iSixSigma

Ang

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  • #57782

    Ang
    Participant

    Hi Steve,
    I am in Asia and know WDS methodologies and techniques well. It depends on what your are attempting to achive… Underlying everything they do is process based… If startegic they may underake process modeling of the organisation to reveal to develop heat maps on costs or resoources, and if tactical follow a rigid aproach to defining and measuring process performance.
    Often, the solution is implementing Conformance Coaching to stablise processes execution prior to embarking on process improvement and streamling… Conformance alone with the properly defined processes can provide immediate benefits in the range 25%+ (increased productivity and reduced costs)
    Please feel fre to reply and I can elaborate if you like…
    Cheers 

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    #187041

    Ang
    Participant

    I’ll thik i will claim “SixSigma Lean” then… ;-)

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    #186720

    Ang
    Participant

    just taking a guess from not really knowing =)
    Capability Index 1 (3/3) were found to be at the time (1930 something) a good process and +/- 3 StDve were stated as sort of norm en lived ever since.
    Probably if the index were to be “invented” today it would be 6/6=1?
     

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    #186017

    Ang
    Participant

    I would also appreciate it if you could send me your examples. Thanks.
    Peter
    [email protected]

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    #185895

    Ang
    Participant

    Probably not, at least not if you don’t have a extremely good correlation.
     
    I’ll think I would plot the CI for the regression and point out the risk of being wrong to them how will make the decision.
     
    /peteR

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    #185800

    Ang
    Participant

    In to the “excel lab becnch” for me then.
    Nothing like hand on experience
     =)thanks

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    #185794

    Ang
    Participant

    I absolutely agree that the process should be stable so you don’t fool your self.
     
    What I am trying to achieve are to have a general internal SOP (Standard Operation Procedure) to estimate a process capability for a given process. The scope is that it shall be written to use additional no software (than perhaps Excel or equal) an be able to used of persons with almost no or little experience of statistics. It shall also provide recommended sample sizes in order for what they try to achieve.
     
    My basic idea are to use estimates of CI for the indexes based on sample size using a target  for 1,33 or 1,66 and what you can allow in CI lower to determine the sample size.
     
    As you mention in your book “Implementing SixSigma-Smarter Solutions using statistical methods ” (standing firm on my bookshelf, in a true 5S sprit as an easy tool to reach) Ch 11 “Process capability and process performance metrics” about Cp and Pp indexes that how to form the sampling criteria are crucial (Ch 11.23 page 297).
     
    My initial thoughts are in the first step break down the metric in focus to plausible things that can have an effect using CTQ breakdown, Ishikawa diagram and/or other tools and from that score top x’s.
     
    From that make a sample plan that takes in consideration the x’s of (estimated) significance.
     
    Say for a example raw material are assumed to be a critical x. Sampling should be done over # lots of material calculating Cpk for etch lot. After all samples are done calculate Ppk and compare Cpk and Ppk.
     
    If they all checks out as normal (all Cpk and Ppk) with a reasonable difference and Ppk checks out to given limit the process gets go ahead.
     
    In case non normal data or to large shift in process the analysis are taken to the next level using transformations, non normal distributions, lurking factors etc (not included in this SOP)
     
    I don’t know how big pitfalls there is in the approach (glad for comments)  but it sure is a struggle (and a challenge) to write a SOP in layman’s terms on this topic. =)

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    #185693

    Ang
    Participant

    Hello
     
    I do not know if there is a formal education for anyone of them, from what I understand it is more of a universal understanding for what is what. Here are my beliefs anyway.
     
    Typical duration
    GreenBelt: 6 days
    BlackBelt: 20 days
     
    Main difference I think is leadership, As a Blackbelt you probably have more education (included in the belt training) for project management (often referred as soft sigma).
     
    For the statistical tools I think they are in basic the same, just that BB gets a deeper understanding due to more training.
     
    Saying this a Green Belt may very well have more knowledge and capacity then a BalckBelt if they have good education in leadership and statistics, just that the actual GB diploma doesn’t state that.

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    #185586

    Ang
    Participant

    Thanks! Just what I needed (the good luck that is ;-))
     
    I will se if I can get a moment of quality time I, the paper and a 12 year old whisky (+my new found luck) this weekend and figure it out ;-)
     
    Thanks a lot =)
     
    /peteR

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    #185569

    Ang
    Participant

    Thanks alot!
    This may be very helpful, I will play around with the formula to se if I can use it right of or juse calculate a few exampel.
    Regards
    /peteR

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    #185530

    Ang
    Participant

    mean: x-bar +/- t*SE
    st dve: Sqr(n-1)s^2/ChiSq n-1 alph…..
     
    Let me rephrase the question.
     
    What I am trying to do are how to calculate a samplesize to get a desired sigma level. (assuming data is normal distributed) .
     
    The thing I need to prove (preferably in a pedagogic way ;-)) to the designers here are:
     
    Yes your calculation tells you Cpk are 1,45 and that are more then Cpk 1,33 that are the demand.
    However you only did 5 samples so it might be Cpk-x to Cpk-Y (CI whatever needed). In order to be CI (whatever needed) sure you have to take ## samlels.
     
    This is the part I just can’t get together and would be thankful for some advice.
     
    /peteR

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    #183219

    Ang
    Participant

    Could you also send me a checksheet. Starting 5S at corrugated plant

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    #173806

    Ang
    Participant

    This is based on two functional support groups of an organization leveraging IT to create more efficiency via automation to deliver HR services. This is more of a business transformation initiative. Six Sigma/ LEAN or DFSS might have been used to determine the solutoin but can certainly help in implementation.
    Regards,
    Peter

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    #172059

    Ang
    Participant

    I’d appreciate it if I could have that ppt too. My email is [email protected]
    Thanks
    Peter

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    #170374

    Ang
    Participant

    Lourdes,
    While there are many great ideas being presneted I would also add you may want to prioritize the high cost to low cost expenses that you can target for optimization by utilizing six sigma or portfolio management practices to revamp and revitalize.
    In addition I would apply the same prioritization on any revenue generating services to be targeted for further improvement.
    That may get you started and look for low hanging fruit opportunities that can easliy improve your cost reduction efforts until you formalize a more mature program.
    Best regards,
    Peter

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    #57536

    Ang
    Participant

    kann mir jemand auch die spielunterlagen zukommen lassen?
    [email protected]
     
    danke!

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    #169912

    Ang
    Participant

    Another approach may be to consider other forms of VOC collection that include, trouble reports, benchmark competitors or the industry, help desk incidents, sales reports. A comprehensive VOC will include mor ethan just an interview so one can ensure you identify teh apporpriate critical to quality issues.
    Regards,
    Peter

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    #169806

    Ang
    Participant

    Einstein said “Not everything that can be counted counts, and not everything that counts can be counted.” There is an alternative to the type of approach you’ve discussed – have a look at: http://www.paramarq.comPeter

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    #64789

    Ang
    Participant

    Good for you! However, frankly, from what I hear, it would be premature to plunge right away in full Six Sigma initiative in your situation. If I were you, I would consider gradual approach to build high quality enterprise.
    Peter

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    #158484

    Ang
    Participant

    What determines acceptable when using PP and PPK?
    What determines Random when using PP and PPK?

