iSixSigma

Rhineg

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Viewing 27 posts - 1 through 27 (of 27 total)
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  • #189308

    Rhineg
    Member

    Ted,Welcome to the Rock vs. Hard Place of process improvement for cost avoidance.If your sponsors and stakeholders will only see a negative from savings leading to budget reductions, then you must justify process improvement on capability expansion. Help them to show their ability to deliver more from a flat budget. Then you can focus on redeploying freed-up resources from improvements into other value-adding activities. The scope of your projects will be a bit larger to incorporate redeployment into those new activities, so that someone outside the local budget does not decide smaller budget is better. Take care the the “other value-adding activities” are seen positively both inside and outside your local function.

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    #59668

    Rhineg
    Member

    Hello m4cot,Anytime you have a “too much documentation” project, it is beneficial to understand the original purpose of the documents from your stakeholders perspective… “ask Why 5 times” is a good tool.Most documentation has been created to assure control and oversight. Stakeholders will only be comfortable with alternatives that assure the projects are not on auto-pilot and overrunning budgets, overlooking risks, missing changes in the environment or strategic direction, etc. The documents were intended to keep team members engaged in monitoring and reporting, but are not usually very effective because teams see them as “all this admin”.Engage your stakeholder community in alternative ways to accomplish control and oversight (including external reporting requirement – SEC, FDA, etc) with less paperwork. Assure that the alternatives keep project resources aligned with any redirection. Be prepared for some significant Change Management challenges because this discussion will surface WHO thinks THEY need to be the controller.

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    #57793

    Rhineg
    Member

    Many of us have decided to avoid the security concerns with IE by moving to FireFox. Are the changes to iSixSigma compatible with FireFox 3.5.7?

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    #59644

    Rhineg
    Member

    Hello Mark,There is an underlying issue which seems hidden in your question. Did your organization create belts to transform and control business processes or as a badge of honor?If the belts exist to transform and control business processes, then those belts should be finding opportunities within their “business specific activities”. If those opportunities they find are not business critical, then they should be lending their talent to where the constraint exists elsewhere in the organization.If the organization cannot absorb and handle change management for more projects; then you don’t need more belts, but need an adjusted managing process to utilize the tools (belts) you have developed.My humble opinion.
    Regards,

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    #62487

    Rhineg
    Member

    Some things you might explore:DoE for tablet production: looking at hardness and dissolution time vs. choice of excipient, press speed, pressure settings, moisture content in ingredients or room humidity, etc.Calibration protocols vs. SPC – is there tampering… recalibrating an instrument that is not out-of-control?

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    #62466

    Rhineg
    Member

    Lorax,Thank you for sharing. You have certainly stirred up interest.I would also appreciate a copy of your simulation at [email protected],

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    #185026

    Rhineg
    Member

    I suggest you review your overall program with the MBB and Champion to identify expectations and sponsorship.
    Many programs have difficulties with belt projects getting to completion, because the goal is to create a number of belts rather than to solve a number of business problems.
    Use ToC to identify what level and quantity of skill (GB, BB, etc.) is needed to support the amount of business transformation that is critical to business success. Then, prioritize business transformations needed and turn those into the 6-sigma projects. You will find that the projects, to a great extent, BECOME the “day job” which previously interfered with completion because these are strategically important. Note: The project sponsors also are more easily engaged, because of the higher profile of the expected project results.

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    #62434

    Rhineg
    Member

    I suggest you go back to your 5 Why’s for one more “Why”. Why are the nurses dissatisfied with supply availability? I suspect you will see issues such as interruption of patient care, extra travel to obtain supplies upon stock-out, etc. These will then provide good hints at the appropriate measures which should lead to correct inventories to serve the underlying variation in the patient process without over-investment in inventory.
    In the Control phase, you may also uncover “seasonality” in the demand process which will allow further fine-tuning of the supply equation (e.g. cuts & scrapes during sports and ice seasons).
    A word of caution: be aware of noise in the consumption data from “next best alternative” – if the right sized supply item is not immediately on-hand, the next size will do in a pinch.

