iSixSigma

Strayer

Activity

  • You’re on the right track. An error pulling the product is a defect that affects the end customer. Doesn’t the fact that this defect occurs imply that this step must be value-added? It doesn’t change the product but it’s a crucial part of the service. Write a problem statement that’s concise, specific, and fact-based about product-pulling…[Read more]

  • I want to add that my previous response is based on experience with a former employer where we wanted all salaried employees to be green belt and, since the benefits of six sigma in some other companies had been questioned because it couldn’t be seen in bottom line financial statements… We had lots of people doing their projects in internal…[Read more]

  • Inventory control is the lean side of lean six sigma rather than the quality-oriented original six sigma. You probably learned in your training that a step is value added if it changes the product or service in some way that the customer wants and it’s done right the first time. Everything else is essentially waste. Ask how inventory control…[Read more]

  • Robert Butler is a statistics expert so I’d take his advice. My only comment is that I hope you looked up the standard formula for computing sample size. You can find it on this site or elsewhere with a quick search. There are also free sample size calculators if you’d rather not do the math. 1 month, 1 week ago

  • We tend to overcomplicate. I’d look at the main process by itself and treat the contributing processes simply as steps. If one is causing an NVA situation, that will become clear. And then you can look at that by itself to better understand why, and how to improve it. If you’re familiar with Theory of Constraints, I’d look at the VSM in those…[Read more]

  • A control chart is basically a run chart that identifies variations that should demand attention. It’s a poor tool for summary reporting as you describe. And yes, since standard deviation, UCL and LCL are calculated from the raw data they will change over time unless the process is remarkably consistent. Perhaps one of the statisticians who…[Read more]

  • Virtual white-board. You can draw/write on it using a mouse, your finger, or a stylus. It can be viewed over the net and may include collaboration so that people outside your clean room, including those in other locations can draw on it. There are quite a few products out there. 1 month, 4 weeks ago

  • A word of caution. If your organization has insufficient process maturity this will be a misleading exercise in futility. By maturity, I mean that the process is well defined, repeatable, and managed, including fact-based rules for handling exceptions. 2 months ago

  • If you’re suggesting that your use of six sigma is a selling point, don’t even think of going there. If you aren’t satisfying client needs and expectations, almost flawlessly, touting six sigma won’t help. Also, do not rely on internal data to show improvement. Any dissatisfied clients will scoff at that. 2 months ago

  • Posting this simply as food for thought. My bank informed me that I should allow 5 days for delivery of first class mail via USPS. My bank is 10 minutes away and the post office is right around the corner. A recent letter to the editor in the local newspaper said that he’d mailed a toll road transponder (which is essentially a tracking device)…[Read more]

  • Risk remediation often concerns reducing severity, but it can also involve occurrence or detection, or all three. In the flat tire example, carrying a spare affects SEV but does nothing about OCC or DET. There are other potential corrective actions. Using run-flat or puncture-resistant tires would reduce OCC. So would replacing tires due to age…[Read more]

  • You can find some of this information by doing research on what specific companies have publicly claimed. But I’d take that with a grain of salt. Back when six sigma was the “silver bullet” management trend, companies that claimed great savings from adopting it were often questioned why this couldn’t be seen in their financial statements, and…[Read more]

  • What do you think? Setup time is waiting, one of the classic wastes of lean, when the next step in production cannot be done until something else happens. This can be at the start of the process, between steps, or at the end if it delays the start of the next production cycle. 3 months, 3 weeks ago

  • I wouldn’t used transformed data to calculate DPMO. DPMO is simply the ratio of counted defects to counted opportunities for defects to occur. Transform would skew it.
    3 months, 3 weeks ago

  • Per Katie, there’s a wealth of searchable information on this site. Do your research. We’d be glad to answer and discuss specific questions. That said, I can give you some food for thought on your #5 (criticisms) as a fairly early adopter (late 1990’s) when a number of big companies latched on to six sigma as the next big thing and some even…[Read more]

  • I’d skip yellow belt unless it’s required for going on in your company. Colors other than green and black were introduced to familiarize beginners with the concepts. You’ll get the same thing and more from green belt.

    IASSC certification is widely recognized but since it’s basically just passing an on-line exam it doesn’t carry much weight with…[Read more]

  • Before trying to answer your question I’d warn you to be certain about the definition of closing a request. I had a very bad experience in the past where the service provider showed statistics with very good performance relative to the SLA. But those who who made the request or filed a problem report often complained that the request was not…[Read more]

  • If the current process really is a mess, I recommend a spaghetti map. Just draw the connections between steps. If it looks like a plate of spaghetti you know you have work to do to straighten it out. But it sounds like you’re really asking about something else. If your biggest problem is really in-process inventory (too many or too few items…[Read more]

  • One that I liked to use when I was consulting is the penny queuing exercise, a.k.a. the penny game. You can find more info with a quick search. I called it “50 Lincolns” because that’s how many pennies are in roll. You can use as few as 5 or 10 pennies but I found that 50 works best. The way I did it was to divide into teams of three to five…[Read more]

  • It doesn’t matter how many variables. Sigma level is an overall ratio between what’s within customer specifications and what isn’t. Don’t complicate it. 5 months ago

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