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    #153514

    Ang
    Participant

    It definitely sounds like a fairy story.
    Shainin’s pre-control approach has been shown to increase variation.
    Can we expect similar fairy stories about Mikel Harry perhaps ?

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    #150113

    Ang
    Participant

    Can you get me the e mail id of the CEO marketing of Airtel , Pls this is urgent

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    #150072

    Ang
    Participant

    It is the same as the World’s 100 Worst Statisticians list.

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    #148958

    Ang
    Participant

    Why not go all the way :
    18 = 1.5 + 1.5 + 1.5 + 1.5 + 3 + 3 + 1.5 + 1.5 + 1.5 + 1.5
    Mikel would love the tolerance stack-up wouldn’t he, the fool …

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    #148937

    Ang
    Participant

    The 1.5 is not worth of a doctoral thesis. It’s history should be enough for anyone to see it is crap.
    Which 1.5 anyway ???

    Bill Smith’s uncontrolled 1.5 batch variation
    Harry’s 1.5 drift
    Harry’s 1.5 correction
    Reigle’s dynamic 1.5
    Add them up :
    1.5 + 1.5 + 1.5 +1.5 = six sigma !!!!!  Voila !!!!

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    #148644

    Ang
    Participant

    “Everyday I think about what he meant to us. Deming is the core of our management.”-Dr. Shoichiro Toyoda, Founder and Chairman, Toyota Motor Corporation

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    #147466

    Ang
    Participant

    BB is correct but a little blunt.  Here’s the full history in brief:

    Harry confuses 1.5 Shainin Pre Control green band limits with control chart limits.
    Bill Smith observes “sudden shifts” due to special causes and broadens tolerances to Cp=2.
    Mikel Harry derives +/-1.5 as a “shift” in the process mean, based on tolerances in stacks of disks. This is referred to as the Z shift.
    Harry realises his error and says the 1.5 “is not needed”.
    Harry in about 2003 makes a new derivation of 1.5 based on errors in the estimation of sigma from sample standard deviations. For a special case of 30 points, p=.95 he multiplies Chi square factor by 3, subtracts 3 and gets “1.5”. Actual factor ranges from 1 to 18. He now calls this a “correction”, not a “shift”.
    Reigle adds a new calculation he calls a “dynamic mean off-set.”: 3 / sqrt( n ) where 3 is the value for control limits and n is the subgroup size. For n=4 he gets “1.5”. Reigle says “This means that the classic Xbar chart can only detect a 1.5 sigma shift (or larger) in the process mean when subgroup size is 4”.  Reigle is quite incorrect. Such data is available from ARL (Average Run Length) plots.
    In other words, there is no 1.5.  There is no 3.4.  Six sigma tables are nonsense.  Forget about 1.5.
    Control limits are always +/-3 sigma.
     

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    #146603

    Ang
    Participant

    I’m afraid I can’t see the point you are making about Andy and Isoplots. Are you saying he doesn’t understand six sigma ?
    What is your understanding of what is six sigma ?  Is there are fixed list of what is in and what is out ?  From what we read here, 3.4 DPMO, six sigma tables and isoplots seem to be out, what is in ?
     
     

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    #146545

    Ang
    Participant

    Nahhhh.  I think we should just take SS and remove all its faults. We should therefore call our new approach “VACUUM”.

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    #146544

    Ang
    Participant

    Absolutely. You can say that again
    Theoretical backing of six sigma is non existent !
    It runs on blind faith.

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    #146512

    Ang
    Participant

    Dear Lisa,
    “Why can’t Six Sigma be the same everywhere?”
    There are a number of reasons.  While SS has been a big earner for Motorola and the SS Academy, most quality consultancies have jumped on the bandwagon, each with their own versions.  Many have seen the flaws in SS and even teach SS under a TQM banner, simply because the name “six sigma” is trendy and sells well. 
    Even within the Motorola and the Academy, SS has changed. As Andy U pointed out, it was initially simply a logo that was placed on their existing material.  Even the foundations of SS has changed, as the statistical flaws in the derivations have become public.
    As SS has waned, Lean has become the new flavour of the month.
    The result are a great many varieties of SS, ranging from straight Deming and TQM to all sorts of things.
    I suggest finding a consultancy that gives a straighforward approach that you can easily understand, rather than going to the Academy. 
    A simple test: If a consultancy advocates 3.4 DPMO – go elsewhere.

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    #146451

    Ang
    Participant

    Excellent post Stan !
    It is exactly the same situation that occured with Compuserve and GIF graphics. Compuserve claimed rights to the GIF format and royalties from anyone using it. Motorola is in the same position as Compuserve.
    We might expect to see a statement like this:
    “Cost to users will be a $10,000 one-time licensing fee and a royalty payment of 10.5 percent or $15,000 whichever is greater, per registered copy of a program containing the Six SigmaTM technology “
    The above is a copy of the statement issued by Compuserve, with some name and $ changes.
     
     

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    #146448

    Ang
    Participant

    There is now widespead acceptance that six sigma has been padded with a great deal of statistical nonsense. The nonsense comes from two men – Mikel Harry and Rigel Stewart.
    With the increasing number of six sigma failures, such as that of SammyTexas, it is time that six sigma was purged of Harry’s and Stewart’s nonsense.  For example, why does every introduction to six sigma for beginners still include 3.4 DPMO ?  Promoting nonsensical numbers such as 3.4 DPMO not only diverts attention to the calculation of useless numbers, but can only bring six sigma into disrepute.
    If six sigma is to survive, it needs to clean up its act.
     
     

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    #146447

    Ang
    Participant

    I can understand your difficulty. 
    Here is an example of six sigma theory taken from Reigle Stewart, a director of the Six Sigma Institute:
    “1) Declare a random normal model such that NID(100,10). 2) Declare this model to possess an infinite degrees of freedom. 3) Call this distribution the “theoretical model.” “
    In other words, “assume a normal distribution, mean=100, SD=10 “
    Reigle Stewart and Mikel Harry have intentionally set out to hide the facts with verbose and often incomplete descriptions. They have done this for personal financial gain, by supporting a methodology with very poor statistical foundations.
    In order to understand the facts, throw away your six sigma texts and read Shewhart, Deming and Wheeler.
     

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    #145803

    Ang
    Participant

    Hi, im working at a medical company producing dental products and we have all the medical restrections to work under. Before we was working with manual spc metods. But by the time it get harder and more complicated. After look on the software market we finaly deasided to use the swedish company rektrons produkt called Rektron SQC. Been working with the program for 1 year almost and its working great its based on a database and its really oprator near. And we can now get all sorts of reports out of the program by a simple button click. they have a bounch of other products to at there website http://www.rektron.se .

