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gt

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Viewing 43 posts - 1 through 43 (of 43 total)
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  • #165027

    gt
    Participant

    thank you.,,,,,,,,

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    #165021

    gt
    Participant
    #165020

    gt
    Participant

    thank i would appreciate any you thought worthy

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    #162981

    gt
    Participant

    You have to select a representative sample of the process output. As far as number of operators aqnd parts, sometimes you have to deal with what you can get. there certainly a way to get parts from previous runs. i’ve conducted R&R in all possible combination (low volumes, high volumes, non destructive, destructive, 1 to 3 ops, 1 to 3 repetition, 5 to 10 parts ). You have to think of the impact on the business too. (cost to conduct the study, time to conduct the study,…) would you wait 6 months to get a proper sample when you can assume you ship bad parts to customer?
     
     key metric: number of categories. and standard deviation of the study-measurement system
     
      

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    #157906

    gt
    Participant

    u can start with 2.5 times average deviation of the demand

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    #156834

    gt
    Participant

    this is what i got
    One-way ANOVA: results versus pates
    Source DF  SS       MS       F     P
    pates  2  1.0127  0.5064 18.24 0.000
    Error  12  0.3331 0.0278
    Total  14 1 .3458

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    #156407

    gt
    Participant

    Takt time should be as constant as possible , if not you will cause variation/unstability in the process. stability is key to a succesful implemantation of pull system. how u can stabilize is by creating supermarkets in the process (wip or finished goods) depending on  the service level you want to have, the buffer size will vary.) excellent tool that can help you to determine where to put the buffers/supermarket is the VSM.
     
    good luck

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    #156367

    gt
    Participant

    overproduction means you produce more than what you need! Obviously sales are doing a great job of selling what has not been planned. Now, what is the impact on other products lead time? i don’t know but it certainly create some noise in a production environnement which is something we would look at first in order to fill out demand in a timely fashion. good luck 

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    #154501

    gt
    Participant

    sorry i missinterprept your question
    u might want tu use 1 sample t test.
    compare one sample to a single value

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    #154500

    gt
    Participant

    do you want to compare two samples?

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    #136776

    gt
    Participant

    poka yoke

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    #134610

    gt
    Participant

    ss eye pock. Easier to fill out in a COPIS mode!

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    #118386

    gt
    Participant

    Please I would be very interested

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    #115025

    gt
    Participant

    What stat Info are you looking for? Please explain furtheron for more help on this…

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    #113087

    gt
    Participant

    OEE??

