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  • #190176

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    Selecting the “right” problem tools comes from basic knowledge of each tools and your personal experience. Being comfortable with using a particular tool is sometimes more effective than using an alternative tool that you have little knowledge/experience. I suggest you apply what you know and as a process-improvement approach, continue to build an effective tool box by practicing with tools that you less familar with.

    Selecting the “right” problem solving tools requires (first) to clearly define the problem. Secondly, I have a list of primary (and secondary) tools that are grouped by each phase of the DMAIC process. This is a quick reference list. And finally, as you go through the DMAIC process phased and identify what data and/or information you have (or need to get) and what outcome is desired, you can select the most appropriate tool for the function. Try not to use more tools than necessary and ensure there is a logical flow of analysis based on the prior tool, current tool, and subsequent tool that is used. Generally, certain types of problems use the same tools — so keep it simple. It will make the process go faster which is a win-win situation for everyone.

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    #189432

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    Hi Paul,
    I understand the relation between MTBF, MTTR and availability. It’s a very good explanation. Still I have question.
    How could I calculate the relevant amount of components for the storage area?
    thx
    Roger
     

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    #57631

    Long
    Member

    Hello,
    My e-mail is:
    [email protected]
    Thanks
     

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    #57610

    Long
    Member

    Hello,
    As many of you I´ve played the beer game, also lego lean and another game which is very similar to the beer game but never played or hear from de card drip game. I´m very interested on applying lean and 6sigma concepts and I would really appreciatte if someone could send me more information about that game.
    Thanks
    Roger

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    #172882

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    Member

    Plot the customer’s data on a X-bar & R chart.  You need 25 samples to start the chart. The average of the chart should be very close to your data.  The control limits should be close to your +/- 3 sigma.

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    #171410

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    Neha…for your question 
    Honestly speaking – there is nothing much apart from an additional stuff on your CV…when somebody wants to hire you, he means business. First thing I would ask you (just like anyother hiring manager) is that, how many BB projects have you completed? what were the outcomes? what was the bottomline? any process improvement? re-engineering? and many more. A certification is just an additional xyz after your name. You need to have real time experience as a BB, SS implementaion, number of GBs mentored….and stuffs like that. What Aparna (next post) has mentioned may be true to lil’extent…however India already has too many BBs (including fly by night ones also) So more than the so called “tremendous scope”for BB cert, you need to master the art of SS before you say I am an SSBB!
    Try to get as many real time implementaion projects under your belt and then sell your self in the market as a BB…all the best…roger

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    #171394

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    Member

    Check the following link for an explanation of R&R’s.  You can use 10 parts, 2 operators and 2 trials for the study, and all 33 points.  One thing that is not covered in the books is the part in the fixture in the unclamped state.  There is a maximum gap from part the datum that needs to be evaluated first, can you ask someone in your company what the standard is.  In a clamped state the part can be very good, unclamped it will not fit the assembly.
     
    Check out the following links.  AIAG has a book that everyone used as the standard for how to do the study.  Search the web for Excel based worksheets to help you do the analysis on Minitabs and other software packages can do it.
     
     
    http://www.moresteam.com/toolbox/t403.cfm
     
    Industry standard on R&R.
    https://www.aiag.org/source/library/ordershome.cfm?section=orders&activesection=orders
     
    Book Title
    Measurement Systems Analysis Product Code: MSA-3
     
    Hope this helps.

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    #164989

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    Member

    That makes sense with a finished product, and for manufactuing processes, and those are the definitions we use for an Application FMEA (currently marketed device being assessed for a new use/new medical application).  However, the FDA requires – by law – a Risk Assessment prior to market release.
    See the link: http://www.fda-consultant.com/risk1.pdf
    This is just one of the first links on a search result on the terms “fmea fda”.  As you will see there is no shortage of consultants working in this narrow nitch.
    For a medical device, say a pacemaker, if the problem occurs, ever, the patient may die.  What the FDA wants to see is “detection” of potential design problems during the design phase.  How can you mistake proof the design process itself?  As the FDA says with respect to a product design – test is not a mitigation for design weakness.
    You can see why we struggle with this.
    Roger

