Mike Carnell


  • My comment is that techs should have a key role in negotiating contracts when specs are part of it. All too often it’s a deal between managers with limited technical expertise. How to measure compliance is left open to argument. 1 month ago

  • Are you sure you did the comparison correctly? Did you wait until the mean and/or standard deviation looked at a stable process reading before comparing the means or sd? 1 month, 1 week ago

  • 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]

  • Something else to consider – are you sure the issue is one of just confirming a known error rate of 8% and not one of knowing, with a high degree of certainty, if the error rate has changed from say 8% to 9%? If it is the latter then you would need about 30000 samples to confirm this kind of shift with 80% power and an alpha of .05. 2 months, 2 weeks ago

  • 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. 2 months, 2 weeks ago

  • If the defects are actually random and are randomly distributed throughout the year then, from time to time, you could take a random sample of 50 invoices and check to see if you have approximately 4 errors. In order to determine how often you should take a random sample you should take the data from the last year (we are assuming it is in time…[Read more]

  • 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]

  • I have no idea what a .mpj file is but it won’t open in anything I have – try saving it as an Excel file and maybe I or someone else might be able to offer some advice. 3 months ago

  • 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. 3 months, 1 week 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. 3 months, 1 week 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. 3 months, 2 weeks ago

  • You will need to provide more detail with respect to dies and rotary indexing stations before anyone can offer much in the way of advice. Is this a situation where there are X number of dies with 4 cavities each in Y number rotary indexing stations or are dies and rotary indexing stations two completely different and separate things that can be…[Read more]

  • 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]

  • The short answer to your question is there aren’t any tests like that. In order to make a meaningful comparison of any kind you need context. Comparing one single number with another single number is a comparison devoid of context. The only thing you can say about any observed difference between two single numbers is a difference exists.

    The…[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. 5 months ago

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