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BB Project Goal

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  • #30551

    Pep
    Participant

    I have the following information on a process.  I am trying to set a goal for improvement.  The LSL is .995, and we are a long way from there.  What is a reasonable improvement goal and what is the stretch goal?
    Fred
    Mean = 0.98537StdDev = 0.014677USL is Not DefinedLSL =  .995Sigma Level = -.6560Sigma Capability = -.6560Cpk = -.2187Cp is not availableDPM = 744,080N = 41
     
     

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    #79672

    Jamie
    Participant

    Pep, I’ve found goals to somewhat arbitrary. They are often most usefull as a communication tool. The direction is obvious but how much we can reasonable move in a project is not. I recommend discussing this with the team working on the project, the process owners, and the champion. A good starting point is reducing the defect percent by “50%”. This would be from 74.4% to 37.2%. I wouldn’t just use this but instead use 50% reduction as a starting point for dialog. Does the team feel like this is “unreasonably reasonable”, what do the process owners think about this as well as the champion. It doesn’t say that’s all you do if you find more opportunity but its at least a starting point. Look for how the team reacts to this goal… do they look at you as if you are insane? or do you get a response like that’s going to be hard, but possible? How do the champion and process owners react to a 50% reduction? Would the customer be elated with a change like this? Also consider the economic impact of the goal, does it bring about significant return? Use this as a starting point for bartering a reasonable goal. A goal is something everyone should be comfortable with.
    Jamie
     
     

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    #79675

    Mike Carnell
    Participant

    Pep,
    The original goals that we worked to in Motorola were a 10 fold improvement every 2 years. That calculates to a 68% reduction in defects per year.
    Setting arbitrary numbers is pretty risky since solutions are not all equal and neither are problems. If you set up a goal I would do public executions for people who don’t make it. Maybe if they don’t make it on a regular basis.
    Problems come in about 4 different types and they operate in different time frames that can be affected by how well you understand and staff your team.
    Good luck. 

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    #79676

    C W
    Participant

    At the GE financial business I work for, we require at least a 50% reduction in defects. If the process improvement efforts can’t squeeze out any better performance, then it’s time to look at DFSS and a redesign of the process…provided it’s worthy of spending the time. The ROI calculation will tell you that.

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    #79680

    Hemanth
    Participant

    Hi
    Goals are something which should be identified by either the champion or the process owner. So speak to them. If they cant help you go for small benchmarking, standards (which u already have). This should be good to start the project. Honeslty, dont go for too stretched a target. Keep some room for yourself. In the end as mike said, you should not go back on what u have comitted (by a great margin..).
    We take atleast 25%, as any improvement of 25% in 2-3 months time can be called breakthrough and six sigma is used to achieve breakthrough.
    hope this helped

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    #79691

    Jamie
    Participant

    I believe the goal itself is somewhat arbitrary, but the process of setting the goal is not. Its simply a target to move towards. If we set goals perfectly, i.e. at the right level where the average project will get to the highest level possible then half of the time teams will not make that goal and half of the time they will (assuming project performance is normally distributed). So what do you do to increase sigma level of project performance…. most teams will set lower goals (ie increase the spec limit, its the easiest way to increase sigma level). I’m not a fan of public hangings for people that set aggressive goals, accomplish all that is possible yet do not meet them. I wouldn’t hang a person who set a goal of 65% reduction, yet did everything possible and delivered 59% and saved me $176,000. Would a person who set a goal at 40% and achieved 42% be better than the person who did 59% with a goal of 65% (given the same project)?
    The goal is a means to an ends not an ends to a means. But, yes someone that repeatededly doesn’t make goals should either improve the process used to set goals or should improve the process used to achieve results.
    Jamie
     

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    #79699

    Marc Richardson
    Participant

    Hi Mike,
    OK, I’ll bite. What are the four types of defects? Here are mine:
    1) Things take too long to accomplish
    2) Things happen to frequently or not frequntly enough
    3) Things don’t meet expectations
    3) Things cost too much
    Marc Richardson
    Sr. Q.A. Eng.

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    #79701

    Mike Carnell
    Participant

    Marc,
    I am sorry about that. We had the vet in to lok at some horses so I wasn’t getting much continuity of thought.
    My catagories are a little more general:
    1. Optimization – Good technology (Cp > 1.0) and good control (less than a 1.5 shift) – basically can staff with any BB.
    2. Control – Good technology (Cp >1.0) and poor control (more than a 1.5 sigma shift) – can staff with any BB – good training projects
    3. Technology shift – Good control (less than a 1.5 sigma shift) and poor technology (Cp < 1.0) – you want to staff with a tech type or at least get some strong tech type on the team
    4. Technology & control shift – Poor Control (more than 1.5 shift) and poor technology (Cp < 1.0) – put on two BB's and probably Lean Master – get the process settled down (stabilized not necessarily under control) and Good process BB and a good tech head.
    The first two (1 & 2) are where training projects should come from (shifting control is an easy way to use most of the tools without having to invent something new). It is difficult to schedule a technology shift (3 & 4) in a training period. You might consider 3 & 4 for DFSS type projects.
    If your company is enlightened enough to understand that BB’s do not need to be engineers you can get them buried on a type 3 & 4 project if you don’t give them the right resources.
    The use of Cp is probably a little misnomer. It is more of an instantaneous Cp (now I am in trouble with the statisticians and traditional quality people). Imagine a stamping process. Bang out 30 – 50 parts as fast as you can. Calculate Cp. What you have done is essentially frozen any outside influences (material variation, change overs, tool wear, etc.) which is a simulation of perfect control. That leaves the Cp reflecting technology capability (maybe not a perfect measure but not bad). If you run some longer term stuff anything that creeps bach in is something that you don’t have perfect control of. The difference between the instantaneous study and the longer term stuff is a measure of your control. If for some reason the scale of 0-3.0 creates an emotional spike for some – pick another scale.
    I have a paper on this but it is a little busy right now to get it in publication form.
    Thanks. Sorry for the geriatric moment. 

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    #79720

    RT
    Member

    Don’t forget “benchmarking” or “best in class”.  If you want to stay in business you better be setting your goals to meet or beat the competition.  Strech goals sometimes take the pain out of missing your target.  Example: 50% percent cost reduction on producing a product with a stretch goal of 65%.  Maybe some team award of meeting the stretch.  Unfortunately these stretch goals sometimes become the only goal in the eyes of management.

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    #79725

    Marc Richardson
    Participant

    Mike,
    No need for apologies. I just appreciate your insights and experience. Thanks and keep ’em coming!
    Marc Richardson
    Sr. Q.A. Eng.

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    #79727

    Mike Carnell
    Participant

    Marc,
    Thanks.
    You seem to have a good handle on this stuff. Any thoughts on it?

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