[Ranjan]

Hi There,

can you be more specific, i mean which domain you want this COE support

0

[Ranjan]

Dear Andy,
the production rate is different from customer demand….. since customer demand is calculated through Takt Time while actual production rate acheived is the cycle time.
Now, in ur case as the present system is not meeting the customer demand (Takt Time), it does’nt mean there will be no inventories. the Production rate in this case and other cases as well will remain the Customer Demand you should be targetting on.

0

[Ranjan]

I am intersted in Green Belt course in the initial stage however looking for master black belt… (Six Sigma)

0

[Ranjan]

more detail for attribute&attribute formula, accuracy measurement

0

[Ranjan]

Thanks for your reply. I am very interested in Design and i would love to lead a team, however, I want to learn first and earn my way into a leadership role. I have very little industry experience, hence why at this junction, trying very hard to learn new material and improve my engineering fundamentals through an advanced degree.I still believe it will be a good idea on my part to get certified, while I am waiting to get accepted into a graduate school.Do you have any suggestions on choosing program, speciality, and experience?I have to work to support my family so I am going to go to school in the evenings…Rahul

0

[Ranjan]

Darth,
 
  
     I have to still conduct the tensile tests but I believe that the results will be that there is no significant difference on variation of temperature (177 v/s 166 ) or Time ( 2 hrs v/s 1 hour & 15 min)
 
Considering this if I use these Null hypotheses say
 
ONE
Ho: average of tensile at 177 for 2 hours = average of tensile at 166 for 2 hours
Ha:  averages are not equal
 
TWO
Ho: average of tensile at 177 for 2 hours = average of tensile at 177 for 1 hour and 15 min
Ha:  averages are not equal
 
 
And say after testing H0 is true ……How will I conclude my test
 
 
Because we cannot accept a Null hypothesis (it can be either rejected or Fail to be Rejected)
 
Is there a better way to soundly state that the “average of tensile at 177 for 2 hours = average of tensile at 166 for 2 hours”
 
Thanks
Rahul
 

0

[Ranjan]

Hey Elbrin / 0’cool
Please read this thread from the start. I really feel pity about your thought process & I really wonder about your advice & of course the maturity.
Go read the thread completely where I’ve clearly defined what we do at each of the PDCA phase. Each of this phase is a sub-process of it’s own. Why do you feel that one can’t apply DMAIC for the sub-processes..? Have you guys done anything of this kind before..? Looks like you just follow something that somebody have tought you & don’t have a rational thinking.
I can use the DMAIC as a gated process for the process quality control where each phase has a different input & output parameters.
Anyways, the bottom line is if you don’t know how to read a complete document you are not eligible to participate in any of such discussions.
My advice is, please rush to your teacher & get your fundas clarified.
Thanks for the half cooked inputs,
~ Rahul
 
 

0

[Ranjan]

Hi Elbrin,
That is a valuable note. However I am looking for the Process ( & not the product ) improvement using the DMAIC.
What if I use DMAIC for each of the PDCA phase..? With this I can set, measure, analyse,improve & control all the four phases giving a better process stability.
My question is, if I do the DMAIC four times ( One each for the PDCA ), do you see any basic conflict there..?
Note that I am already doing the Requirements validation at the P phase of the PDCA. Now it’s the question of how this is done across Features, Products & Teams.
Hope this gives some clarification on what I am looking for.

0

[Ranjan]

Hi Elbrin,
I think we are moving close to the target. Can you please describe this a bit. Can you give a rough mapping between the PDCA & DMAIC..?
Why do you feel that the PDCA can be applied only at the Analyse & Improve phase..?
 

0

[Ranjan]

Thnx, Sanjay !
Just to describe a bit, each stage i.e. P-D-C & A has different inputs & outputs. How can I use the DMAIC by keeping the P-D-C-A intact..? Or do I need to replace the P-D-C-A by DMAIC..?
If I reatin the P-D-C-A then do I need to apply the DMAIC at every phase..?
 

0

[Ranjan]

Hey Gopi!
I’m intrested to know abt your paper on the Business Aspects of ERP implementation & Six Sigma practices. I would appreciate if you could mail me your copy to:  [email protected]
Regards,
Rahul Singhvi

0

[Ranjan]

****

0

[Ranjan]

Everyone —
Thanks for the help!
Just to clarify, my problem is not production process related, not in terms of usage of machinery.
Production for me means deliverables, like procesing of applications online etc. From that standpoint, i find AB’s suggestion great. I am not sure how much of OEE i can use.
Ptalaia another problem with studying 2 months of data is that there are drastic changes that take place very often. Committments my client makes, to their in turn clients, change often. They are undergoing big tech changes, hence this shit. As such studying, or trending on historic data is misleading and no indicative of possible future trends.
Please suggest!!

0

[Ranjan]

CT, can you please explain this tool better. I am not familiar with it. Thanks

0

[Ranjan]

AB,
Thanks for your reply. I guess i should have posted the question better.
Well, i have data recorded in an excel for my teams. What i am trying to get is what tools are best to study the data to be able to get meaning and solutions out of it.
Currently, i use Minitab Run charts to study TAT and pie charts to study errors. For production, i use a Box-plot on Minitab to compare where an individual stands vas-a-vis team.
I am new to Minitab, so was trying to figure out if the tools i am using are good or are there better ways to make more meaning of my data.
Let me know if i can clarify something further.
Thanks

0

[Ranjan]

Well,Why are you guys so much curious about this chap.Sachin Bhatia has done his B-Tech in Industrial Engg. from SBSCET Ferozepur.He worked for LG India Electronics for two years.Then he moved to American Express.Now a days he is somewhere in USA.He  surely is a black belt in six sigma.