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    #145559

    Ang
    Participant

    You sad little fellow Stan,
    I can see it now, meeting with Factory Manager and R&D Manager.  BB says:
    “I’ve just done a 4 week course !!!!     Look I have a certificate and everything.   And just look at the color of my belt !
    I’m going to take over production and do some experiments.  “
    Get real little man.
     

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    #143820

    Ang
    Participant

    Well kids, it’s like this … everything was fine then along came some guys who wanted to make lots and lots of money … so they invented a whole lot of rubbish and called it six sigma … that’s why it’s very hard to understand.

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    #143781

    Ang
    Participant

    I’m well aware that six sigma does not believe in people :
    Mikel Harry says “When you look inside the inner workings of Six Sigma deployment and implementation, you see a money factory.” “The key is to make fear a driving force” “In short, numbers-oriented thinking applies to people as much as it applies to processes and products.”
    These are not the words of a man with a philosophy designed to support people or with a belief that people are at the heart of all that we do in business.
    I pity those with 6 sigma in service industries …

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    #143777

    Ang
    Participant

    Your question should be “how does six sigma offer companies a competitive advantage over TQM ” …
    Answer : “It doesn’t”.

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    #143685

    Ang
    Participant

    Darp,
    Maybe it’s because six sigma has become a joke !
    It has always been more a money spinner for six sigma consultants than any real improvement on TQM  !! If anything, it has sent quality backwards.
    I can now expect the isixsigma employees here to call me a moron and an idiot.

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    #142769

    Ang
    Participant

    Lean or Six Sigma?

    In his article “Putting Six Sigma in Perspective”[1], Michael Hammer uses the mantra: “Use the right tool for the right problem”. An excerpt that summarizes what he means (he uses the term “process redesign”, which in this context is synonymous with Lean):

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    #142679

    Ang
    Participant

    Control charts do not depend on normality.
    Read Shewhart and Wheeler “Advanced Topics in SPC” Ch 5.
    Many theoretical text will claim that normality is required however for practical purposes, control charts work for any type of distribution.

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    #142385

    Ang
    Participant

    Darth,
    It sounds as though you know Mikel Harry and have heard him “fess up” in private.
    God bless

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    #142380

    Ang
    Participant

    Darth,
    We both look like idiots now that Mikel Harry has admitted he made an error with the 1.5 shift. 

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    #142366

    Ang
    Participant

    Zilgo,
    Wonderful to see someone on this forum who knows what he’s talking about.

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    #142262

    Ang
    Participant

    Then, having glorified LEAN, I can’t help but wonder, since Japan is ALL about image, how much of LEAN is image or myth or cognitive dissonance? 
     
    For that matter how much of Six Sigma and TOC is cognitive dissonance? 
     
    And finally, what level of relationship exists between the Deming management method and Buffalo Bill Cody’s Wild West Show?

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    #142015

    Ang
    Participant

    Paul,
     
    Academic Field? Negative, the idea is 2 obtain my Masters in order 2 implement (SERVE mankind while at the same time coining it as much as possible), when I reach my 50s I’ll do my Doctorate and write best sellers, sipping red wine while gazing over the sea (flood waters), as I’m doing as we speak J.
     
    Best practice? The most likely to succeed business engineering philosophy in a generically pre-defined profit seeking environment?  WIP
     
    Every implementation instigates change unique to the situation? Absolutely, hence why as part of my little thesis I would have to against the unique social-political background of the RSA generically define a range of typical applications, and model each application type.  Using the “VAT classification”, looking at the types of processes (Conversion, Fabrication, Assembly, Testing), process flow structures (Job Shop, Batch, Assembly Line, Continuous Flow), will help covering manufacturing industries, where with the services industries, one could cover using the same terms plus that one additional item, namely the extent of customer contact in the creation of the service (high degree or low degree of customer contact).  One distinctive characteristic of services of course is that one cannot inventory services.
     
    Ta
    Peter

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    #142005

    Ang
    Participant

    Sorry, can’t stick around…have to split! My work is done here!

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    #141997

    Ang
    Participant

    Dear Amagdala
    I’ve ate the meat and I’ve spat out the bones.
    The biggest bone being the majority paragraphs based on using FEAR tactics in order to separate the men from the boys…even though this is sadly reality, it doesn’t mean the solution is to become a self-serving leader or street fighter in order to win and survive…to live your life in this manner is a live wasted…there is another way…the way of a servant leader.
    The meat – paragraph 4; I apologies if I came over as a pro, I guess maybe that was my tactic combined with the tactic of “stepping on toes” (have nothing against women or America – gay people need 2 go and read Romans 1:24-32, KJV) to get the attention of the pro’s to help me in my quest 2 get 2 the bottom of certain issues…it worked 2 a certain degree.  By the way, professing to be in God, or saved, or born-again, by no means equate to professing you’re an angel.  I’m just as bad as you are, if not worse, and will always b this way.  One is suppose 2 grow though…but it takes discipline and full heartiness…in order to allow God more control over one’s life…and only then “shall thy barns be filled with plenty, and thy presses shall burst out with new wine” Proverbs 2:10, KJV.
    By the way, FEAR, is a gift from God…but FEAR God, thus keeping your FOCUS on God…in order to enhance life…being agitated by fear of man into fight-or-flight thinking and behaviour is life threatening in the most personal and profound way.
    Best Rgds
    Peter
    PS! If u wish (although somehow I doubt it) to continue this discussion, [email protected] …this is hardly the place!

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    #141981

    Ang
    Participant

    U can give out, but u cant take! U should wise up or stay out of the kitchen!

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    #141979

    Ang
    Participant

    Very Sad. Don’t forget 2 delete. Not good 4 yr business. J

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    #141978

    Ang
    Participant

    Ed,
    So who have the corner market on TPS? Ohno, Shingo, Fujimoto & Monden? U said u could go on? Does Spear fall in the group that has the corner market? And do I then classify “The Toyota Way” and “The Toyota Way Fieldbook” by Liker together with the rest (Womack) under LEAN?  Are there books re specific TPS tools that belong in the corner market on TPS like for example maybe “Just-In-Time 4 America” by Kenneth Wantuck and “One-Piece-Flow” by Kenichi Sekine? I’m not 2 faced with titles (2 daunting a task) – it’s the authors that I’m after (the people with the, know how).  Thanking you in advance.  My private e-mail address [email protected]
    Peter

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    #141976

    Ang
    Participant

    Ed,
    My personal e-mail is [email protected]
    Sent me a tester!
    I would luv 2 bounce things of ya from time 2 time as i progress through my little thesis!
    Best Rgds
    Peter

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    #141975

    Ang
    Participant

    Ed,
    Thanks Buddy! Appreciate it! 4 opening my eyes re LEAN vs. TPS!
    I think I happen 2 agree with u re TOC vs LEAN, never really thought about it like that!  Great stuff! Only diffs re TOC with respect 2 TPS is he 4 some reason decided 2 cling on 2 pushing the product..as suppose 2 pull it…?
    Peter

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    #141974

    Ang
    Participant

    Just so by the way, if yr lady “guerilla” troop just politely and with RESPECT explained to me who she was and that the whole LEAN discussion is not exactly beneficial to the forum at hand I would’ve bowed apologetically and would’ve vacated immediately…but your chosen tactics, frankly speaking is nothing short of DISGUSTING – nogals in die naam van “PROFESSIONALISM”.  Ironically, this sort of thing is exactly what your product LACKS; respect 4 people…I would recommend u people from isixsigma delete this 2 and hopefully learn something from it!!

