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Tierradentro

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  • #189620

    Tierradentro
    Participant

    I am unaware of your circumstance or experience, but it appears as if you have bitten off a little much.  I would slow down and get someone with experience in lean deployments to help you. 
    You said you already completed your Current State Value Stream (and Future State I am assuming if you are looking to implement) and collected all the needed data.  I would say without having a Product Family Matrix in place with the end items grouped based on similar process steps and processing times, you do not have all the informatoin you need.  In addition, in a VSM, you map value streams (aka product families) individually – you can’t map until you have the operation organized into PF.  So the problem isnt choosing a takt time.  The problem is that you have one map for a group of products that have highly variable PT, meaning you will likely have too much variability in the cell/line to flow the work.  Keep in mind, when you connect processes to create flow, the variability in one operation now becomes the variation in all the other operations you connect it to.  Now a problem in process A affects processes B, C, D, etc.  So highly variable processing times, if not isolated, will make flow problematic.
    And if you are working with LVHV (low volume highly variable) products (which is usually the case with variable PT), then a sequenced or stagged pull system might be a better fit for you.  Supermarkets are useful when producing HVLV product lines, not LVHV.  And what you have in the queue depends on a variety of factors.
    And to do all this in 30 days?  If you can pull it off, my hat’s off to you.
     

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    #189602

    Tierradentro
    Participant

    What does that mean “apply lean to a production line”?  How are you defining and measuring success for this 30 day lean effort?
     

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    #189601

    Tierradentro
    Participant

    Marty,
    You got three smart guys helping you here…all their advice should be taken into account.  I would simply counsel you to back up and go into MTB > Power and Sample Size and play with the fields to better educate yourself as to the elements (ie alpha, beta, variance, precision, sample size, analytical method) involved and their relationship to one another.  This will do more for your understanding than regurgatating prior GB/BB lecture material. 
    Don’t outrun your headlights on this one.  Decide what you need the information to tell you (eg  Is there a statistical difference between processes 1-4? Is there a practical one?  etc).   I always state my critical research questions first, then build my sampling and data collection plan accordingly.  Best of luck.
    And if Darth is offering to help you offline, take it! 

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    #189575

    Tierradentro
    Participant

    It appears you are simply wanting to quantify your quality levels from the customer’s perspective as measured by product/part returns.  This can be readily captured using simple binary metric (ie % defectives).
    MTBT is generally used as measure of equipment reliability, where such tools as PM, TPM, etc are used to extend and stabilize it. 
    Regardless, I wouldn’t use the date sold to capture durability information, which quantifies length of use in time.  But this is just one data point.  Get more.

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    #189574

    Tierradentro
    Participant

    You group products based on their (1) use of similar resources or process steps (2) their use of them in similar amounts (ie time or processing time).  So yes, if your products use the same processing steps but in highly dissimilar amounts, you would want to consider grouping them into separate families.  You do this to isolate variation that you can’t readily eliminate.  If you just tried to group these products together and run to  a given takt, you would find it impossible to establish manageable work flows.  And you calculate takt based on Available Work Time / Average Daily Demand Rate.  Obviously, the ADDR will differ per product family, so the resulting takt time will differ.  So one takt time per product family (aka value stream). 
    But I digress.  If you are early in your lean deployment, I would say ‘slow down’ and focus on stabiliizing processes and understanding them from a Business Process Management perspective (ie Where is cost, time, quality generated in each process).  Again, work from the philosophy first – reducing the time it takes to get defect-free products to the customer – tools are simply the way to implement the strategy.  Stay simple…map and measure your processes first…know how they work (yield, output, WIP, etc), clearly define internal and external cusotmer/supplier relationships/needs, etc and seek to eliminate variability in quality and output (ie FPY, Exit Rates, etc).  Get a good mentor and do some research on the following:  BPM, VSM, 5S.   These will give you plenty to work with and give you great initial results in establishing stability and flow…..don’t outrun your headlights at this point. Good Luck.
    You can do alot with simple BPM

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    #189563

    Tierradentro
    Participant

    With low volume, high variety product lines, it is often helpful to first isolate the variation in by first grouping the products into product families.  In your case, since all products use the same process steps/resources, you would likely group based on similar processing times (the elapsed time it takes a unit of work to move through a process).  You can use two general rules of thumb here:  group those that have PT within 15% of the average and you should see the PT roughly pareto out – 80% of the highly variable PT will be found in about 20% of your product line.  Now you have your operations organized into Value Streams (Value Stream = Product Family) and you can calculate and assign Takt Times where appropriate (One Takt per Product Family).  This now allows you to plan your staffing levels based on the change in work content (ie changing PT) in the different Value Streams based on degree of customization (Work Content / Takt = # Operators).  Just rememeber the goal is to reduce waste, with takt, etc simply being the methods or tools used to achieve this aim.  Understand the philosophy first, tools come second.  And above all else, first focus on stability in the individual operations, especially in those where external variability (introduced by the customer or supplier) creates real chaos.  Takt time is used to synchronize the operations.  If you connect operations that are not highly stable (in PT and Throughput), you will create real problems for yourself.  Good Luck.