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    #184836

    Rhineg
    Member

    Be very careful on establishing your targets. You don’t need 800 hammers to build 5 or 6 garden sheds (or even 5 to 6 per month).Pervasive training of YB’s to get overall organization awareness is good. Champion training for all division directors is also great. HOWEVER, target the number of GBs and BBs at the level of concurrent change your organization can digest. Otherwise you will have tons of “projects” with fuzzy soft benefits, just so everyone can get their GB or BB certificate.Consider your GB and BB target portfolio as the proper outfitting of the toolbox to fulfill the strategic business change plan.

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    #59577

    Rhineg
    Member

    You not only need to complete the Implementation phase DMAI, but you need to establish and prove that you have accomplished Control so your benefits do not evaporate DMAIC.

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    #65233

    Rhineg
    Member

    As a Lean BB and Head of PMO I would initially recommend 6-sigma first to clean up the business process before scoping an IT project to handle all of the diversity of a messy process. That leads to cleaner Business Requirements and less scope creep and technical risks.However since you are an IT shop to a client, you may not get to drive waste and noise out of your client’s business process before being handed the project charter and scope. Your core process (GEMBA) is project management, so PMP first may be better. Then you can use lean and 6-sigma to improve your project delivery process.

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    #177344

    Rhineg
    Member

    Hi Tinga,I suggest that you change your perspective from internal to external. Your customer does not care about your internal process difficulties, they only want product which is reliably within USL and LSL and they might even benefit from using less of that full range. Your low Cpk is a legitimate indication of how much of your customer’s needs are in jeopardy with this drift and reset process.You might need to look into a method to continuously keep your paint viscosity uniform, rather than batching the adjustments. {easy to say, but includes lots of engineering requirements (e.g. is there an incomplete reaction, do you have solvent loss, etc.,…).Just my 2 pence.

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    #59443

    Rhineg
    Member

    If there is “not much scope for improvement”, then why does your organization need a BB? Rethink your question in terms of where are the primary pain points in the operation that will either grow revenues, reduce costs, or measurably mitigate risks. From a Lean standpoint in a regulated industry, rework to meet regulations is usually fertile ground for improvements.

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    #175519

    Rhineg
    Member

    SPC should not be a yes / no question. Do you ever want to give up control? Your real issue should be: when Cpk shows excellent capability, what adjustments to sampling rate can I tolerate to reduce control costs without jeopardizing quality of delivery. With a Cpk of 3 you might make some small reductions in sampling frequency, while with Cpk of 10 you might make some larger reductions. HOWEVER, make sure you establish some signal points to return to higher sampling rates when Cpk decreases.

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    #65156

    Rhineg
    Member

    Hi Nadeem,There is an underlying issue to your problem, which will always be an obstacle to improvement. WHY (ask this 5 times) does your organization want to measure / improve efficiency? Is it to reduce headcount? – then you will never get cooperation on measures.I suggest you move from DMAIC to Lean and target applying the existing skills (and headcount) to more value adding work, which is recognized by your customers (internal or external). Do some value stream mapping. There is clearly a lot of opportunity, since you already mentioned 5 hand-offs in the work stream.Regards,
    Rhineg

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    #172993

    Rhineg
    Member

    What do you mean “overproduction is not a concern”? Overproduction represents working capital investment, storage costs, and waste when your customer wants a shift in the product and you have to scrap the obsolete overproduced material.
    As you tune your process steps to match the takt time, there is less Work-In-Progress between process steps and less opportunity for the above waste.
    From a “service-based operation” what are your service providers doing productively between peak-demand periods? Is that other work (web-surfing, solitaire, …) providing bottom-line benefits?

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    #171992

    Rhineg
    Member

    Perhaps I have misunderstood your posting, but my first reaction is put down Frederick Taylor and pick up W. Edwards Deming.Do not set standards. Measure your current performance: mean & s.d. and identify and prioritize root causes to variation. Eliminating those causes will naturally improve your variation and likely reduce your mean. The only outcome from setting standards is to drive more variability into the process as each employee implements their own “work-around” into the process.