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    #141973

    Ang
    Participant

    I got out from this forum probably all I need for my little thesis, so you people at Isixsigma can relax again…I’m sure there are lots of idiots in America that will turn the tide back towards Six Sigma (America’s desperate answer to TPS) 4 yr precious forum 2 look good, and no need to send in troops to try an annihilate anybody who dares 2 take the lime light away from Six Sigma…remember 2 delete this 1 also.

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    #141969

    Ang
    Participant

    Paul,
     
    Hardly!  As my new found fan has so sweetly and lovingly pointed out.
     
    Bachelors in Industrial Engineering, with 3 years experience in Construction Project Management (Anglo America & Intel) and 2 years in FMCG (SMT & PCB Fabrication), who recently embarked on a thesis in relation to “Implementing BEST PRACTICES against the unique social-political background of the Republic of South Africa”,
     
    Just recently started with Phase 1 – Literature Research,
     
    LEAN, Six Sigma and TOC will be my focus…and from what I now gather from EdG, I should treat TPS separate from LEAN…still trying to get 2 the bottom of that aspect…I was/am under the impression they were/are the same.
     
    Would love to exchange references – one of my many personal local e-mails (which I can delete, just in case I get harassed by fans) is [email protected], this site probably not the vehicle for that…
     
    Peter

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    #141965

    Ang
    Participant

    Marlon,
    Where is TPS documented, other then Jeffrey Liker’s “The Toyota Way” and the sequel “The Toyota Way – Fieldbook” (I presume these 2 books qualify)?
    Peter

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    #141964

    Ang
    Participant

    Ed,
    …But surely then you don’t…disagree.
    …in the ideal state LEAN = TPS, in reality, sadly, it’s not the case due to mankind’s nature to loose sight of the original message and drift away from it (exactly like the Gospel).
    You’ve mentioned that every now and again you go back to the source, can you kindly elaborate (titles/authors)? Will help with my thesis on this matter (don’t mind if i have to add TPS as a fourth animal, along side LEAN – just would like to get to the bottom of what has suddenly become bit of an issue for me).
     Peter

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    #141953

    Ang
    Participant

    This common purpose being to SERVE mankind!
    A great read I can offer the Western World to maybe aid in their pursuit to implement LEAN is the business book “Lead like Jesus” by Ken Blanchard and Phil Hodges (and use the KJV to do the necessary cross referencing). 

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    #141949

    Ang
    Participant

    LEAN = TPS = The TOYOTA WAY = the source. 
    The moment you place a verb after, or an adjective before LEAN, you are busy with segregation.  Think about it.  Hence the reason for the hybrid between Six Sigma and TPS is called LEAN Six Sigma (if that is what Lean Six Sigma is supposed to be).
    Further, on the topic of segregation (which so by the way should take the blame for when LEAN doesn’t bare fruit), according to Bicheno Mechanical LEAN is the implementation of LEAN tools in a piecemeal fashion.  Managerial LEAN is the implementation of LEAN tools in an integrated manner.  Innovation LEAN takes LEAN beyond the shop floor, beyond the organization to create new opportunity, value and customers.  LEAN often begins with Mechanical (Demonstration) and since piecemeal benefits are small, executives may then decide to abandon the LEAN initiative, claiming they have done LEAN and it didn’t do them much good.
    LEAN = End-to-end evolving value stream that delivers competitiveness.
    Another point to ponder is that the missing ingredient in most companies trying to implement LEAN is the principle which is the foundation for all the other LEAN principles namely PHILOSOPHY.  Toyota gives us a glimpse of an alternative, provides a model of what happens when tens of thousands of people are aligned toward a common purpose that is bigger than making money.

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    #141934

    Ang
    Participant

    Thanks! I aim 2 pleace!
     
    Guilty as charged!  It was fun though…my very ever first blog…and this 1 my last.

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    #141920

    Ang
    Participant

    LEAN focuses on waste = Nr 1 Biggest myth re LEAN
    Waste elimination is a means to achieving the LEAN ideal – it is NOT an end in itself!!!
     
    Allow me then to quote from Bicheno’s new book (“” “”):
     
    “”George Davidson, retired manufacturing director of Toyota South Africa, says that the first principle of the TPS (LEAN) is “the customer first”.  And, George, how do you do that? “By creating thinking people”, says he.  And how do you do that, George? “By creating workplaces and organizations that are more human”. 
     
    Note what Davidson is NOT saying. 
     
    It is not primarily about waste; waste is removed because you want to improve benefits to the customer. 
     
    Hence Toyota is not averse to adding inventory where necessary – as indeed they have done recently. 
     
    It is not about 5S – 5S is just a tool for consistency and quality. 
     
    It is not about SMED – SMED is just a tool for improving response time and service to the customer. 
     
    LEAN developed from first principles, with the customer in mind.
     
    In fact NON-LEAN systems do just the opposite.  For instance, through “economic order quantities”, “mass-production”, long lead times, reduced variety, “push” systems, and the location of plants in China purely for cost – all of which are designed with the producer in mind, not the customer!
     
    One way of understanding LEAN is to view it as a (proven) approach to dispense with increasingly inappropriate ‘economies of scale’ and to adopt ‘economies of time’.
     
    LEAN is not tools!!””
     
    LEAN focuses on Waste Prevention
     
    LEAN focuses on Value
     
    LEAN focuses on System
     
    LEAN focuses on Process
     
    LEAN focuses on Revolution and Evolution
     
    LEAN focuses on Distributed Decisions
     
    LEAN focuses on Service
     
    LEAN focuses on Built to Order
     
    LEAN focuses on Green
     
    “”LEAN is only beginning
     
    LEAN is Core
     
    Hopefully the days of arguing between “LEAN vs AGILE”, “LEAN vs APS”, “LEAN and Six Sigma”, “LEAN and TOC”, “LEAN and Manufacturing Strategy”, and the practice of including one chapter on LEAN (or JIT) in operations management textbooks, is passing.
     
    Perhaps not – academics are often the last to change! 
     
    LEAN is at the CORE.  The principles are universal.  It is merely a question of the extent to which other concepts can add to the central developing CORE of LEAN, and vice versa.
     
    Furthermore, there are 20 characteristics of LEAN, but I think you all get the picture.
     