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    #189558

    Tierradentro
    Participant

    But I didnt answer your question.  Perhaps this article will prove helpful: 
    https://www.isixsigma.com/library/content/c040809a.asp?action=print

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    #189557

    Tierradentro
    Participant

    You are dealing with a 5 point Likert scale and a sample size of 20. How does getting a statistically shaky measure of dispersoin help you get answers to your critical questions?  I don’t think your findings will be actionable.  And if not actionable, what is the point?

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    #189556

    Tierradentro
    Participant

    I would first identify who the system serves, what output characteristics are important to them (cost, time, quality) and then create your data collection plan with the key research questions fully developed, which in turn will lead you to the the data (and thus, your analytical options) you need to make a statistically and practically sound decision.
    The answer to your question depends on the metrics that you chose to describe a successful scanning/OCR system. Following the above outline will get you started…. 

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    #189355

    Tierradentro
    Participant

    Not really.  I have seen little correlation between training/certification programs and the ability to execute projects in an operational environment.  Give me someone with strong project experience and a history of getting things done.  All else is secondary, including someone’s score on a certification exam.  

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    #189343

    Tierradentro
    Participant

    It might help if you read my earlier post. 

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    #189340

    Tierradentro
    Participant

    I think the question is simpler:  Which approach will provide me the training and experience I need to be taken seriously by employers (as evidenced via job offers, higher salaries, etc). 
    The industry is full of “certified” belts that can’t do the job due to limited project experience and little or no coaching/mentoring along the way….you run the risk of paying out-of-pocket just to put yourself in that category.  I don’t think you’ll find an active market for a BB with no project or coaching experience.   Best of luck!

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    #189330

    Tierradentro
    Participant

    If you are a certified GB with limited project experience (< 3 GB projects lets say) and havent worked a project in some time (not just the using the skills, but have a properly gated project effort under your belt in the last 12 months) then I would say hiring in somewhere as an LSS asset will be difficult.  If I looked at your resume with the BB training and no project, I would not consider you to be a  fully functional BB ready to hit the ground running.
    Better to get your foot in the door with a company that values the LSS skill set and then look to get BB certified in-house with the proper coaching/mentoring infrastructure in place.
    You can do it your way, but I just don’t think you’ll get the ROI on your investment.  Best of luck.
    Just one guys opinion. Take several data points.

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    #189329

    Tierradentro
    Participant

    You can find answers to your questions via the AKO site (ie cost estimating), the LSS Deployment Guide (Section 8 I believe), Powersteering, etc.
    In a nutshell, cost savings are dollars the senior millitary commander can reallocate to other areas.  Cost avoidance can not and to be frank, have no real financial impact at all.  Considering the recent DOD budgetary cuts (if they hold up) and the practice of paying for baseops activites out of hide or OCO dollars, it makes sense.
    Look to your MBB, get into the Army LSS Deployment Guide, Section  8.0 (via AKO), or shoot me an email.  Best of luck.

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    #189323

    Tierradentro
    Participant

    you are correct! 

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    #189301

    Tierradentro
    Participant

    When you plot a given data set, the underlying distribution is helpful in tellling you two things:  is the process performing as you would expect it to (ie positively skewed cycle times) and which statistical tools are available to you and which ones aren’t based on the distribution type…Transforming a given data set (often one that proves non-normal) is often done because the belt is not comfortable with other analytics that could just have easily been used to answer the desired research questions (ie capability, correlation, etc).  Or they think they need the asumption of normality for a given test when in fact it isnt necessary. So it usually isnt necessary, and often just makes the analysis and communication of your findings more difficult to communicate to non-sigma folk. 
    It is like in the movie Zoolander, where Zoolander is so dumb he doesnt know how to turn left, so he has to turn 360 degrees from his right to go left…It is simpler to just go left, but he does the 360 because it is what he knows how to do…And I did not mean to call you “so dumb”…my bad….I will be amazed if anyone got this reference and supports it…Good luck.

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    #189005

    Tierradentro
    Participant

    Misses the point…you still have a process creating defects, why not focus on that?  Your safety metric should be part of the manager’s scorecard that then drives improvement effort and oversight of their process.  The rest is secondary.

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    #188664

    Tierradentro
    Participant

    The CC tells you if your process is in control (statistically speaking) and has little to do with the degree to which you currently control the process.  The choice of time series plot (CC vs Run) has nothing to do with the degree to which you think you control the process either, but rather the limitations of your data.
    Go back and charter this thing up and determine what you are trying to accomplish. CC comes later.  Good luck.