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    #100976

    gt
    Participant

    You are absolutely correct – Six Sigma does not inherently foster business and product innovation, but rather encourages efficient and defect free processes.Six Sigma, per se, is a process improvement methodology. True, I believe that it demonstrates a true return on investment when the solutions generated at the ‘I’ stage are much better than they would have been at the ‘D’ stage of DMAIC, which is nearly always the case, but that is often as far as it goes.Design for Six Sigma is a much miss-used approach that should extend Six Sigma to support the successful introduction of new products and services, but often degenerates into statistical optimization at the micro level.My own take on DfSS is that it should be integrated into the corporate New Product Introduction program (NPI) which begins in the board room. Here, corporate executives armed with a deeper understanding of the business process structure and performance, as well as greater knowledge of the customers’ needs and requirements (from applying Six Sigma across the company), outline new ideas for future products / services that will better meet corporate strategy, satisfy (even excite) customers, and make more money. The NPI program takes these new ideas to market, maximizing their potential returns. DfSS fits within NPI to make the actual ‘design’ part work for everyone, including the customer. DfSS does not give a company new products or services, it helps them design them better! When working with DfSS I often find that companies do not have an NPI to start with, hence no new ideas, and DfSS is often used as a ‘try this’ tool. New products / services are often also often derived from technology push rather than business / customer need pull. Many ‘new products / services’ are actually just iterative technical improvements on existing ideas and lack fundamental innovation.To add innovation to our ideas and products we can use TRIZ, which is the one and only true innovation tool and principle available, and has traditionally been used by large corporation R&D departments. TRIZ can be fitted into Six Sigma, but probably works best in DfSS. The enlightenment in TRIZ is that inventive problems solve inherent contradictions. Much of DfSS (and even Six Sigma) is used to design or work around contradictions (such as speed and quality) rather than using TRIZ tools to innovate and solve the contradiction. Powerful stuff!To add innovation to our business we need to add an NPI program right up to the board room, based firmly on output from company wide Six Sigma understanding of business and customer. This will (hopefully) generate a ‘customer needs’ pull. TRIZ also has much to say about technical evolution and market placement / development, which the modern business executive would do well to understand.Many companies today are in dying markets, and companies drop into a ‘consolidation’ mode, attempting to wring the last drop of efficiency out of the business. The end is both inevitable and painful. The only way to make real money is to innovate successfully and continuously. McDonalds is based on a (at the time) brilliant innovation (that the current company bought up not thought up) to the way food is prepared and served in a restaurant. Customer expectations and market placement have shifted over the decades, and a new innovation is required to restore profitability in this market sector.Traditionally innovation is associated with boffins who are not good at ‘business’; there is a history of one person thinking of a great idea and someone else making money from it. The base point of the article (if you have read it and my comments carefully) is that innovation is a cultural thing, and Six Sigma is also a cultural thing, but that the two don’t mix. To be creative we need to be wild and whacky (type ‘A’), to be good at business (save/make money) we need to be careful and restrained (type ‘B’). This is true, and is an excellent TRIZ contradiction to be solved! Many great companies are large, with a group of wild creative people over there, and a bunch of restrained accountants somewhere else – we separate the conflict by space/person. Many great Six Sigma projects are wild and creative in the ‘I’ stage, and show dignified restraint in the ‘DMA’ stages (but go off the rails at the ‘C’ stage – shifting culture mid stream is hard work!). We separate the conflict by time. The painful DfSS projects are those with a bunch of type ‘A’ and type ‘B’ on the same project, or even worse, the ‘B’s in the boardroom (basic idea) and the ‘A’s on the team (told to make it work).What we need are individuals at all key points in a company who can exhibit both ‘A’ thinking and ‘B’ thinking according to time and need. We cannot make money just by innovating, and we cannot make money just by having efficient processes. We need both.Six Sigma is no longer enough. In the short term add TRIZ – both the tools and the principles. In the longer term work at company culture to blend innovation and corporate governance into the same teams and ultimately the same people – the Black Belts for example – and then move these people up to the senior positions.

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    #83054

    gt
    Participant

    I can only say that if Six Sigma and layoffs are thought of in the same notion, then the exec who is sponsoring it is killing the effort before it gets started.  Unlike re-engineering, Six Sigma efforts – in transactional environments in particular – are highly dependant on workgroup interaction and the data a workgroup can gather.  If employees feel insecure, the effort can encounter extreme political system resistance which can undermine the entire Six Sigma initiative.  It would be in the best interest of the exec addresses this issue at the outset of deploying Six Sigma, otherewise the dog may be dead before he crosses the street.

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    #83050

    gt
    Participant

    Pyzdek’s Six Sigma Handbook is the best one on the Market – in my humble opinion….

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    #75703

    gt
    Participant

    we have 50 models of A. 25 models of B
    B  is a component of A
    we want to reduce number of different combinations! In other words, reduce the number of B 
    rgds

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    #75404

    gt
    Participant

    For the green belts, QI macros (excel plug in )can do the job.
    rgds

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    #71130

    gt
    Participant

    You should get out of the way of that site.rgds

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    #70431

    gt
    Participant

    Not really, i want to know what to do in minitab with the parameters previously said
    burn test
    1 operator
    minitab version 13.2
    I’m aware of all the assumptions and so forth but with the parameters that i have, it looks like minitab doesn’t support this!
    error message : you need more than one operator
    thx