    Finally re LEAN & Six Sigma:
     
    They are no longer at odds, nor should they be.  LEAN is better at the big picture, at establishing the foundation through activities such as 5S and standard operations, whilst Six Sigma offers a powerful problem solving methodology through DMAIC.  The LEAN value stream mapping tools are generally superior but synergistic with those used in Six Sigma, and concepts such as cellular manufacturing, quality at source, pokayoke, and TPM are entirely synergistic.  Six Sigma has shown a lead in the costing of projects, something that is under-developed in LEAN.  There are however also doubtful practices in Six Sigma, as pointed out by one of the originators, Keki Bhote ex-Motorola quality guru.
     
    However, much of Six Sigma itself is waste! What can be done to reduce or eliminate that variation before it even arises should be the prime question.
     
    Why is Toyota not falling over itself to get after Six Sigma or alternatively how is it been able to achieve Six Sigma levels of performance without legions of black belts and statistical software?””
     

    0
    #141915

    Ang
    Participant

    Andy,
    Good on ya mate!
    Did it look something like the following?
    I know the thread from Simon “LEAN is Art” and “Six Sigma is Science” is Nov05…it’s just I couldn’t help myself to add to it even if it is almost a year on – it brought such a feeling of WOW!
    Somebody actually managed to hit the nail on the head. 
    CONGRATS! If there was a price I would give it to you Sir Simon!
    Allow me to embroil further just a little! “LEAN is Science in Art Form” – probably the reason why so many companies fail to copy it.  It CAN’T be copied!  It’s an art form. 
    You have to become an ARTIST, not just you, everybody in the company, not just any artist, but an ARTIST, like Rembrandt.  Toyota is a painting like “Die Nagwag” from Rembrandt, and it gets worse folks! It’s evolving, it gets better and better all the time (almost like us humans species, if you are a sucker enough to believe that mantra which is called evolution, but that’s a completely different thread and day).
    Have you seen the Lexus? Just the only of its kind in the world, and its selling. 
    Toyota is light years ahead of the pack (that’s you and me so by the way)…number 8 in the world…only second to the oil giants, the retail giant, General Motors (which is struggling so by the way – we’re all waiting in anticipation to see whether Carlos “The Great” will come to its rescue), Chevron and DaimlerChrysler. 
    Have any of you folks actually ever visited Toyota Japan website?  There’s some info on the TPS and some VIDEOS of the plant in ACTION.  Go watch it! You might understand Sir Simon’s revelation re LEAN…It is art. 
    Six Sigma on the other hand is STATS on STEROIDS…if you folks don’t mind me saying so…which I guess is science or business science or whatever.  The important thing is it can be COPIED.  It was designed to copy…still require intelligence. 
    For you folks who still can’t make head or tail between LEAN, Six Sigma and TOC, I recommend “The NEW LEAN Toolbox” by John Bicheno. 
    The most important thought I would like to bring home via this thread is that LEAN is not tools!  “It is an end-to-end value stream that deliver competitiveness” by your man Bicheno.
    “LEAN become even more powerful concept as it integrates with ‘fast flexible flow’, with TOC, with ‘factory physics’, with service concepts, with much of Six Sigma, and with ERP.” 
    “And LEAN is expanding into NEW areas far removed from repetitive manufacturing – LEAN construction, LEAN project management, LEAN health, LEAN service, and even, wait for  it, LEAN defence and LEAN public service.” just to warm up your taste butts. 
    Maybe just a little bit more, Six Sigma and TOC as what I can figure out, come strongly into play, after according to Bicheno, the first 6 steps of his LEAN framework, the 6th being “Implementing the Lean Foundation Stones”, within the 7th step, which is “The Value Stream Implementation Cycle”, consist of 15 steps, the 8th being “Future state workshop”, and its within this particular step which consist of various relevant tools, one of which consist of two STEPS, the first “Designing a Pull System with Heijunka, and the second “Cell and Line Design”.  The first step consists of 19 sub steps, of which the seventh sub step is described as “Identify constraints convergences and variation” for which the relevant tools are TOC, Factory Physics and Six Sigma. 
    LEAN is evolving science in ART form. NOT to be taken lightly or to be sniffed at (as a white collar). 
    Hint of Caution! The likes of Jeffrey Liker will probably tell you in re to LEAN “Go find a sensei to learn from and enjoy the journey!” 
    Well I think we all know that there are no sensei’s out there! 
    Only idiots who think they know everything about everything, and are quick to tell you all about it. 
    So allow me to revise slightly “Research LEAN (Six Sigma and TOC cause you’re gonna need it also), study it, UNDERSTAND it, do it and enjoy the journey!” 
    Become a Specialist in all three!
    Become an ARTIST!
    And make a difference or DIE trying!
    Go know! Don’t just sit there with your mouth open! 
    Go! Go!
    Go SERVE mankind! 
    Just in case you all think I’m mad…I’m not really…Just an industrial engineer currently doing my MASTERS in wait for it “Implementing BEST PRACTICES against the unique social-political background of South Africa”…
     
    I’m gonna have to recommend either or, or a combination of the three animals (LEAN, SIX SIGMA & TOC), or I might even have to develop a customized model myself of either or, or a combination of the three.
     
    Currently doing research on all three when I accidentally stumbled upon Simons thread, unlucky/lucky for you all!!
     
    Currently, I actually have no opinion as to which route to follow when it comes to these three animals. 
     
    I just know that LEAN is extremely misunderstood, undervalued and its complexity downplayed in the industry, its a LOT more complex folks then what people make it out to be. 
     
    LEAN is not simple, but simplicity pervades. 
     
    Furthermore, it’s not so much an issue of complexity, as it is an issue in that it’s about tacit knowledge, not explicit procedural knowledge, a craft type, unlike the other two animals. 
     
    A lot of myths out there re LEAN folks!  Be aware! 
     
    I also know that Six Sigma is made out to be a lot more complex then it really is. 
     
    Its just strait forward stats folks not advance stats for engineers!
     
    Plain stats, wrapped in Demings DMAIC. 
     
    Six Sigma for me is relatively straight forward and lacks complexity (even substance – localized optimization), to me it’s like a bull in a china shop!  Lacks people skills! Not to mention sustainability! 
     
    But if you are a Bull or an American for that matter, with plenty of people skills, and wants immediate impressive looking results, you’ll achieve it using Six Sigma – through localised bull like improvements. 
     
    But I have a feeling cause it’s localised the problem is gonna raise its ugly head somewhere down the line in a different form. 
     
    And TOC is also for me a little bit lacking in substance, and though it also lacks worker involvement or empowerment…it’s probably handy if you are in a company or culture where you don’t want to value the workers opinion for whatever reason…
     
    As you can see I actually don’t have much clear direction either, it seems to me however at this junction that the answer lies in LEAN as the foundation, integrating at certain points, with among other animals, the likes of Six Sigma and TOC…
     
    One thing I do know at this point in time and that is that LEAN is at the CORE!!
     
    …will let you all know my conclusion/finding on this matter in oh! Another year down the line…
     
    By the way I have no idea what Lean Six Sigma is yet! 
     