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    #164820

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    Member

    That was not the best example since it overlapped design a production.
    Let me try a better example. Early in the design phase the team realizes that the mechanical fits between parts in a particular assembly is critical to the function of the assembly.  Since there is no in-place design control to prevent the root cause of poor design tolerance allocation  (except for how good the design engineer is) O is rated high and D (detectability, ie how detectable/preventable is this situation in the design) is also rated high.  Next a mitigation is planned – a formal report of the tolerance stackup on the parts.  Once the Stackup Report is complete, which shows if the parts are built to print the assembly-fits should function, this fmea line item can be reviewed again.  Given the Report, the consensus is that now the occurrence the “poor design of the assembly fits” is very unlikely (O is rated low) and now, given the report,  the detectability/preventability of poor desing is also low.  Before the report the detectability/preventability was high, with the report the detecability/preventability becomes low.  All of this happens in the design phase, before the first units are even put together for verification or production.
    We know this type of problem would be found during integration testing of the new product – perhaps a year after the design started, but that is too late.  In our Design FMEAs we are trying to identify elements in the design that are likely to cause problems during verification testing, costing more money and time to fix, as well as trying to reduce risks to the user. 

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    #164751

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    This is the guideline document for the auto industry right?  I think I have read several articles/examples regarding this.  As I remember, it uses a more of an action item approach to mitigation – listing recommended actions to reduct the RPN.  I like this but can’t use it for two reasons.  In our regulated industry we are all about “formally closing the loop”, that is being able to show exactly what was done with proof that it was effective (thus the need for post mitigation detection ratings).  The second reason is institutional inertia – the guys that wrote the current FMEA work instruction are still running the company.  Adding a better definition of Detectability will be a hard enough first step. 
    Sorry if I’m wrong about the AIGI, but I will review the document.  Thanks. 

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    #164626

    Long
    Member

    It seems to me many of the posts in this forum have unstated assumptions about the type of FMEA. 
    I’m a design engieer for implantable medical devices (high risk).  We use FMEA on every product.  We have team members from engineering, marketing, clinical/nursing and regulatory – and the team gets confused about this topic almost every time.  I have been working to define Detectability based on the type of FMEA:
    Design FMEA – how detectable (thing preventable) is the Cause of this failure (line on the FMEA table).  That is, if the cause is a poor weld, and welding is a new process for us, what will we do (mitigate) during the design and development to prevent this.
    Process FMEA – how detectable (think preventable) is this Manufacturing Cause of this failure (line on the FMEA table).  That is, if two parts are bonded during assembly with the wrong aligment to each other, what can be done during assembly to mitigate this?  Mitigation could be create an alignment fixture or request a design change so that the parts can not be assembled in the wrong orientation.
    Application FMEA (User FMEA) – how dectable is an in-use problem by the user in his work environment, such that he can recognize the problem before it happens (or the equipment self detects and gives the user warning with enough time to correct the situation).  For us, this is a good for evaluating risk when planning to allow use of our existing products in new user environments.  Example – using a general IV Pump on newborn babies.  The maximum pumping rate can be so high that a days worth of drug is administered in 1 hour – killing the patient.  A mitigation might be a designed in warning, the pump feeds back the settings and requests user confirmation because of the high pumping rate request.  A product acceptable in one user-environment can be risky when used in another environment.
     
     

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    #163973

    Long
    Member

    What a crock…this is what is to be expected from GE..and more specifically Whelch..

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    #145801

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    Member

    Hi, we have in our company newly start to use a software called rektron SQC. We are using it at measure stations in out production. Ihave work with the program for some months now and its really user freandly and easy to use. And we making nice reports outprints out of it to. I now my boss download an demo version från there web site at http://www.rektron.se of the program and was testing it before we both it.
     

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    #133608

    Long
    Member

    Diane,
     
    I´m currently working on a HR Six Sigma project for my company. Can you send me copy of the project. I would appreciatte it. My address is [email protected]
    Thanks,
    Roger Zumbado
     
     

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    #133606

    Long
    Member

    arun kumar
     
    Arun,
    I´m working in a HR Six Sigma project on the same area. Can you please send me a copy of your projects? Thanks in advance
    My email is [email protected] 
     
     

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    #56675

    Long
    Member

    I suggest you contact the Society of Manufacturing Engineers (SME) here in the U.S. http://www.sme.org/cgi-bin/getsmepage.pl?/new-sme.html&&&SME or if you are looking for a consultant you may want to try some of the advertisers on the Web.
     