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    #70417

    gt
    Participant

    coaching
    training
    strategic support
    developping material
    these are the functions in our facility
     

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    #70256

    gt
    Participant

    if they follow the methodology and are able to demonstrate at least one tool per phase, we consider it (should) SS project.
    For the capital expenditure, for us that’s a recuirrent cost of a project
    rgds

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    #69945

    gt
    Participant

    99% good is 2.53 sigma long term, 3.83 short term
    to help you:
    use in excel:
    norminv(.99,0,1)
     wich is the std function we should use for normal distributed data. The .99 correspond to the yield, the other values come from the central limit theorem. To determine the z value or sigma of a certain process we have to use the z table wich comes from the normalization of the data to a normal distribution with a mean of zero and a std dev of 1
    rgds

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    #69696

    gt
    Participant

    That is a very challenging issue. You are facing resistance!!
    There is 4 kinds of resistance:
    psychological: human beeing hate to be change
    ideological resistance: they beleive it will violate the fundamentals that have made the organization what it is
    powerdriven resistance: afraid their powers will extinguish over time, they will lose selcontrol
    cognitive resistance: it ain’t broken, why fix it?
    It is part of the BB and MBB training in our organization: kinds of resistances and what to do. We link some actions to face it. Unfortunatly, the books on Six Sigma don’t treat a lot of the human aspect and this is probably the most challenging things in a project.
    And also, very important, the initiative should flow from top to down. Otherwise, you may lose your time and hurt yourself.
    rgds

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    #57916

    gt
    Participant

    That is a very challenging issue. You are facing resistance!!
    There is 4 kinds of resistance:
    psychological: human beeing hate to be change
    ideological resistance: they beleive it will violate the fundamentals that have made the organization what it is
    powerdriven resistance: afraid their powers will extinguish over time, they will lose selcontrol
    cognitive resistance: it ain’t broken, why fix it?
    It is part of the BB and MBB training in our organization: kinds of resistances and what to do. We link some actions to face it. Unfortunatly, the books on Six Sigma don’t treat a lot of the human aspect and this is probably the most challenging things in a project.
    And also, very important, the initiative should flow from top to down. Otherwise, you may lose your time and hurt yourself.
    rgds

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    #69633

    gt
    Participant

    the idea is to work with an assumption. As each part are destructed, we cannot conduct a second test. So when comes time to choose the parts, pick consecutive parts for one readings. i:e: 3 parts will represent the same part  if you take 3 operators (that’s the assumption. we assume no change between these consecutives parts). Take 10 different (3 parts) sample and use minitab to study the R&R. In minitab, destructive testing is handled under nested gage R&R.
    rgds

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    #69531

    gt
    Participant

    Rules of thumb:
    1% of the population should be BB
    number of projects / BB / year =4
    average savings per projects: 75k
    rgds 

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    #69489

    gt
    Participant

    first:you need to know the mean(u) and  std deviation
    short term indices, where std dev=R/d2
    2nd: Cpk=min((u-lsl)/3stddev, (Usl-u)/3 stddev)
    3rd Cp=(Usl-Lsl)/6 stddev
    for long term we use the Pp and Ppk
    instead of using std dev=R/d2, take the std dev of the sample
    rgds
     
     

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    #69141

    gt
    Participant

    One of our metrics on the strategic plan is health and safety. We use six sigma methodology to realize projects on health and safety.
    u can consider Dupont Corp. also. they have probably one of the best health and safety program. I think they use the methodology.