    Not conspired/concocted by the Japs, that much I can tell ya! 
     
    Books are huge and very intimidating looking, almost like the Six Sigma textbooks! 
     
    Maybe the Americans realized Six Sigma cant stand or exist by itself, therefore needs to lean on something (Joke)!
     
    Happy trailing!
     

    0
    #141884

    Ang
    Participant

    Just in case you all think i’m mad…I’m not really…Just an industrial engineer currently doing my MASTERS in wait for it “Implementing BEST PRACTICES against the unique sosio-political background of South Africa”…I’m gonna have to recommend either or, or a combination of the three animals (LEAN, SIX SIGMA & TOC), or I might even have to develop a customized model myself of either or, or a combination of the three. Currently doing research on all three when I accidently stumbled upon Simons thread, unlucky/lucky for you all!!
     
    Currently, I actually have no opinion as to which route to follow when it comes to these three animals.  I just know that LEAN is extremely misunderstood, undervalued and its complexity downplayed in the industry, its a LOT more complex folks then what people make it out to be.  LEAN is not simple, but simplicity pervades.  Furthermore, it’s not so much an issue of complexity, as it is an issue in that it’s about tacit knowledge, not explicit procedural knowledge, a craft type, unlike the other two animals.  A lot of myths out there re LEAN folks!  Be aware!  I also know that Six Sigma is made out to be a lot more complexed then it really is.  Its just strait forward stats folks, not advance stats for engineers! Plain stats, wrapped in Demings DMAIC.  Six Sigma for me is relatively straight forward and lacks complexity (even substance – localized optimization), to me its like a bull in a china shop!  Lacks people skills! Not to mention sustainability!  But if you are a Bull or an American for that matter, with plenty of people skills, and wants immediate impressive looking results, you’ll achieve it with Six Sigma…through localised bull like improvements.  But I have a feeling cause it’s localised the problem is gonna raise its ugly head somewhere down the line in a different form.  And TOC is also for me a little bit lacking in substance, and though it also lacks worker involvement or empowerment, its probably handy if your in a company or culture where you don’t want to value the workers opinion for whatever reason…as you can see I actually dont have much clear direction either, it seems to me however at this junction that the answer lies in LEAN as the foundation, integrating at certain points, with among other animals, the likes of Six Sigma and TOC…One thing I do know at this point in time and that is that LEAN is at the CORE!!…will let you all know my conclusion/finding on this matter in oh! another year down the line…By the way I have no idea what Lean Six Sigma is yet!  Not conspired/concocted by the Japs, that much I can tell ya!  Books are huge and very intimidating looking, almost like the Six Sigma textbooks!  Maybe the Americans realized Six Sigma cant stand or exist by itself, therefore needs to lean on something (Joke)!…Happy trailings!

    0
    #141881

    Ang
    Participant

    I know the thread from Simon “LEAN is Art” and “Six Sigma is Science” is Nov05…its just I couldnt help myself to add to it even it is almost a year on – it brought such a feeling of WOW! somebody actually managed to hit the nail on the head.  CONGRATS! if there was a price I would give it to you Sir Simon! Allow me to embroil further just a little! “LEAN is Science in Art Form” – probably the reason why so many companies fail to copy it.  It CAN’T be copied!  Its an art form.  You have to become an ARTIST, not just you, everybody in the company, not just any artist, but an ARTIST, like Rembrandt.  Toyota is a painting like “Die Nagwag” from Rembrandt, and it gets worse folks! its evolving, it gets better and better (almost like us humans species, if you are a sucker enough to believe that amantra which is called evolution, but thats a completely different thread and day) all the time (have you seen the Lexus? just the only of its kind in the world, and its selling).  Toyota is light years ahead of the pack (thats you and me so by the way)…number 8 in the world…only second to the oil giants, the retail giant, General Motors (which is struggling so by the way – we’re all waiting in anticipation to see wheter Carlos “The Great” will come to its rescue), Chevron and DaimlerChrysler.  Have any of you folks actually ever visited Toyota Japan website?  There’s some info on the TPS and some VIDEOS of the plant in ACTION.  Go watch it! You might understand Sir Simon’s revelation re LEAN…It is art.  Six Sigma on the other hand is STATS on STEROIDS…if you folks don’t mind me saying so…which I guess is science or business science or whatever.  The importent thing is, it can be COPIED.  It was designed to copy…still require intelligence.  For you folks who still can’t make head nor tail between LEAN, Six Sigma and TOC, I recommend “The NEW LEAN Toolbox” by John Bicheno.  The most important thought I would like to bring home via this thread is that LEAN is not tools!  “It is an end-to-end value stream that deliver competitiveness” by your man Bicheno, and “LEAN become even more powerful concept as it integrates with ‘fast flexible flow’, with TOC, with ‘factory physics’, with service concepts, with much of Six Sigma, and with ERP.  And LEAN is expanding into NEW areas far removed from repetitive manufacturing – LEAN construction, LEAN project management, LEAN health, LEAN service, and even, wait for  it, LEAN defence and LEAN public service.” just to warm up your taste budds.  Maybe just a little bit more, Six Sigma and TOC as what I can figure out, come strongly into play, after according to Bicheno, the first 6 steps of his LEAN framework, the 6th being “Implementing the Lean Foundation Stones”, within the 7th step, which is “The Value Stream Implementation Cycle”, consist of 15 steps, the 8th being “Future state workshop”, and its within this particular step which consist of various relevant tools, one of which consist of two STEPS, the first “Designing a Pull System with Heijunka, and the second “Cell and Line Design”.  The first step consists of 19 substeps, of which the seventh substep is described as “Identify constraints convergences and variation” for which the relevant tools are TOC, Factory Physics and Six Sigma.  LEAN is evolving science in ART form. NOT to be taken lightly or to be sniffed at (as a white collor). Hint of Caution! The likes of Jeffrey Liker will prob tell ya in re to LEAN “Go find a sensei to learn from and enjoy the yourney!”  Well I think we all now that there are no senseis out there!  Only idiots who think they know everything about everything, and are quick to tell you all about it.  So allow me to revise slightly “Research LEAN (Six Sigma and TOC cause you’re gonna need it also), study it, UNDERSTAND it, do it and enjoy the yourney!”  Become a Specialist in all three! Become an ARTIST! And make a difference or DIE trying! Go know! Don’t just sit there with your mouth open! Go! Go! Go SERVE mankind!  

    0
    #141479

    Ang
    Participant

    dear dave
    do you like to work with people or with processes?
    if you like to work with people, do operations management
    if you like to work with processes, do 6 sigma.
    Regards Peter, BB

    0
    #141478

    Ang
    Participant

    Dear Goerge, you might want to look at the difference between all events ‘happening’ = ‘starting’ at the same time , of which your calc is correct, and the probability of overlap of events. This probability is much higher.

