
    You can find out if there are opportunities for improvement beyond “the low hanging fruit” if you baselined your existing processes, determined their current sigma level and checked that they were capable enough to meet and exceed customer expectations.
    If they do, then kudos to you.  But are they in control? (I am of the opinion that there is always room for improvements).
    If they don’t, then there is definitely room for improvement to your existing processes, or a requirement to design new ones that meet the capability requirements of your customers.
    My two cents.
    P

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    #77850

    Patrick
    Participant

    I agree with Jamie.  It seems there is an enormous opportunity to do a QFD, Kano Analysis, and VOC with this type of service.  (Check out house of quality in the tools and templates).
    My thoughts,
    Patrick 

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    #77849

    Patrick
    Participant

    There was an article by Michael Hammer in the MIT Sloan Management review entitled “the Future of Six Sigma” (Winter 2002).  It’s an interesting read.
    Check out Motorola, Xerox, IBM…………

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    #77795

    Patrick
    Participant

    Dear Jock,
    You should consider the “deployment of six sigma” as a huge organizational culture change initiative.  Consider the stakeholders and you will discover that management is a big piece of the puzzle.  Your objective is that management walk the talk.  If they don’t fully believe in ss, you will never get to the point where it becomes part of the organization’s everyday way of doing business (i.e. DMAIC being second nature).
    Hope this helps.

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    #77794

    Patrick
    Participant

    George,
    I think you have to make a distinction between bb and gb when it comes to the leadership skillset required and a training curriculum.
    In addition to the pure project related skills (cost, time, resources), bb conduct much larger scale projects then gb; our bb also coach, mentor and train gb; they assist champions in promoting ss and in recognizing and defining projects; and are considered the disciples that spread the word throughout the organization.
    bb are often used as facilitators and trainors so communication skills are key.
    Hope this helps.

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    #77792

    Patrick
    Participant

    Kevin,
    I’m not quite sure where you’re coming from.  Could you put your question in context?
    P

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    #77790

    Patrick
    Participant

    Amanda,
    I responded to your survey. I would be very interested in your compiled results.  When do you expect to have them?
    Cheers,
    Patrick

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    #77777

    Patrick
    Participant

    Actually I didn’t. Since we are already talking about a discrete data scenario, I was taught that this is to be considered long term. So now that we have 9 defects divided by the total opportunities (2 500 000) gives you a DPO of 0.0000036 multiplied by 10^6 equals 3.6 DPMO, which is about 6 sigma long term (and considering a standard shift, would be 7.5 sigma short term.Cheers,

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    #77751

    Patrick
    Participant

    Hello Wasim,
    I read your question and here is my take.
    I am assuming that you have continuous data and that your distribution is Normal.
    The z value is simply the number of standard deviations you can fit between the mean of your sample and the closest spec limit.
    in this case Z=(Xbar-LSL)/SD
    this gives (23-20)/2 = 1.5  Since your data is continuous, your short term sigma value is 1.5.  Taking into consideration that over time your process shifts and drifts and assuming a 1.5 sigma shift, your long term sigma woiuld be zero.
    That’s my take…….

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    #77748

    Patrick
    Participant

    Hi carl h,
     
    I was browsing through the forum and saw your problem.  The way I read it, D=9 (miners trapped), OPxU=1000 miners times 10 years times 250 days = 2 500 000.
    This gives a 3.6 DPMO which is roughly 6 sigma LT.
     
    What am I doing wrong?
     
    Patrick

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    #75850

    Patrick
    Participant

    ktrainn,
    In answer to your question…As a customer, I don’t like the span metric because “if it ain’t here when I want it, it’s a defect”.  So I really think that we could look at this from a discrete data perspective and assign a sigma value that way.  It’s harsh but we could always look at the COPQ data afterward to illustrate the need to be “on target” versus “give or take a few” days.  In the automobile industry, we measure deliveries in terms of minutes, and the penalties are severe….
    Cheers,
    Patrick 

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    #75810

    Patrick
    Participant

    Mike, I think you are right; it is a “we are different” mentality.  Or perhaps it is a way to reach people who know little about (or are intimidated by) statistics…
    In their 2001 annual report, GE refers to entire business units reducing their span by 70% (looks good to a layman but doesn’t really say much to me…).
    Patrick

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    #75725

    Patrick
    Participant

    I agree with you but we have to be careful.  As a customer, there are costs associated with both early AND late deliveries.  They are not the same.  Early implies carrying unnecessary inventory and creating opportunities for losses and damages while late invariably implies impact to production…..

