[Rene A van Leeuwen]

Hi Ibrahim,
My cold thursdaymorning brain tells me that when destructive test need a 100% score you should identify causes of malfunction of the fuses. Use this in stead of the destuctive test.
 
Hope this helps you on the right track. René

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[Rene A van Leeuwen]

Hi BillyBob,
 
In general I agree with you… the examples used during course were perfectly fitted and there was no argument about the outcome…
But…
Our course was not only about the course-material, but also about the students own projects. Show the progress of the project during the weeks of training and after this presentation a discussion with the class and instructor to get the best practice in your particular case.
We learned during course already that data you have isn’t always the way you would like it.
 
Again, I agree there is a lot of improvement for trainers when they do not discuss individual project of students. Luckily for me mine did and I knew from the start that data isn’t always what you want it to be.
René

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[Rene A van Leeuwen]

Hi Rullean,
We have a book called “Basic Statistics, Tools for continuous improvement” by Mark J. Kiemele, Stephen R. Schmidt and Ronald J. Berdine. It covers the things you mentioned (and more) and is’t writen in a very open way. There’s lots of examples, equasions and tables/pictures to make is easy to read.
ISBN number is 1-880156-06-7
Hope this helps!
 
René

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[Rene A van Leeuwen]

Hi Vin (and others),
I have spent a whole morning reading the threads about this subject and I think your post summens it right up.
Indeed, let’s move on and talk about numbercrunching and statistics; let’s help eachother in stead of blaming eachother.
 
Then again, it made me think of the way my organistation goes around Six Sigma and Black Belts. If I had problems with Process Owners and Line Management (which is luckyly not the case), I would have thought I was the only one. Now I know it is a problem that occurs frequently. The discussion should no longer be the whether it occurs, but how can you deal with it.
Has anyone have any experience in bending such a negative environment to a good six sigma enterprise?
René

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[Rene A van Leeuwen]

Mr. VASANTHARAYALU
As you state in your first paragraph, project should be selected by the needs of your customer and/or your business (strategy).
Don’t be lead by ohter-ones successes. Using the flowdown-tools of Six Sigma should bring you to the prefect Black Belt projects.
Unless you have other businesses that correspond to yours, then you can learn from other-ones projects.

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[Rene A van Leeuwen]

Hello Bobby,
From my own experience I would say it would be nice to have a project about an operation/process that you know very well, such as the one you were working in prior to you Black Belt assignment. This gives you the opportunity to focus on the course material and makes it easy to translate the methodology to your own situation.
But watch out for the trap: please don’t be lead by your knowledge of the operation/process. Let the data do its work and show you where to work on.
Also make sure you use all the methodology steps, even if you don’t need them for your project. Now (during course) is the time to learn and make mistakes. Don’t rely on the fact that you will have other pro’s (MBB/Champ/BB); they will all tell you another story. No one can tell you more about 6Sigma than your instructor can. So don’t hesitate to ask.
Good luck on your BB-course.
René van Leeuwen

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