    Good Luck,
    Roger

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    #119763

    Long
    Member

    Some other things to consider that may involve more DFSS work rather than DMAIC are thedesigning of good measures and processes that can in turn support Six Sigma projects.
    Things such as Pack At Source programs with suppliers, Supplier Base Reductions, Supplier Measurement systems covering things such as delivery standards, quality, paperwork etc.
    As i said in an earleir post we are very new into the Six Sigma process within our business, however we now have 7 Black Belts, 1 Master Belt and 20+ Green Belts starting to try and revolutionise our business and the way we handle change.

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    #119710

    Long
    Member

    Hi Larry,
    I also work for a large 3pl provider in the UK. We have just recently introduced Six Sigma into the business and are running a number of pilot projects to prove its worth.
    Weve started in our Purchasing Department looking at projects connected with supplier management and also in what we refer to as operations e.g. warehouse, distribution etc. In this area we are focussed on receiving processess, pick accuracy etc.
    Its early days but the initial findings from the Measure and Analyse stage are “disturbing” in terms of where we get it wrong and the cost of this to the business.
    Im quite willing to trade ideas etc so please feel free to get in touch.
    Regards
    Roger

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    #119631

    Long
    Member

    Did you ever figure out your project?  I recently started Black Belt Training and I feel lost.  I am understand the basics but have no idea where to begin to apply them to my project.  I simply can not put the training, tools and my project in context together.  What sources for support have you found?  I am looking for some support.
    Please advise.  Thanks for your insight.
     

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    #119307

    Long
    Member

    Thanks Tim. I have had the feeling that this is something I can not
    do I think partly because my project I think is one of those where a
    Champion just wants to cut a budget on something where there is
    no real defined process. Six Sigma tools probably can be
    applicable but maybe it is not a good 1st/training project. I have
    sent a message to my Master Black Belt requesting another specific
    1st/training project in an area I am familiar with and could be an
    SME and I can much more easily see how some of the tools would
    be applicable and worthwhile to do.I am a little scared what if this does not pan out for me. I quit a
    decent position before I agreed to take this assignment. It doesn’t
    work out and I lose my livelihood and my ability to take care of
    myself and family. My previous job(s) did not require near this
    type of detail and critical thinking. It is a whole new world for me
    and I just need to find a way that it does not defeat me. I hope that
    a switch to a project which with I am more comfortable will help
    and that subject will not be so new to me as the project I initially
    created a contract for. It is in an area I know nothing about. That
    can be a good thing, but maybe better left for when I have a little
    more experience with Six Sigma, its tools and methodology.Thanks for listening Tim!!!

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    #119296

    Long
    Member

    I am a Black Belt Trainee who has just completed my 1st week of training.  I can not see how any of the things I learned fit into my project.  I am questioning whether I have a good project but also whether I am capable.  Is there a support site for newbees?  Misery loves company (and it usually helps regain productivity).
    Please advise.
     

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    #106160

    Long
    Member

    I did had the same requirement. Devoted few hours on net and got reward. Few good sites like http :// www. 6sigmagroup . com are spreading Six Sigma knowledge thru free downloadable articles. They have different sections for Green Belt, Black Belt,Leadership etc. Other resources, yahoo groups, isixsigma are also good.

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    #99734

    Long
    Member

    You need to put a system in place and then measure it. That’s your baseline and you’ll use it as you move forward and implement a solution.

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    #84922

    Long
    Member

    According to my preliminary calculations, 11 sigma is the equivalent of 1 defect for every 1,426,971,118,249,190,000,000,000,000 opportunities.
    If the opportunities are occurring at the rate of one hundred million per second, it would take about 7.5 billion years to record enough opportunities to rate a process at 11 sigma.
    Since the generally accepted age for the earth and the rest of the solar system is about 4.55 billion years, I think it would be safe to say that there are no processes that can be rated 11 sigma.

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    #68855

    Long
    Member

    as the previous message indicates, response time is usually stated as a target and then that drives your solution, i.e., answer 90% of inbound calls within 10 seconds.I have done some detailed work around planning, budgeting and staffing a call center to meet similar call traffic contraints using 3rd party and proprietary tools alike. It’s not as simple X calls in Y hours requires Z FTEs. Feel free to contact me if you need more detail.Roger Mercado
    Management & Technical Consultant

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Viewing 25 posts - 1 through 25 (of 25 total)