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    #188614

    Tierradentro
    Participant

    Simply plotting the response against the predictors and the predictors against each other often provides clarity.  Good luck.

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    #187967

    Tierradentro
    Participant

    Thanks Guys,
    I hear what you are saying. If I read correctly what you are saying is that ASQ certification is really only useful as a door opener if I am going for an interview with an organisation that is probably not all that clued in to Lean Six Sigma. However assuming I can get in the door then I should move quickly along to discussing my actual project portfolio. That’s sort of what I was thinking too. Also since I am based in Europe there is probably a low enough proportion of BB’s that go the ASQ certification route in any event. I have asked a bunch of my contacts about it and very few of them (all BB’s) have bothered with the ASQ exam. Actually there are a few countries that have national certification bodies where a third party assessor reviews and audits the programme and projects before giving an award. While this route might lack the international certification appeal I think that within the particular countries that do this it might be a better certification option. I am planning to research this further. Apparently in Ireland the award is one that is associated with Process Engineering (like a Diloma or a Certificate in Process Engineering). If anyone has come accross other countries with their own National academic recognition I’d love to hear about them.
    Thanks again guys! 

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    #187945

    Tierradentro
    Participant

    This is a concern for the project sponsor.  This should have been addressed during project selection and again when roles and responsabilities were discussed and again when the stakeholder identificaiton/assessment was conducted. 
    At this point, it is an issue for the project sponsor and the belt to discuss with the Process Owner.   Identifying the project owners needs and incorporating them into your project planning and and communication plan might prove effective.

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    #187801

    Tierradentro
    Participant

    Have you gone through or even tried using Shainin Tools?  I was a consultant to Motorola for a short period and they used Shainin Tools after he made multiple and significant improvements inside that corporation.  Six Sigma did NOT change Motorola… that’s B.S.  A new attitude to permanently resolving problems did and they did this using Shainin Tools.  They are NOT outdated and a statement of such means you have NO CLUE!!
    I have been witness to countless Six Sigma projects that approached problems without first finding clues or didn’t understand how to find clues.  Instead, many dove directly into Designed Experiments without really understanding the direction they needed to go.  I personally had to get involved in several projects and correct mistakes made using Shainin Tools.  
    Unfortunately, on 2 occasions, after personally resolving long term problems at our suppliers’, I was overruled because the company didn’t ‘allow’ Shainin techniques.
    Now THAT is total B.S.  In one case, their ignorance (a very large manufacturer of household appliances) caused delay of 9 months for a new platform.  They put a huge team to work on the problem that basically ended up with the same solution.  The team I worked with, using Shainin methods, had resolved the problem in 1 DAY!!!!

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    #187797

    Tierradentro
    Participant

    You might want to try LEARNING the methods the right way and that would be by attending Shainin courses.  Everyone on this forum would definitely benefit from Shainin’s concepts.  After all, he was the one that proved Taguchi problem solving was full of B.S. and resurrected Motorola, not to mention 100s of other manufacturing plants.  There’s no guru that I know of that can claim the # of hands-on problems resolved that he is credited with.  Many of them at the end of his career were correcting mistakes of “Taguchi Experts”.
    The best Six Sigma Black Belts in my 30+ years experience were the ones that embraced and expertly used Shainin methods.  They are much faster, easier to understand and apply.  All of his methods were developed from practical, in plant, problem solving experience but are based upon classical statistic principles … just put into an understandable and easy format.
    But do not confuse Six Sigma with Shainin unless you want to resurrect him from his grave.  He was not in favor of the Six Sigma philosophy and had very good arguments against it.
    The same goes for Japanese auto makers.  If one would ask Toyota engineers what Six Sigma was they would give you a blank stare.

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    #187618

    Tierradentro
    Participant

    There is no such thing, as you can’t eliminate sampling error when sampling.  But you can quantify the level of uncertainty in your findings using a given CL/CI.
    The previous poster provides good insight into the idea that all inspection is non-value adding, but certain practices can lead to zero defects with minimal inspection efforts.
    Look into ZQC methods where the inspection occurs prior to the work,  inspects 100% of the product, using simple/inexpensive methods, and provides rapid feedback to the operator at the point of work.  This approach is generally considered to be the preferred choice of control systems (when feasible), as it prevents the defect and its subsequent costs.
    Good Luck.

