iSixSigma

Shelby Jarvis

Activity

  • This is the type of discussions I enjoy. Hopefully many people will read and challenge each other to think about how we influence processes and other people.

    I am in agreement with Kicab. I lean toward making the tool work for me and not becoming ingrained in 1 tool. I work with all functions (transactional and operational). With this, the…[Read more]

  • If you plan a line to be 100% efficient based upon your fasted observed time, you will overstate your capacity. So in my experience, your intuition is good. However, it doesn’t seem like your lean group is very far what your intuition.

    I use the fastest repeatable time. As you are noting, fastest is not always representative of reality.…[Read more]

  • @ilkooldude

    These questions should be defined as part of the LSS program deployment. As for the project, work with your stakeholders, sponsors, and mentor to define the project goals. It is a good idea to identify current performance and then set a target for successful completion. Get alignment on the metrics, the targets, and the method for…[Read more]

  • So you have stumbled at the beginning of your project. The main key is to do not let this get you down.

    Your error was not involving the correct people in your project. While it is possible the CFO chose a metric incorrectly, it is not appropriate to change the metric without the CFO’s guidance and input.

    Many times, the metrics used by the…[Read more]

  • My suggestion:

    Solve the processes related to the work you just described.
    1) Map the process and ID potential sources of variation (what is controlled? What is not controlled? Utilize a cross functional team (operations, maintenance, tool maintenance, quality, engineering)
    a) Using the same team, do a fishbone to help your team define the…[Read more]

  • Start at the beginning and stick to fundamentals. You will be learning along the way.

    1) Map every step of the process (Start with a SIPOC and work your way to more detailed). The examine each step to know what is verified in control and capable versus the steps which are not in control or capable. This will allow you to begin refining your…[Read more]

  • Start at the beginning and stick to fundamentals. You will be learning along the way.

    1) Map every step of the process (Start with a SIPOC and work your way to more detailed). The examine each step to know what is verified in control and capable versus the steps which are not in control or capable. This will allow you to begin refining your…[Read more]

  • If you are using more than one trainer, you absolutely have a potential of variation. Some early points to consider:
    * Do you have standardized processes (even on the single station)? If more than one way exist to perform a task, training is very difficult.
    * Do you have standard training? To be standard is more than just material, it is…[Read more]

  • Cody,

    These can be deep topics. Can you provide more details as to what you are trying to understand? You may find more people engaging in the discussion.

    Good Luck

  • rw615

    Your getting sound advice. Chase work experience that you value and that supports the things in life which are important to you. Try to establish what gives you happiness. Examples may include; family, location, time at home vs. time traveling, etc. I use a tool called “Personal Compass” to help me define the things which are important…[Read more]

  • I am not certain I understand all the details of your situation. If I understand it correctly, you are seeking a way which to forecast your staffing at a call center in order to fulfill your SLA. Your data is in 2 systems; one customer facing and one internal finance.

    If that is correct, I would begin by using the customer facing data. Once…[Read more]

  • Shelby Jarvis replied to the topic Trystorming in the forum General 3 years, 10 months ago

    We discussed this term in a previous forum. Can you review the feedback and tell us more specifically the question? I am sure we all want to help you the best way possible.

  • This is an interesting topic. As a word of caution, I have seen production supervisors attempt to re-arrange the production sequence after the production process began. The purpose was a rush order to meet a shipping deadline.

    The supervisor didn’t account for the feeder processes being sequenced to the schedule. The net result was not only…[Read more]

  • Let’s add to this discussion.

    Which customer benefits from the average lead time in the Subway Example?

    The answer is none. The caution I am raising is that the problem is seeking to improve performance in the eyes of the company as an efficiency benefit. How does that help the customer on the delivery time? In the second example, the first…[Read more]

  • Felix,

    Rewards and recognition (R&R) are fun and sometimes difficult programs. A few considerations:
    * R&R must be seen as a value to the recipient, not the company. The interesting part of this is that you may find that each engineer may value things differently. You may find it beneficial to have options of relatively equal value for each…[Read more]

  • JW,

    Mike has made some important points. Think of it from the customer point of view. Scenario 1 implies that any value within the spec limits is OK. Scenario 2 speaks to centering and less variation.

    The difference comes in the variation the customer experiences. In scenario 1, your product can be any shifted off center (small side of…[Read more]

  • Brenton,

    Thank you for following up with your Director of Quality. References to this method of calculating Sigma levels exist out on the web. There are cautions to be considered and I assume your leadership is aware of these and treating them properly.

    Caution Points: (Treat each of these cautions as an opportunity to set with your leadership…[Read more]

  • As you are seeing, there is no singular answer. I recommend looking at the resources people are suggesting and you will see the similarities and differences. You will also see Katie’s point that knowing the R&R can help.

    Work with your stakeholders to understand the culture current state and where they want to take it. This should help you tie…[Read more]

  • Don,

    For what it’s worth…..the tools used in six sigma were here long before the DMAIC methodology. A solution may be to not make the six sigma and big data enemies. If the concepts, cools, techniques of big data enhance your performance, then great. I am not certain that means everything prior is a failure.

    “The problems that exist in the…[Read more]

  • Brandon,

    Do you have more information? For example, why do they multiply by 4? Why do they look for it to be less than 20? Do they use the same criteria for each calculation or is this a special consideration?

    I recommend sitting with your quality team and asking them to walk through the calculation. If nothing else, it may help you bring…[Read more]

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