0

[Ranjan]

Hi Giovanni,
I am working on a project where I am reducing the cycle time for work completion to Invoice creation. In this case process improvement leads to reduce the cycle time. Is that the same case with your project? if yes then 1. Inventory holding cost 2.Opportunity loss (in terms of business or order loss) 3. Manpower cost
you can work out on these parameters.
Best Regards,
Rahul

 

0

[Ranjan]

shiv
why don’t you try to research on the standard sigma shift and bring out ways to reduce it.
people have accepted it as it is but there must be ways to reduce (if not remove) that variation.
rahul

0

[Ranjan]

Statman, Is there any reason why you took the test proportion to be 3%? Just curious.
Rahul

0

[Ranjan]

Vivek,
I disagree on the need to have a minimum number of data points. While in  theory, you’d ideally want to have a large sample size, in practise, collecting such data could be prohibitevly expensive. I think you need to make a judgement call, based on your understanding of variation. However, if you are looking at sources of variation, it is easy to subgroup according to known sources of variation. But unless you can cover upto, say 80% of that special cause variation, there is little sense in collecting 100 points to begin with.

0

[Ranjan]

Mike,
I agree with you.
I have found the fishbone to be a very educative tool,especially to people not used to analyzing root cause. I allow group members to freely put on the chart any contributing X and then let the group vote on what we should concentrate on.
Taking off on the FMEA approach, I prefer to use a short-form FMEA to implement my control plan. Again, this is project specific. I’ve had projects that looked at how a particular feature on a part was being machined. In such specific places, where the oeprator is the main owner of the process (maybe an engineer too) I prefer using a vastly reduced FMEA map to simplify control.
I’d like to know your thoughts on this.
Rahul

0

[Ranjan]

Mike,
I appreciate your observations. I would like to think that different projects demand different schedules of application of the tools of 6s. I believe that there is no fixed rule as to when to use specific tools. The more effeciently you get to your end result, the better off you will be. I was taught that the fishbone was done in the measure phase, after the gauge R&R. While I undestand this reason, I question this format in projects that have a good R&R (established earlier by experience?). I suggested that the fishbone be moved up to the Define phase if necessary, so that the top hitters can be recorded and time is not lost in the future phases of the project. What I have typially seen is that projects get bogged down in the Analyze-Improve phase due to lack of data (which in most cases could have been collected earlier).
Rahul

0

[Ranjan]

Hemanth,
              While the SIPOC is a fantastic tool to understand behaviour of your system and the underlying factors that influence the “Y”, it is only “a view from 30,000 ft”. The fishbone on the other hand is a more detailed process analysis tool. In our company, we did a pareto for different stages of pareto and found that the analyse phase takes the longest time to complete (more than the define and measure put together). It is understandable since this is a pretty important phase. However, most of the time is spent collecting baseline data. For this reason I propose that we move the fishbone to at least the beginning of the measure phase and see whether we have data to collect, else start collecting basic level data.
 
Rahul

0

[Ranjan]

Hi Ross, Thanks for the exhaustive reply.
I am not fully satisfied with the way the average moving range is calculated. I’m looking at finished parts coming out of a machining process. An AMR of 2 presumes that consecutive values have the greatest chance of being alike. I would not like to make this assumption about my process due to the special cause variation in it. I would say that my proces is in control, with a lot of operator interaction (undesirable). It is for this reason that I am looking at alternative statistics to give me an understanding of the capability of the process.

0

[Ranjan]

Just to follow up on the post by abasu, would there be a specific reason why the data needs to be arranged in ascending order before the normal plot is done?

0

[Ranjan]

As you asked, my readings are all diametral deviations derived from radial deviations from the nominal, and thus positive in nature. Would there be any other statistic other than Cpm?

0

[Ranjan]

Doesn’t plotting my data on normal probability paper amount to converting my data to normal data, by using a box-cox transformation? While Cp would be a good measure to use during product development ,it would be wise to look at it (or Pp values) over a manufacturing run? I’d rather look at the Cpk or the Ppk values if I was evaluating long term, knowing my current process was stable.
As to non-conforming products, there are currently no such items produced. However, to change the gauge plan to measure less frequently, I still need to know that any variation in the data over a long period of time will not lead to non-conformances.

0

[Ranjan]

Ross, Thanks for the information.
I cannot divide my data into rational subgroups for an Xbar or any other quality chart. Would using the ‘Cpm’ measure in minitab be a good indicator for process capability. Since my target is zero, wouldn’t Cpm suffice for this purpose. Would greatly appreciate your coments on this. thanks.
 

0

[Ranjan]

Dear Rick,
My e-mail is [email protected]. I would really appreciate your help in this regard.
Thanks!
Rahul..

0

[Ranjan]

 
Dear sir
Thanking you for correcting my mistake. I really appreciate that you took a pain writing mail to me.
With regards
akash

0

[Author]

Posts