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    #187614

    Tierradentro
    Participant

    Lisa,
    If I understand correctly, you are asking about tracking back a defect you found at the end of the process …. OR … a returned defect???  You are looking to develop a ‘containment’ system I assume?
    Sounds like you might have a lot of WIP / Inventory if it is difficult.  You might want to tell your superiors it’s time to start a Lean Transformation.
    If you have a P.O. #, that’s a start.  You can then trace product made before and after that shipment date until you don’t find any more defects.  This can be quite time consuming.  But that’s how you have to do it.  My real suggestion is … instead of coming up with an effective back tracking system … get rid of the problems to begin with.  Sounds like there’s a lot of low hanging fruit that could be quickly resolved!
    When we discover ‘defects’, it’s not difficult to back track since we operate in cells and have very little WIP/Inventory.  Therefore, no screening/sorting for defects at upstream operations and between.  This is part of our Lean Production System.
    Start having teams responsible doing 5 WHYs not only to identify the cause of the defect but also how it got out in the first place and solve both problems and apply prevention measures.
    This has to be a “company-wide”, well-planned and agressively executed process and should be done as soon as possible so as to reduce your customer issues (and containment issues).

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    #187539

    Tierradentro
    Participant

    The quick answer is to use MTB Power and Sample Size calculator under “2 proportion test” to do this for you.  In addition, I would assume you could google “sample calculators, porportions” or something similar and get good results.
    A couple values you will want to address in your calculation include the alpha, beta, p2, and p1 values and resulting power (1-beta).  Good luck.

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    #187536

    Tierradentro
    Participant

    Adjustments regarding cool time, pressure and other machine settings, not to the steel.

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    #187402

    Tierradentro
    Participant

    Susan,
    What questions are you trying to answer or what problem are you trying to address with your analysis?
     

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    #187387

    Tierradentro
    Participant

    It sounds like a pretty good application for a VSM/Standardized Work application…essentially focusing on identifying and minimizing the non-work elements (ie 7 wastes) first, then standardize and distribute the remaining value-adding elements to determine a stable rate of performance.  
    For a highly variable process, I think focusing on processing times using mean/std dev/CI is unnecessary and time consuming…juice isnt worth the squeeze….don’t need that much firepower when your process is highly volatile/unstable – the descritors arent reliable estimates of the population anyway. 
    But that is just my opinion – there are many ways to approach it.

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    #187321

    Tierradentro
    Participant

    Got it…Thanks Doc!

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    #187306

    Tierradentro
    Participant

    Hi Robert,
    In a case where you have a covariate whose level is difficult to control, how do the following potential  countermeasures “stack up”:

    Recording the actual value for the uncontrollable factor for each run, then proceeding with the analysis accordingly
    Blocking on it
    Designing around it – ie Split Plot Design, etc.
    Thanks!

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    #187305

    Tierradentro
    Participant

    Hey Doc,
    It was my understanding that the parametric HT generally had 3 underlying assumptions, that of normality (to which the test of means were largely robust), independence, and equal variance – with the latter being the one with the greatest consequences.  Based on your answer, it would appear my understanding is incomplete – could you elaborate a little for me on using the parametric HT with unequal means?  Thanks!

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    #187262

    Tierradentro
    Participant

    You’re absoloutely correct, I did mix them up.  I was probably thinking of Thanksgiving instead of Lean, and I apologize for the error.

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    #187006

    Tierradentro
    Participant

    In a push system, releases are scheduled.  Push systems are controlled by upstream information (make-to-order).  Schedules are common in this type of a replenishment system.
    In a pull system, releases are authorized. A pull system is controlled by downstream information (make-to-stock), (i.e. as one is withdrawn from stock, one is made to replace it).
    Push systems generally have more WIP and are costlier to maintain as you run production off a predetermined schedule and never know when the specification on a product may change.  If you make too much of a product and the product changes in some way, then you either have rework or scrap dollars.  A Pull System allows only for what is ordered and is much easier to maintain control over with KanBan.

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    #187002

    Tierradentro
    Participant

    Thanks for the posts-the ideas and suggestions.  Let me give a little more detail.  This came up at a job interview that I had recently. I have facilitated six sigma teams in the past, but in this particular position, one of the activities would be to obtain ISO 9000 certification. There is new management in place that is 100% behind this effort, but the interviewers repeatedly expressed the concern that many of the employees are not on board. One example given was that some production workers have 25-30 years experience doing their jobs, consider themselves “experts”, and do not want to participate in developing standardized operating procedures. (There is no union).
    When asked how I would handle this situation I responded by saying that I would initially spend a considerable amount of time meeting and speaking with people, taking a sincere interest in their jobs, their concerns, etc, and just getting to know the people on a personal level – building trust. I would also make the requirements AND benefits of having a quality management system and ISO certification understood, using many communication means (one-on-one, team meetings, etc.) We should make the QMS process impossible to ignore, not a “flavor of the month”, but an uncompromised initiative. 
    Some of the posts had similar recommendations: talking to people, getting to know them, involving opponents to change in the discussions, and making benefits known.  Some additional ideas were to address any fears: fear of the unknown, fear of new technology.  Loss of power.  When I look at these suggestions, most come down to good communications and building trust.
    Mike, you questioned what “change?” since much of what is required is documentation and following your process. And you are correct. Perhaps instead of a subject “resistance to change”, I should have titled this thread “resistance to cooperate” as is shown the example given above.
    I am hoping and preparing for a second interview. I am certain there will be more discussion on this topic if I am invited to a second interview. There have been good questions raised here that I can probe further
    For anyone following this thread, there is additional information on the site as Don replied, if you search. Most has to do with resistance on six sigma teams, but some can be leveraged.
    Thanks all.
    John