    0
    #141470

    Ang
    Participant

    Well said Bill.  It’s time more people woke up.
    It’s interesting that many six sigma types are starting to realise their most fundamental error and claim that six sigma is “not just about reducing defects” … nice to see the lemmings returning to Deming at last.

    0
    #141412

    Ang
    Participant

    I guess you could calculate the variances, and see which candidate has the lowest variance, since this is the candidate whose answers are closest to the ‘real’ value (or less far off as the other ones).
    Peter

    0
    #58813

    Ang
    Participant

    Luke, sorry for not getting back sooner – been out on vacation. Many thanks for your assistance on this…………much appreciated.
    Regards,
    Pete.

    0
    #137516

    Ang
    Participant

    I do agree with Robert, only remove an outlier when you are absolutely sure why this actually is an outlier and that the reason for being an outlier has nothing to do with the issue itself. I have experienced that outliers could tell me more about a solution  than the normal data does. When you have removed an outlier, you should rerun the normal probability analysis to see if “new” outliers are shown. A.D. helps you with this. In a later stage you might want/have to repeat this based on outliers during a residual analysis

    0
    #133631

    Ang
    Participant

    Send me some basic materials and also the schedule

    0
    #133537

    Ang
    Participant

    How to Calculate Npv & ROI?

    0
    #133341

    Ang
    Participant

    Hank,
    Forgot to include my email address [email protected]
    Thanks
    Peter 
     

    0
    #133340

    Ang
    Participant

    Hank, please could you send me your survey as well.  Have you thought about doing the survey monthly with a random sample of your employees.  This could avoid distortion of seasonal influences or special causes and help identify earlier if you are truly improving or not!
    Thanks
    Peter 

    0
    #123805

    Ang
    Participant

    Hi Tobias, Darin,I worked several years as a BB at Sun and I know these particular projects.
    They do not really deal with the subject of SW measurement or the like as you would imagine. Furthermore they dealt with distribution issues and other structural aspects.
    Unfortunately I can’t go into detail here…
    A real good example of Sigma at SW companies is this
    article here:
    ‘Blending CMM and Six Sigma to meet business goals’
    Mala Murugappan and Gargi Keeni, Tata Consultancy Services, India
    published at IEEE Software, March/April 2003

    0
    #120418

    Ang
    Participant

    Thank you Bernhard.
     
    Yes I’m familiar with 5S concept. But could you provide some more information how to perform a 5S audit? With templates?
     
    Thank you.
     
    Best regards
     
    Peter

    0
    #63920

    Ang
    Participant

    ASQ has a healthy amount of study material (http://www.asq.org).  Also, the Quality Council of Indiana (http://www.qualitycouncil.com) has an excellent certification primer.
    I have 12 BB’s who will be writing the exam in October.  They are planning study sessions both at work and off hours every week until then.  It’s a big committment.

    0
    #119106

    Ang
    Participant

    Sergio:
    My thoughts.
    1. It appears that you’re dealing with a distribution that is not in statistical control. Despite all the tools that people like to use in unusual situations, a fundamental tenet of SPC is that the process must be in statistical control before control charts can be used effectively.
    2. A control chart is a snapshot of the process at a given moment. Taking the quality rejects out of the distribution before the SD and limits are calculated gives you numbers that mean nothing relative to the process.
    Suggestions:
    1. Work with whomever you need to in the organization to get the process in statistical control.
    2. Identify the major causes of variation (assignable or special causes) and do your best to eliminate them.
    3. Once that’s done, establish control limits from all the data and use those until it makes sense to change them (process change, for example)
     
    Remember, if the advice you’re getting sounds too complicated, it’s probably not right.
     
     

    0
    #108818

    Ang
    Participant

    Dear MJones,From the response you sent I see you understand very well the
    situation over here with my project. I would like to thank you very much for the very helpful advice! May
    there is a chance to convince my Champion BB re-naming the
    project.
    Best RegardsPeter

    0
    #108753

    Ang
    Participant

    Bob,Thank you very much for your response. I agree 100% with your statement that prevention is the clue to
    success. Also in my project plays prevention the main role. If I
    compare my situation with the beautiful ode you advised me to
    read there is a big difference. In the ode people have to decide
    between building a fence or let the ambulance come. That means
    they know that there is a problem. When I started my project the people (process engineering) didn’t
    know about problems. They thought everything is fine. Coming
    back to the ode, in my situation (my project) people fall down the
    crest all the time and nobody is aware it. There is no information
    about it. How one can take action (prevention) if he doesn’t know that there
    is a problem. One can say I build fences on all crests world wide to
    prevent that people fall down the cliffs. But how much money does
    it cost.I see the result of my project as an improvement of the alert
    system. The solution is preventing missed alerts. Missed alerts can
    cost a vast of money. Let me explain it this way – There is a house on fire and nobody
    informs the fire department, the house will burn down to ash and
    with it the complete neighbourhood too. The result is devastating.
    Finding the root cause is quite impossible. If the fire fighters would
    have been informed straight after the fire started they surly
    preventing such damage and the root cause is easily to determine.What is wrong with my solution? If Information flow is an Input
    Variable of the process and it comes up as a root cause; why I can’t
    use it to improve the process?

    May I have to re-name the project? Is it allowed to re-name GB
    projects half way?

    Any comment, help and advice is welcome!Peter

    0
    #107640

    Ang
    Participant

    Yes, you are correct.  In both instances, there are two degrees of freedom.

    0
    #105181

    Ang
    Participant

    I apologize for my absence from the forum today, I know to be viewed as a true expert you need to do the following:
    1.)  Correct everyone’s spelling
    2.)  Reference that you have a Phd multiple times (to make one feel better about oneself – akin to the bald man in the corvette)
    3.)  Rapidy respond to others posts the second after they post
    4.)  Copy and paste responses to questions from Minitab help function
    5.)  Degrade others for posting questions that have been asked before, yet still refer them to the search function on this site (I mean come on, if you are that offended, why do you bother replying at all…it’s like some sickness you have where you cannot stop yourself)
    6.)  Downplay the significance of any other organizations six sigma efforts except BOA.
    Darth – the average guy’s have spoken – get lost.

    0
    #105094

    Ang
    Participant

    Go work at Bank of America or Citi, you will fit right in.

    0
    #104888

    Ang
    Participant

    I have same trouble too

    0
    #104300

    Ang
    Participant

    In my company never more than 3 in their DMAI phases. And sometimes an other one in its C phase.

    0
    #101338

    Ang
    Participant

    Darth, thanks for all the questions, felt like i was in a firing line!
    The Cust. Sat is gathered through random outbound calling so there is no non-response bias in that sense.  The big Y is Overall Satisfaction.  The scores are skewed, a lot of 1’s and 9’s.  We do sat with many things, overall, rep, org, etc…they are randomly selected.
    Okay, i think I am really confused on why taking the mean of the scores is not good and what I should do instead.  If possible, will you provide me your email address, I think I need a lot more help then I previously thought.
    Thanks!

