iSixSigma

aBBinMN

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  • I’m sorry, Darth,
    I let myself get caught up in the piling on, and trying to be clever with the strikethrough font.
    I haven’t been able to keep up on forum as well as I’d like over the past couple months, so I did a keyword search for “Darth” to find the data points you requested. Unfortunately, what came up were mostly things like people t…[Read more]

  • I don’t mean to be a stickler, but I do believe it should have been the singular forum. This one forum contains many threads. Or is there another forum I’m not keeping up on, where Stan and Darth share their wisdom as obnoxiously undiplomatically as they do here?

  • Stan, Darth, and other regular contributors–please keep posting or else the posts will die off. 
    And then what would we read to pass the time between meetings? CNN.com? Blech!

  • aBBinMN replied to the topic Headcount Reduction in the forum General 18 years, 1 month ago

    MR, you’ve got to love those euphemisms. Have you been asked to better utilize your packaging labourers, or to reduce the number? It’s not the same thing.
    Either way, someone needs to sit your management team down and have a little chat. (Preferably someone else. If you decide to try, be very careful.) Are employees mindless tools or chattel to…[Read more]

  • I could go with the definition where invention is all that is required for implementation (prototype implementation, if you will). I could also agree to a definition that requires some level of reliability, reproducibility, sustainability, etc.

  • If you want to call my conclusions unproven, that’s one thing. If you want to call them incorrect you should be able to provide supporting data. On one side (mine) we have historical data. On the other, we have conjecture, untested hypothesis, and (dare I say?) wishful thinking.
    If we’re going to estimate effectiveness as a Black Belt from how we…[Read more]

  • aBBinMN replied to the topic Hot Issues in Six Sigma in the forum General 18 years, 1 month ago

    A vision without implementation is a dream (or fantasy, or delusion). There is no leadership without implementation. Thomas Edison had the vision and “implemented” light bulbs and phonographs. Many theorists fool themselves about the import of their work because they don’t have to test it against real-world implementation.
    Other than that,…[Read more]

  • What you should expect is for the area under the curve to ~ equal the area of the bars.
    The curve represents the ideal theoretical model of whatever distribution you’re using (normal, Weibull, etc.) closest to your data. In reality, some data points (in this case histogram groupings) fall above while others fall below. Also, histogram bars…[Read more]

  • Here’s the big Six Sigma question:
    How many different names has Stan posted under on this thread? I think I recognize at least 2, not counting his own.

  • With their payroll what it is, the Yankee’s should have won 140 regular-season games and blown the Twins out 3 games out of 3. The Yankees are like a guy who buys a new Porsche and thinks he’s hot stuff because he can beat a world class marathon runner in a 26.2 mile race. They’re like Microsoft thinking their product is so great when the only…[Read more]

  • aBBelsewhere,
    Your statement is incorrect on several accounts, but sadly they’re fairly common points.
    >The case Bush made for going to war was the existence and immanent use on Iraq’s part of weapons of mass destruction.
    False. Way back before the invasion, Bush made it very clear that post-9/11, we could not afford to wait until Saddam…[Read more]

  • If I understand your situation correctly, it sounds like you might need to be more concerned about the lead time for your customer’s order. I’d suggest working it first as a Lean project from the order processing/production/supply chain side and eliminate the need to carry or pull the inventory so soon. If the biggest piece of your carry over is a…[Read more]

  • Weapons inspections: 1) Saddam repeatedly kept inspectors out of “palaces”, 2) It was no secret where inspectors were going and trucks pulling out before inspectors’ arrival would refuse to stop to be inspected, 3) scientists (under orders) had samples in their home freezers in order to be able to reconstitute WMD programs when the opportunity[Read more]

  • Variation = unpredictability.
    Senator Kerry wanted the resolution authorizing the use of force to be used as “leverage” not for an actual invasion. In other words, he more-or-less intended it as a bluff. Kerry’s approach blurs the lines. A Saddam Hussein or Adolph Hitler will respond by constantly testing those lines and calling the b…[Read more]

  • aBBinMN replied to the topic Process in the forum General 18 years, 1 month ago

    None of the above.
    If we stipulate that the process is normally distributed, 2 would be true. We have no info regarding specs, so 1 and 3 are out. We have no info regarding variance, so 4 is out.
    One could argue that a process is centered around (or upon) itself, but one would generally assume that “centered” means “centered between USL and…[Read more]

  • aBBinMN replied to the topic Six Sigma in the forum General 18 years, 1 month ago

    Mike, I’m not sure you understood my question.
    What I want to know is if the definition of the word “strategy” allows a sane person to have two different strategies at the same time, or if multiple “strategies” (like from your illustrations) would really just be components of a single overall strategy.
    After all, one must consider how (and…[Read more]

  • aBBinMN replied to the topic Six Sigma in the forum General 18 years, 1 month ago

    Can one have multiple strategies at the same time, or can one only have one strategy with different components?

  • aBBinMN replied to the topic History of Six Sigma in the forum General 18 years, 2 months ago

    Hear, hear.

  • aBBinMN replied to the topic Quality Slogan in the forum General 18 years, 2 months ago

    How can you say “slogans don’t mean anything.” They mean a lot!
    A slogan on a workplace banner can tell you that either a) management is clueless about how such things are perceived, or b) that they want you to believe something you’re not likely to believe based on your observations of their behavior, that they see you and not their leadership a…[Read more]

  • Fascinating post. Like the others have said… sample size, red gage/green gage (measurement systems), yield vs first pass yield, etc.
    I’m curious about your profit margins. If you achieve perfection the first try by being so good, you should be able to command a pretty good price – or think about bringing your perfection to a different line of…[Read more]

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