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    #185222

    Tierradentro
    Participant

    Wow, I’ve just had my eyes opened!”US: Food stamp recipients soar past 35 million.” Why can’t some of these guys work for $3/hr. and still get stamps?

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    #185094

    Tierradentro
    Participant

    Have you ever done an ISOPLOT?
    This would be the best way to compare against your CENTRAL TESTER. It’s nothing more than a specialized scatter diagram. Much easier to accomplish as well as gives you a VISUAL of how “EQUAL” your other testers compare with the Main One. If you need more info, write me.

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    #184876

    Tierradentro
    Participant

    Currently it seems that we loose alot of inventory or misplace the inventory and its costing us money. Second, we still use a paper trail to capture all billing, this is taking time and money. we are looking to both figure out a way to better keep track of inventory that is scattered throughout the U.S. and decrease the time it takes to capture and complete the billing process.

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    #184495

    Tierradentro
    Participant

    You can try a One Factor/Multiple Level DOE Design, record the data and ANOVA to determine effect on temperature…General Full Factorial design

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    #62296

    Tierradentro
    Participant

    Hi. Sounds great. Please send info when you can to Melbourne Australia. [email protected]
    We are also looking at discharge notes and timeliness of completion.

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    #62220

    Tierradentro
    Participant

    Thank you for your insights.  Coming from a hospital background, we had always put a “Bill Hold” into our systems so that the changes, etc… and especially the lag charges from some of the tardy departments could get their procedures or items submitted (and entered) for billing.
    In the clinic – we still have a few items that hold our bills up.  After doing a high-level process map, we are gathering the frequency of these issues (simple fishbone around delays between patient being seen and getting charge ticket complete).  Doctor seeing too many patients in too short of time periods, lab results that we bill (due to trigger tests or add-ons) and overall doctors schedule (time for them to stay after and complete vs. go home to family or get to hospitals to round) offered themselves as top reasons so far.
    When I referred to outside the system, I was talking about chargeable events that are generated outside the clinic and outside our billing / practice management system.  This happens when the doctors do something in the hospitals – consults, rounds and procedures.  They are supposed to write something down (and they all do it various ways) and give it to their charge entry person, who then has to correct / complete the information to be able to bill it out.
    We have a long way to go!!!
    Thanks again for your thoughts – and am interested in POS collections now more than ever with the way things are going in the economy, our performance in that area and the fact that insurance plan design has placed HDHP’s in our lap.  We are finding that a lot of patients – usually spouses of the employee – are totally uneducated about these things and are disgruntled, to say the least.  Early analysis of our Bad Debt has shown that 90% have insurances and still do not pay.

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    #62219

    Tierradentro
    Participant

    Craig,
    Thank you – you confirmed my thoughts as well.  We have a long way to go with this and it is going to take a lot of change acceptance from the physicians to ensure things are modified.
    To clarify my one point about “outside the system” – it meant activities that generate revenue that need to be tracked outside the clinics where the practice management system is in place – for example, when one of our providers sees a patient in the hospital or a remote clinic.  Right now, they are supposed to write down what they do (there is variability in how each one does this) and ensure that their charge entry personnel get the information (which is usually incomplete or needs further information to bill).  I’m working on ideas on how to capture what they should have billed for versus what was actually billed for (which we suspect is very high).
    One last thought – or should I say justification – on the way things are right now:  The providers compensation contracts seem to directly lead to this – and are being reviewed for changes.  Hopefully, with the efforts we are going through with this project, the 72 hour rule will go away and it will be expected / penalized if same day charge tickets are not adhered to.
    By the way – are you on an EMR?  We are moving toward one later this year and do not want to carry over our current mistakes and processes into this as well.

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    #178758

    Tierradentro
    Participant

    I can help you with a simplistic way to do an ANOVA without all the statistical factors thrown in.  It will tell you if the experiment discovered the KEY Xs that caused the Output Y.