    0
    #101214

    Ang
    Participant

    1. Customer sat is a discrete number, on a scale of 1-9. The means were A) mean=5.04, st dev 3.01 b) mean=4.94, st dev 2.992. 95%3. +/- 5%4. Not sure what variation you are talking about5. want to sample from a combined population. It is easier for us to link to back to the call center after the results after the fact.6. We want to be able to do site level comparisons between the two call centers are we roll out changes.Thanks for all your help. What I originally did was used a sample size calculator I had found out on UCLA’s stat’s site, it took the mean of each population, the combined standard deviation (which was something like .11 for these), power = .80 and confidence interval of .05. It told me I need to sample 32…that cannot be right….hence my reason for posting here.Thanks for all your help!

    0
    #101078

    Ang
    Participant

    Good day everyone and great discussion.
    We are at a crossroad in our continuous improvment effort, which includes Action Workouts/Kaizen Events/Blitzes, Six Sigma, and what has been classified to date as Just Do It’s.  I recently became aware of some of these JDI’s and found them to be, in my opinion, not JDI’s.  They were assigned that acronym because the solution was known.  Is that truly the only criteria for a JDI.  I see that criteria referenced many places on this site and haven’t come across a sound ‘definition’ of a JDI.  In prior companies, JDI’s were something you did that if it didn’t work out, the ‘pain’ (i.e. $$ loss) was not excessive.  For instance, people could do JDI’s if implementation costs were under $50 (and there manager agreed there was a benefit, hopefully greater than $50).
    Some will say JDI is what you call it, but I am posting to get other professional opinions to see what other successful companies have done.  I appreciate your feedback and have a great day.
    Peter

    0
    #99161

    Ang
    Participant

    SixSigma.us offer college Credit option through Texas Tech

    0
    #58104

    Ang
    Participant

    I also work in a call center. Once the problem is defined, what types of statistical measures may be used. I am new to Six Sigma and want to improve the internal process. Any suggestions would be appreciated.

    0
    #97731

    Ang
    Participant

    I would like to know, which model/method is usually use  – it si SERVQUAL, TEMPLAR PROCESS,KANO MODEL or something else.

    0
    #97343

    Ang
    Participant

    In my company you need:
    1. 24 months in the role
    2. Complete training courses (4 weeks DMAIC and/or 3 weeks DFSS)
    3. At least two successful project (it means reach the economic assessment and  PPM reduction >70%)
    4. BB exam >60%
    5. Train GB´s (5 days)

    0
    #60080

    Ang
    Participant

    I apologize if I posted this more than once – I seem to be having connection problems.
    use case – future eventpatient sees a healthcare providerpatient and healthcare provider schedule a healthcare event in the futuresupplies ordered for healthcare event (order early, order at optimal time, order late)supplies are delivered for the healthcare event
    use case – immediate event(you should be able to id these by comparing the scheduling date to the scheduled date)patient sees a healthcare providerpatient and healthcare provider schedule a healthcare event immediatelysupplies ordered for healthcare event immediatelysupplies are delivered for the healthcare event
    supply state for possiblities for each use case   ( could be a Y or an X depending on where in the process you look at it)* to many supplies for the healthcare events on their schedule dates* to few supplies for the healthcare events on their schedule dates* just the right amount
    Your problem (the Y’s I think in sixsigma) is going to be either effectiveness and/or efficiencyIt sounds like you may have both.
    y1 = lack of supply at time the time of the of healthcare event  – process is not effectivey2 = over supply – process is not efficient
    NOTE: You should be able to separate immediate healthcare events from future healthcare eventsby comparing the date the event was scheduled onto the date that the event that was scheduled for.If the event was scheduled on the same day then that was probably an emergency.
    possible x’s for y1   future scheduled healthcare events are ordered at the last minute   spikes in immediate need healthcare events are greater than supply   supply is ordered at the optimal time but something else is failing in the process   supply is delievered faulty/broken  supply is delivered late  supply is delivered to wrong location  supply is qyt is wrong   supply is delievered to early   incorrect supply is delivered
    possible x’s for y2   future scheduled event orders are made to early   over ordering is done to handle the spikes in the immediate need events  over ordering is done to compensate for the ineffectiveness of the supply process    (Your Y1 problem could become a root cause X of your Y2)
     
    All of the x’s listed above should be measureable.   You should be able to do separate analysis on the variance caused by known future events versus the variance caused by the unknown immediate events.
    I realize scope is important but the root cause of a healthcare supply order is a healthcare event. If you limit your scope to just the time of the order to the time of the delivery you may be missing some big impact data.
    FYI —- I am still in the novice stage of sixsigma .. So I may be way off. 
    Good Luck

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    #97276

    Ang
    Participant

    Further to the question of certification within my organization we do certify GB’s the reason for this is two fold. Firstly the people are trained and given certification, this gives them some sense of achivement and value from the course. Secondly we then have a GB coordinator who visits these GB’s and works with them to complete either a project or some use of the tools in everyday work. This stategy works well and we get good results from the GB’s.
    So in answer to your question i would definitly argue that the organization should certify GB’s but as has been said you must also develop a stategy that uses their skills.

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    #96589

    Ang
    Participant

    QS9000 is a set of procedures, work instrucions etc that describes your operation. These are auditable to confirm that the business is following it’s documented procedures and work instructions.
     
    QS9000 is, in effect, the How To of running the operation of the business.
    Six Sigma, on the other hand, is all about process improvement. Measurements and process control are it’s realm.
    You can have QS9000 without Six Sigma just as you can have Six Sigma without QS9000. I would, however, argue that they are complimentary and both parts of a holistic approach to veing a Quality Company.
     

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    #96198

    Ang
    Participant

    I don’t believe that ‘reasons for failure’ should be confused with opportunities for failure.
    Reasons describe, opportunities define. That is to say, reasons are used to identify a root cause for a failure whereas an opportunity identifies a point in a process at which a defect (as pre-defined) can occur. There may be many different reasons for a process step failing but there is still only one failure).
    If you decide that reasons for failure are defects then it follows that it may be possible to have a lousy process that ‘looks’ good (in terms of DPMO and Sigma) even when it fails more often than not (but only one reason, of 50 possible, at a time is the cause of failure).
    The example is a little over the top but I am sure you get my point.
     

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    #95972

    Ang
    Participant

    I always view this as an exponential curve with Cost and Time as the axis. That is, the later a fault is identified the more costly it is to correct.
    Such a correction may require other (otherwise non-faulty) fixes to be made as well to accommodate a fix to the actual fault. Hence the exponential nature of the curve.
    As to specific $ values, that is entirely dependent on the specifics of the product/project etc.
     

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    #95904

    Ang
    Participant

    Andrew,
    The first question you have to ask is “How do you measure leadership Effectiveness?”.
    If you can’t measure it, then you can’t improve it (or even determine that it needs improvement). Uless you can tie “Leadership” to something tangible, ie. objective, then you will have to look at intagibles, ie. subjective, measures.

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