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    #75686

    Patrick
    Participant

    That’s interesting, Mike.  I may conduct a Gage R&R to see the results of the selection (by management) versus the evaluation (by the team).  However, I still want to attribute a sigma value to the ranking process itself so that I can determine whether or not this evaluation is any better than the “unstructured” way projects were selected in the past…
    Thanks again for your input.
    Patrick

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    #75635

    Patrick
    Participant

    From what I’ve gathered over the last little while, span is a metric that is used to measure the ability to meet customer expectations.  You could look at it as range or variance, if you wish.  GE refers to span in their annual report ever since they have become more customer focussed.  For example, if you are to deliver a product on day x, your performance might show a range (or span) of plus or minus 2 days.  The precept is that your customer is not necessarily satisfied until your span is 0.  You can find out more about it by visiting the GE website.

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    #73962

    Patrick
    Participant

    RR – So you are saying:
    rather than average the DPMO accross product line
    I should total the DPMO and the throughput to get the Sigma.
     
    Please keep in mind that everything that I know about Six Sigma is self taught, and my GM consideres me to be his expert……….

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    #73794

    Patrick
    Participant

    We already had systems in place to capture both internal and external (Customer) complaints.
    All I’ve done is to gather the overall throughput, and assign it an average DPMO level.
    Numbers provided to the GM are: Sigma for internal complaints, Sigma for External complaints and combined.
    As our customer base grows, or market share, I will have to evaluate the Average DPMO to reevaluate.
    Keep in mind, this is an internal evaluation, and is not provided to any of our clients, this would have to be done along product lines.
     

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    #73761

    Patrick
    Participant

    Although I agree that a company wide measurement is easily defendable, and probably doesn’t mean very much, there is a need for it sometimes.
     
    Example:
    We make several different products – all print related – with multiple opportunities for error.  My GM wanted a “number” to put on his monthly newsletter to reflect out current sigma level.  After a detailed meeting about what six sigma really is, he told me to create a scale for the company based on my knowledge.  I averaged all Opportunites for eror across all product platforms, avereaged them, and gave him a number that he feels all warm and fuzzy about !

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    #70409

    Patrick
    Participant

    Stan,
    If you feel that Mark doesn’t understand how to define opportunities, why don’t you provide your understanding rather than just stating that he doesn’t understand it. What benefit does that have to anyone on this forum besides tearing down contributions? Please, let’s all work to be a little more constructive in our feedback. Isn’t this what we expect when we work with our businesses?
    Sincerely,Patrick

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    #70408

    Patrick
    Participant

    Derek Dwyer,
    Your advertising on this forum is not appreciated. It’s not even good marketing. Take a hint and don’t post anymore messages hyping your products or services. If you want to provide benefit, try answering questions from other users with your “expertise”. This will do you more good than your previous posts. If this continues, I’m going to request isixsigma.com to resitrict your access.
    Patrick

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    #69590

    Patrick
    Participant

    Look forwarward to seeing it KMB
    Thanks

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    #69398

    Patrick
    Participant

    Patrick,
    I’m sorry on my late response i wasn’t on my office last week. I very appreciate your help and efforts , the information you provided was very helpful.
    Best Regards
    Ronny
     
     

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    #68832

    Patrick
    Participant

    JC,
    I have used graphs that relate % measure variation (R&R) to Cp.       i.e it tells you what your true Cp may be based on the observed Cp at a certain R&R value…………….  eg. if the R&R of your measurement system = 50%, and you observe a Cp of 1.4 based on results from this measurement system, the true Cp is probably more likely ~ 2, as approx 50% of variation in product measurements is due to the M.S.
    Let me know if you want me to e-mail you this information.
    Rgds,
    Patrick
    P.S   I will be on vacation next week, so it may be the week after before I can send it to you

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    #68831

    Patrick
    Participant

    All,
    thanks for helping to clear up this one
    rgds,
    Patrick

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    #65685

    Patrick
    Participant

    You did not mention how long before your next load of inventory arrives. If you are reducing inventory levels by $300 for example, you still need to replenish to keep your line running. If you ordered $1000 of inventory and are now changing to $500 twice per month, your savings would be the cost of money ($500 X .08 X .04) or $500 X 8 % cost of money X 2 weeks divided by 50 weeks. I hope this helps your quantifying of savings

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    #65549

    Patrick
    Participant

    As a former Black Belt for a large insurer I can guarantee you that Six Sigma will bring huge gains to an insurer and its customers. Whether reducing cycle times on processing apps or designing new processes for handling new insurance regulations, the Six Sigma approach is what should be taught and stressed.

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    #57893

    Patrick
    Participant

    As a former Black Belt for a large insurer I can guarantee you that Six Sigma will bring huge gains to an insurer and its customers. Whether reducing cycle times on processing apps or designing new processes for handling new insurance regulations, the Six Sigma approach is what should be taught and stressed.

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