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    #69095

    gt
    Participant

    In my world to become a MBB. We have to accomplish 3 items of the following list:
    1-completed 1 project and coach 4 agents projects
    2 -completed 2 projects and coach 3 agents projects
    3 -played a significant role in developping/delivering the training material
    4-coach champions in all phases
    5 -performed a leadership role in the developpement plan of the business
    GT, MBB

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    #68969

    gt
    Participant

    Six Sigma:SPC and TQM in Manufacturing and Services
    Gower ISBN 0-566-08374-4
    Describes Six Sigma, specifically from a service/transactional approach, and includes case study examples from my own experience as an MBB at GE Capital in Europe. Covers business core process mapping, customer focus and analysis, practical implementation and other issues that are often a challenge for services companies undertaking Six Sigma.
    I think that it is a great book, but then as the author I am naturally biased!
    Geoff Tennant
     

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    #68679

    gt
    Participant

    Welcome in the world of Six Sigma
    You probably already have the easiest tool on earth to calculate process Sigma. Microsoft excel!!!
    Also
    1- z=((USL or LSL)-mean)/std deviation,  the lowest will give you the process sigma
    2- Another way, for the Dpmo long term to sigma short term conversion . Use this:
    a=#defects
    b=#units
    c=# opportunities per unit
    DPMO=(a/(b*c))*1000000:
    Process Sigma short term:
    =1.5-NORMSINV(DPMO/1000000)=
    ex:defcts =25              units: 50    op=2 per unit
    dpmo=(25/(50*2))*1000000= 250000 dpmo
    =1.5-NORMSINV(250000/1000000)=2.17 Sigma
     
    rgds
     

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    #67617

    gt
    Participant

    you’re absolutely right (do some mathematics and that’s it!!!)I’ve seen a lot of companies doin that. It’s not right to do so cause the things we have to identify must be related to the CTS and not all the opportunities are related to what the customers really want. So….. 

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    #67388

    gt
    Participant

    With an answer like that, keep your name anonymous. Processes exist everywhere and lean is applicable everywhere. It is based on waste eliminating

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    #67387

    gt
    Participant

    the initial question was: finding the $$$$. now what???
    the only recommendation i can give you is to ask the customer of the process what does he want? you gonna have you’re spec limit and will be able to determine the process capability based on the number of parts that are coming out of the process. The rest of it, once you get the capability, is a piece of cake.
    ciao

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    #67380

    gt
    Participant

    I fully agree with Guy, the efficiency is not really the sigma level of the process. How to find savings:
    -the jumpo in sigma level means that you have defects that are no longer part of your process. What was the cost of reworking these defects?
    -based on what the customer wants, if you are able to ship sooner the product, that represent a lot of money. if you work on a Profit and lost base, you should look at the increase in sales. If you work on a cash flow base its the value of the inventory that will decrease over time($$$$$).
    -if you don’t lay off employee but are able to do the same job with less people (wich in my mind it is a way to better implement six sigma: don’t lay off employee means a strong committment from top management) these are process savings (probably soft costs as you mentionned).
    -Look at the wip (work in process) . If you’re able to decrease the lead time you must see wip level melt like ice melts to the sun!!!! These are hard savings.
    – you may want to look at the downtime cause by several causes (machinery per example) this is a maintenance cost reduction.
    -think of all the supply that are needed to complete the task.
    – and so forth
    good luck
    as you can see, there is a lot of savings behind an improvement of a cell efficiency

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    #67367

    gt
    Participant

    The lean brought us tools we can use in different phases of six sigma. i.e. poka yoke in the … phase, one piece flow in the …phase….These are tools we can use to reduce the leadtime and the defects in a process. Six sigma is a philosophy in wich we can use tools that will fit in the proper phase.

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    #67358

    gt
    Participant

    It’s only a question of willingness and empowerment from the top management not a question of size!!!

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    #67345

    gt
    Participant

    As a Master black belt, i strongly believe that six sigma is there to stay. We started the initiative in 97. Today we’re looking forward to train ,developp and give the tools to our suppliers so we can meet the customers expectations.

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    #67344

    gt
    Participant

    Yes, in minitab we should use the nested option. In minitab, we can only conduct a test with more than one operator. What if (as we are a small business and there is only one operator conducting the tests)there is only one operator?

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    #67202

    gt
    Participant

    Oops – should be 1,000,000 DPMO

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