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    #178755

    Tierradentro
    Participant

    Are you the famous Andy Urqhart?I believe that you are enriching this forum
    Regards

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    #178726

    Tierradentro
    Participant

    Good question

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    #178725

    Tierradentro
    Participant

    DFSS
    Beyond SS
    Excellence Model
    ZD
    Universal Quality
    Advanced SS
    Lean-SS + TOC+Triz,etc
    Kano concept:Delighting the customers
    What else?

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    #178701

    Tierradentro
    Participant

    A question:A master certificate in Six Sigma from Villanova could be somehow equal to MBA in SS?Is it true? 

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    #176842

    Tierradentro
    Participant

    Hi Trainer,  I would love to see the slides, my email is [email protected]
    Thanks
     

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    #176835

    Tierradentro
    Participant

    Sorry – not sure.  Possibly someone else can offer good advice….

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    #176775

    Tierradentro
    Participant

    Bret,
    I am a little bit puzzled, so not every improvement project can be done by Kaizen because 5 days is not enough to even re design an assembly line with 200 operators/  re design a product or not even selecting movers to move 200 ton machinery around the shop floor/ install and supply utility for CNC machines.
    Also, it seems that you and your team should have some ideas about the solution before joining together for 5 days event.
    All my improvement projects were either traditional Industrial Engineering (time study, line balancing, layout …) or Six sigma. I think I have done too many complex project (2-6 months)  so I can’t think other way.
     Thank you
     
     

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    #175865

    Tierradentro
    Participant

    In WA state you can expect any where from 60k-75k for having your Green Belt Certification. This however is not your only job, but another certification for Project Managers and Directors.

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    #175546

    Tierradentro
    Participant

    I did want to add that I looked at the 04 salary survery but was curious about today’s.
    I was thinking about doing the classes through Kaplan, any suggestions? 
    Thanks again!

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    #174882

    Tierradentro
    Participant

    That quote is widely attributed to Disraeli, but it was actually Mark Twain that said it, and he said it was from Disraeli.  He was trying to be funny.  Disraeli never said that, or anything like it.

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    #174735

    Tierradentro
    Participant

    Wow, what nice people. You put out and don’t expect anything in return

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    #174712

    Tierradentro
    Participant

    Sir does that mean i have to limit myself into a biotechnology process improvement person
    That point of view is quite interesting though…
    On my side its difficult for me to get a biotech job right now especially without a masters..

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    #174707

    Tierradentro
    Participant

    Sir its not that i don’t know what six sigma is…..As far as i know most people in this forum have many years of work experience and have probably done masters or mba.
    I wanted to know whether it would be advisable to directly jump after my basic btech biotechnology into a private six sigma course and take it up as a career, because on one side i don’t have any experience of working in a company.I just finished my college.
    Pardon me for being vague..

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    #174683

    Tierradentro
    Participant

    Thank you so much Mr.Chad for replying….
    i forgot to mention one small thing..I’d like to do six sigma as a Career?? ..but of course ,a black belt certified one
    Is this advisable? or am i to streamline into something more ?
    Thank you..
    John

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    #173962

    Tierradentro
    Participant

    Hi,
    Thanks for the information.  Can you please tell me what are the 5s unsed in the Analysis process?

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    #173914

    Tierradentro
    Participant

    Hi Sergio,
    You can use the data from the data reader. In my previous job, I do handle Chemical process where temperature is controlled by temperature controllers ( A thermocouple sensor doing the correction and trigerring the on/off state of the heaters.), we use the dataloggers reading to calculate the Cp and Cpk and further to identify ovens which requires improvement or maintenance. There are other factors contributing to temperature variation aside from the controlller such as heater performance, environment, coverings, damper, exhaust, air flow, machine set-up, plates inside, etc…. Everything that contributes to variations aside from controllers must be considered in the equation.
     

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    #173724

    Tierradentro
    Participant

    Please send me a copy of the time/work study form as [email protected],John

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    #173166

    Tierradentro
    Participant

    You are attempting to prove something, that, by definition is not a matter of science, it is a matter of faith. You have, indeed sir, wandered off course, and are in the wrong party. In more ways than one I fear.

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    #172192

    Tierradentro
    Participant

    Your subgroup size is probably fine.  The key thing is to subgroup the data so that it explores the variation you are interested in.  If you take three samples every two hours, the Xbar chart will be monitoring the variation in the average of the two hourly samples.  The R chart will be montioring the variation in the range of those three consecutive samples.  This is the right way to set up a chart – minimize the variation in the range chart (as you have taking three samples in a row).  This lets the Xbar chart do the work.  There is nothing magic about the 5 samples. 
    There is a good write up on rational subgrouping here:
    http://www.spcforexcel.com/ezine/may2005/may_2005.htm
     

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    #61984

    Tierradentro
    Participant

    The dependent variable was door-to-needle time (the natural log) and independent variables included gender, race, day of week, hx hypertension, hx gastric ulcer, symptom duration, ECG LBB, time-to-ecg, etc. Some data I merged from the NRMI data that we submitted.