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    #171519

    Rhineg
    Member

    Until you have identified and eliminated (with confirmation) a special cause, there is no reason to remove it from the population. Otherwise; as you indicated, someone is only drawing pretty pictures and is not improving the process, nor improving quality delivery to your customers.

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    #171353

    Rhineg
    Member

    Agree with you whole-heartedly that you should NOT “throw out” data, just because it is inconvenient to a business leader. Ask the business leader whether the customers’ expectations are different during that special time of year. The process needs to meet customer expectations every time the customer has a need.

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    #170128

    Rhineg
    Member

    During the period of your raw material lead-time, there is accumulating uncertainty about what real sales demand will be. That leads to safety stocks which represent over-investment in inventory (working capital). By reducing lead-time, you should be able to get your material planners to reduce the safety stocks, because there is a shorter period of uncertainty. That reduction in safety stocks translates to reduction in carrying cost for the inventory (financing the inventory + storage costs for the inventory).

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    #164392

    Rhineg
    Member

    Go to http://www.nist.gov and look for Standard Reference Materials.  You can choose Physical Properties and then select Metrology. There are further refinements in selection, which will depend on what you are trying to determine with your assay (optical, thermodynamic, microscale dimensional, …)

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    #64801

    Rhineg
    Member

    Agree strongly with Len G.  Be very very careful on measuring TTs. You probably have two populations (administrative actions and problem resolution).  If you drive “problem resolution” to a very short time, you will find that “closing tickets” is the accomplishment and no one will be interested in finding and killing root causes.  In fact, if someone did kill some root causes, the # of tickets would go down and your DPMO would suffer!! :-)

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    #64775

    Rhineg
    Member

    You have a great opportunity here to get 6-sigma thought processes instilled at the beginning.  However, you will also need to determine where the significant business drivers occur and address those with highest impact first to build credibility for your program.
    Question – Do you or will you have a significant number of repeat visits from your customers?  That should influence such things as how you address your skill offerings.  If you are developing standard offerings as one-off (such as a web-page for a client), then you can create qualification tests to asssure your new employees have required skills.  However, if you are doing repeat work with clients, then you will need to assure that client investment in knowledge transfer to your staff is not lost through attrition of staff – or the client will have to re-invest in knowledge transfer and will not be happy.

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    #154972

    Rhineg
    Member

    If you want to increase your confidence, ask for some repeats on the Master to Traceable Standard test; then you can develop some guage Repeatability on your local Master.  You will have to develop your own Reproducibility evaluation on your local operators use of the Master.

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    #64624

    Rhineg
    Member

    I’m glad to see you are collecting data at a detailed level.  Before getting into all of the mechanics, I suggest you back up to “why is a Sales Forecast needed?”  Addressing the multiple answers there will help to focus on which intervals are important and the impact of variability on your company.  e.g.: Sales Forecast are used for:
    predicting cash flow – short term (can we make payroll?)
    raw material purchasing – short term (how much surplus inventory is needed to accommodate uncertainty in how much and which SKUs will be needed?)
    capacity planning – long term (when will we first need the next increment of capacity vs. how long does it take to install and startup that capacity?)

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    #143656

    Rhineg
    Member

    Note that “scratch” can be both a noun and a verb.  As such, all that attention to polishing speed & pressure, etc. may be competing with those dirty gloves the operator is wearing while unloading the piece.  So look at scratch at both ends of the spectum – noun and verb.

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    #142890

    Rhineg
    Member

    vsimha
    This all depends on WHY you are tasked to create a metric.  I hope it is not to just create a scorecard (refer to Deming on measures used against teams vs. improving processes).
    Understand the business driver for system availability and establish measures which relate to the business driver.  For example, it may be more business effective to have surplus capacity (extra systems) with excellent fail-over, than to drive one system to 5-9’s (99.999%) availability.  This will depend on the investment, fail-over / change-over costs, process performance during a fail-over.
    Sorry there is not a clean easy answer, but that is why six-sigma strives to work on process performance as measured through business results.

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Viewing 27 posts - 1 through 27 (of 27 total)