TCJ

As the two previous post eluded, this is more than just a SS Project.  If you are being asked to redesign an organization there is much to consider.  What is the mission, vision, and business imperatives of the organization?  What is the true value stream of the organization?  How to classify VA versus NVA?  All these things can be very sens…[Read more]

How would you define “Lean Activity”?  It implies results do not matter.  You could use number of Kaizen Events as a lean activity measure, but it does not mean you improved anything.  I would suggest you start with someting simple like inventory turns.  At a supervisor and operator level, I would look at Kanban size, overruns, shortages, and the like.

Stan,
How helpful was your suggestion?  Your post add no value to the discussion. The person wanted a simple explanation and that is what I provided. 

If there are four chairs in a room (N=4) and you sit in 1.  How may options, degrees of freedom, are left? N-1.

First, identify all the logical subgroups.  Run a control chart, evaluate outliers and identify special cause.  Remove special cause were it is appropriate.  Re-run with revised data.  Other options to explore: 1) Can you approximate normal based on the Central Limit Theorem.  2) Transform data and run capability

Sounds like your “Simple Linear Rgression” might be quadratic.

What is Cellular Cell?

I’ve encounted the same problem and I used PPM as my metric instead of DPMO.  DPMO gives you a better picture because it multiples the Total Opportunities for a defect making your Process Sigma look better than it may be.  PPM is more of a “defective” parts per million opportunity.  PPM should correspond directly to the yield of your process.
Tim

Efrain,
Start by defining the issue by creating a detailed problem statement with input from stakeholders.  Beware of “knowing” what the issues are, get out there and interview the people closest the process.  Then validate your measurement system via MSA.  Analyze the problem using activity and deployment flowcharts, FMEAs and the lik…[Read more]

There are a few characteristics every BB should have which can be transformed into the selection criteria.  BBs should be “change agents” who have the drive and will to make things happen.  Ask the question “Will this candidate break down barriers to acheive the goal”.  The candidate should have strong analytical skills or the potential to de…[Read more]

I have a suggestion that might help you discern long term and short term capability.  Take your entire data set run the capability analysis and this will provide you with your long term capability.  Analyze the same data on a run chart and “brush/identify” the consecutive points that are behaving ideally and rerun your capability analysis to get a…[Read more]

As David mentioned there are faster ways to understand some of the root causes of your problem (NGT, C&E Matrix), but they fail to weigh the risk and document improvement actions.  I suggest you continue with the FMEA because you will amass more information about your process.   I’m not sure why you want to calculate the sigma value of individ…[Read more]

taybeh,
You probably want to include more than one dimension.  You gage needs to be able to discriminate over a range of values or the only variation will be in the measurement system.

The most important aspect of training I would like to emphasis is “the goal of incremental improvement”.  Very rarely will you take a process from Z = 1 to Z = 6, but as you analyze the project it should give way to additional projects that eventually gets you close to process entitlement.  Secondly, emphasize the need to be a “change agent/leader”.
 

There are several tools that you can use, but I would probably start with a activity flow chart/process map.  Identify parts that have like flows, cycle times, and resource allocation.  Pareto charts can be useful in stratifying data/parts.  Other tools could include product capability, FMEAs, and deployment flow charts.

First define what is value added and non-value added.  Then activity flowchart your process.  Are multiple departments providing inputs?  Who needs the information I am reporting?  Where does the info come from?  Find out where mistakes are made and reduce process steps.  Focus on review/rework loops and eliminate or minimize.  This should get you started.

Is the system visual or audible?  Use the time elasp between a ringing phone or drop a pen from a specific height.  You need to choose different operators for reproducibility, and multiple times for repeatability.

I am with Bob on this one.  Attribute data can be either binomial or ordinal.  I have never heard of two different types of variable data.

The more samples the tighter the variance, so what do you want your results to look like. ;-)

The goal of the “6 sigma program” is to eliminate defects (0 defects).  Is that practical?  Of course not; therefore, we strive for incremental improvement i.e. take a 2-sigma process to 3- sigma, 4 to 5, etc.  The definition of a 6 sigma process as mentioned earlier (Cp=2, Cpk = 1.5).  The process potential Cp is 2 defects per billion and the c…[Read more]