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    #61975

    Tierradentro
    Participant

    Yes, I have. I conducted a linear regression analysis on AMI Fibrinoltyic Therapy and identified the variables that were significantly related. Subsequently, the team focused on these factors and we made a tremendous improvement. These methods should be used more often.

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    #171685

    Tierradentro
    Participant

    My email is [email protected] thanks if you can help.

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    #171684

    Tierradentro
    Participant

    Should have used spell check. My email is [email protected]

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    #171683

    Tierradentro
    Participant

    I wouls appreciate a copy of the material. I am developing a presentation for possible new business.

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    #59351

    Tierradentro
    Participant

    Hello all could some one send me a copy of this game. Thanks in advance

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    #170908

    Tierradentro
    Participant

    Wht should I forward to you?
    regards

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    #170906

    Tierradentro
    Participant

    Tina
    What is your email?

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    #170711

    Tierradentro
    Participant

    George
    Can I have acopy of your slides?
    Thank
    John  [email protected]

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    #170704

    Tierradentro
    Participant

    Teena
    What is your email?

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    #169607

    Tierradentro
    Participant

    Well understood, but I feel you miss my point that we are very much within desired specification of less than 1.00% defectives and that we are in fact running at 0.07% (seven hundreths of one percent) or 99.93% effective…
    The customer continues to write NCR’s for issues and/or findings well withing specifications. Wishing that something be done to minimize this debris is already considered and has been dealt with to a level of acceptability in accordance with their specifications.
    My question is “should they continue writing NCR’s even though we’re within requested AQL levels?” Statistics indicate that improvements to reduce to less than 1.00% is typically not cost effective, and in our particular industry, making improvements to values lower than 0.07% would cost many thousands in investments that would not provide monetary gain in tens of years to come. i.e.: to find and remove 2 specks of dust 0.015″ in diameter for every 50,000 components I find quite ludicrous and still not guaranteeable as I feel we would need a vacuum chamber as a workspace to even come close to achieving this level.

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    #169132

    Tierradentro
    Participant

    Hans, I just found this link.  Can you please send me info on the Dot-Spot simulation?  Thanks.   John

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    #168644

    Tierradentro
    Participant

    I would like a copy of your Excel file.
    email: [email protected]
     
    Thanks,
     
    John

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    #167727

    Tierradentro
    Participant

    That isn’t exactly true. I took one of their courses and it included a number of people, many in manufacturing and in banking. I, of course, AM from IT and got a lot out of it.

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    #167710

    Tierradentro
    Participant

    You can try Technology Management Partners in Covington
    859-630-3246
    They are having a White Belt class on Feb. 1 in conjunction with the University of Dayton. That should start you. I think it is about $100.
    They have other classes.
    http://www.t-m-partners.com
     

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    #167597

    Tierradentro
    Participant

    Wow, thanks. I have been checking daiyl for such a good explanation.
    Now I can move forward on my first project.

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    #165681

    Tierradentro
    Participant

    I am trying to prove or disprove the validity of the online water chemistry panels. I was also ask to prove that the standard meter is capable of providing +/- .01 variation.
    Thank You for the response..

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    #164236

    Tierradentro
    Participant

    The real problem was my thinking, the insturments are not capable of producing the results we wanted. I changed our QAQC process so that the operators react to the drifts before the deviation is 0.1 or -0.1. Now I will have a capable process..
    I appreciate the reply ..
     

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    #162288

    Tierradentro
    Participant

    Thanks, Darth
    I had a quick check regarding your info and I will think about how can I deduce the final formula of Smax. I know that it presumes that the judges’s decision is the same to every parameter. In this case this deviation will be the highest and finally if we divide the “s” (actual deviation) whit this Smax the result will be the “W” coefficient what can be between 0 and 1. If it is 1 there is agreement between the judges and if it is 0 there is disagreement.
    s2 = Sum(R-Raverage)2 so Smax2 has to be the same.
     
    Raverage = K(n+1)/2
    R = K*n1 or K*n2 … K*nn where “n” is the numbers by judges to the parameter.
    So from this 2 formula how can I get the Smax = 1/12K2(n3-n).
    Regards,
    John

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    #161778

    Tierradentro
    Participant

    Part A      Qty Required 100
     
                Step 1     100 Complete  1 hour   1 parts Scrapped
                Step 2       40 Complete  1 hour   0 parts Scrapped
                Step 3        10 Complete .25 Hr   0 parts Scrapped
     
    Could I measure the overall Productivity of the completed part as follows
    10 items thru step 1 = .01 HRS
    10 items thru step 2 = .025 HRS
    10 items thru step 3 = .25 HRS
    10 Items                  = .285 HRS
    1 item                     = .0285 HRS per Unit
    Part A Standard      =  .0250 HRS per Unit
     
    Effective Production Ration = (10 – .1) / 10   =  99
    Productivity = (10 * .025) / .0258  = 96.899
    Efficiency = (total items * standard for one * Eff Prod Ratio) / total time 10 parts
                            (10        *  .025     *  99) / .285   = 86.84%    
    would this be valid?

    0
    #161774

    Tierradentro
    Participant

    I’ll try to better explain,
    We want to look at the overall performace of the part.
    Part A
      Step 1

    0
    #161773

    Tierradentro
    Participant

    I’ll try to better explain,
    We want to look at the overall performace of the part.
    Part A
     

    0
    #161772

    Tierradentro
    Participant

    I’ll try to better explain,
    We want to look at the overall performace of the part.
    Part A
     

    0
    #161771

    Tierradentro
    Participant

    Actually all that, but also the ability to look at a part thru all steps to get an idea of the productivity and Efficiency of the completed item thru all steps.

    0
    #161768

    Tierradentro
    Participant

    The ability to determine an Effective Production Ratio, Productivity and Efficiency based on completed and simi completed parts.  Is it possible?

    0
    #161760

    Tierradentro
    Participant

    If you are refering to just MRA and not MRP II the difference is that MRP is planning material requirments only where ERP (Enterprise Resouce Planning) is looking at all defined aspects of your enterprise.
     

    0
    #161139

    Tierradentro
    Participant

    Kumar,
    I would also greatly appreciate if you could send me a soft copy of the materials you have at [email protected]
    Thank you
    John

    0
    #160945

    Tierradentro
    Participant

    Champions coordinate and oversee the program
    Sponsors coordinate and oversee the project.  Champions should be able to strongly influence  project sponsors.
    Process Owners SHOULD be the Sponsors and are ultimately accountable for the results of the project (and maintaining the gains).
    Project Sponsor/Process Owner OWNS the project – Black Belt Team EXECUTES the project

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    #160680

    Tierradentro
    Participant

    Hey Adam,
    I would like to see a copy of the simulation as well if that is possible.  [email protected]  Thanks!!

    0
    #160207

    Tierradentro
    Participant

    Patty,
    You can basically do a lot of stuff.. I work for a Supply Chain Management  company we apply a lot of six sigma approaches to the Transportation and Brokerage Processes. That processes in the Transportation Industry that can use Six Sigma are as follows
    Cycle Time Reductions – Monte Carlo Simulations, ANOVA, Regression
    Defect Cause and Control for the Brokerage Process…
    As you might be knowing Accounts Receivables are the major part of the Transportation Industry. Transportation and its billing is really complex because of INCOTERMS, NUMEROUS CURRENCIES, AND THE VARIATIONS involved in the Custuomer Billing
    The list is endless….
    John
    http://www.pralayass.com

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    #159947

    Tierradentro
    Participant

    Dear Hacl,
    Thanks a lot for your idea… I am sure that there are some processes that can be improved, Is inventory Management a Good six sigma Project at the Gas Station
    John Baskin
    Business Consultant
    http://www.pralayass.com

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    #159946

    Tierradentro
    Participant

    Jim,
    Thanks for your response
     
    John

    0
    #159907

    Tierradentro
    Participant

    I used to wonder about this too…. thanks for the question and the answer
    John
    Business Consultant
    http://www.pralayass.com

    0
    #159906

    Tierradentro
    Participant

    There is a Free Online E course offered by Pralay Advanced Supply Chain Solutions who are professional Six Sigma Consultants.check http://www.pralayass.com
    john

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    #158728

    Tierradentro
    Participant

    Brandon:
    Likewise …
    Why would we believe each process is independent? Isn’t that what Process Sigma assumes?
    Where’s Praveen – perhaps he can tell us how he tested that assumption in his Nasa model :-)
    John

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    #158511

    Tierradentro
    Participant

    Hi Annon,
    Yes we are working with non-normal data.  Which needs to be used for a capability study.  My main interest is which are the subgroup each piece produced or the measurment made on it?
     

    0
    #158056

    Tierradentro
    Participant

    Hi George,Thank you for your Email. I find the first two chapters quite wordy (saying something in so many different ways instead of just defining the terminology) and wonder if the exam would stress on the lexical/concordance matters. Otherwise the coverage is quite rich and well written. I like to see an exam sample and wonder how I can get it. Thank you.

    0
    #157628

    Tierradentro
    Participant

    I think you have heard a lot of good ideas. I would add that you may have an accountability issue that requires an accountability solution. What is the consequence for not doing what is expected? Are the expectations and consequences clear? If employees know you are “for real” about doing the job right, then you will see improved performance.
     
    Good luck.

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