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How to initiate SS for Transmission Company?

Six Sigma – iSixSigma Forums Old Forums General How to initiate SS for Transmission Company?

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  • #45406

    KKG
    Participant

    I have to work on a project on “Implementation of SS in a Transmission Company – Issues and Concerns” as a project under my MBA studies. Pl suggest how I can go for a SS project in a transmission company, engaged in Construction, Operation and Maintenance of Exrta High Voltage Transmission Lines and Sub-stations apart from being the System Operator of the country. Pl suggest various steps, statistical / anlytical tools, data requirement etc.
    KKG
     

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    #148330

    Eric Maass
    Participant

    Hi KKG,
    I didn’t see a question included in your post, but I’ll assume that you meant to include something like, “How do I get started?”…Anyway, the obvious first step will be to find some Transmission Companies to consider, and to determine if you want to do a project for one to begin with, or whether you’d like to talk with each of the companies, get a perspective on what each of them needs, and then choose the company or companies based on your assessment of a good project.
    There are a lot of opportunities in all aspects of this project – from opportunities to reduce waste in the construction aspects to modeling the reliability of the high voltage aspects.
    Best regards,Eric

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    #148331

    qualitycolorado
    Participant

    KKG, Hello!There are several electric utilities with active Six Sigma programs (including programs in the Transmission group).See this iSixSigma blog about a presentation by one of them, Constellation Energy:
    http://www.sixsigmacompanies.com/archive/iqpc_summit_day_one_roger_cockroft_constellation_energy.htmlBest regards,
    QualityColorado

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    #148332

    qualitycolorado
    Participant

    Here is more information about Constellation Energy, regarding your question about Six Sigma for Transmission operations in electric utilities:http://uaelp.pennnet.com/display_article/277483/34/ARTCL/none/none/Power_Surge/http://www.sixsigmazone.com/presentations/download-a-presentation?presentation=Muszkowicz_Constellation_Presentation.pdf
    … hope this helps …Best regards,
    QualityColorado

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    #148335

    qualitycolorado
    Participant

    KKG,If you wanted to contact some folks who are using Six Sigma at a utility (including, I think, in transmssion operations), here is a full page worth of contacts, with email addresses, from Alliant Energy:http://www.alliantenergy.com/docs/groups/public/documents/pub/p015278.hcspHearing first-hand about their experiences would easily top any written materials you could find on the web …… hope this helps …Best regards, QualityColorado

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    #148336

    Theo
    Member

    KKG,
    Your MBA studies might also benefit by a full investigation of six sigma by looking at the history of six sigma. The origins of six sigma’s numbers will help people understand how the error’s have been created. A brief summary follows:

    Bill Smith, a Motorola engineer claims that for uncontrolled processes “batch to batch variation can be as much as +/-1.5 sigma off target.” He gives no references or justification for this. In reality there is no limit to how much that uncontrolled processes may vary.
    It has been suggested that Bill Smith’s 1.5 may have arisen from a confusion with the floating mean in the green band of Shainin Pre Control charts that were used extensively in Motorola at the time.
    At that time Motorola used Cp=1. Bill Smith suggested “Another way to improve yield is to increase the design specification width.” He broadens specification limits to Cp=2.
    Mikel Harry derives +/-1.5 as a theoretical “shift” in the process mean, based on tolerances in stacks of disks. Stacks of disks obviously bear no relation to process.
    Harry names his Z shift. The Z shift makes a number of additional errors: his derivation dispenses with time yet he refers to time periods; he claims a “short term” and “long term” yet data for both are taken over the same time period.
    Harry seems to realise his error in the 1.5 and says it “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”. The actual value ranges from 0 to 50+. He calls this a “correction”, not a shift.
    Harry’s partner Reigle Stewart 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 readily available from ARL (Average Run Length) plots.
    In summary, the 1.5 does not exist, despite the many attempts to prop it up. Calculations involving 1.5 are hence meaningless. That is, 3.4 dpmo is meaningless. Six sigma tables are meaningless. Sigma levels are meaningless.If that wasn’t enough there are still more errors in six sigma theory. Six sigma tables are based on normal distributions. This bears no relation to processes with which we are involved. We can never exactly know the data distribution for our processes. Even with 3200 data points, we can not be sure what the distribution is beyond +/-2.95 sigma. In other words, there is no justification for assuming that any particular data set is normally distributed.There is more that can be criticised but that is probably enough for now. If anyone is interested, I can give further details to any of the above brief history.
    As a final note, there is no need to “manage defects”. A focus on defects is a “go”-“no go” approach. By the time a defect occurs, it is too late. Taguchi addressed this with his Loss Function. The result of Taguchi’s approach is that good quality means “on target with minimum variance”. Forget about defects. The correct approach is to manage processes well and defects will take care of themselves.

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    #148338

    Anything Goes
    Participant

    So, what’s the point? We have known about the 1.5 shift myth since its very beginning. So do or don’t translate your measurements into DPMO scores and six sigma score or don’t. Whatever turns you on!
    The fact that the measurement itself is questionable does not mean that  the methodology, organizational structure and change management approach don’t work. Loss funtion here, defect there, waste everywhere: at the end of the day a business cares about success.  Whatever works, works. Step into the world of real world business, and say good bye to the arcane subtelties of academic semantics.  

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    #148339

    Ashman
    Member

    “Step into the world of real world business, and say good bye to the arcane subtelties of academic semantics.”
    Who could disagree ? … throw away all the six sigma nonsense.

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    #148340

    Anything Goes
    Participant

    Cool … then get off this site and get a real job, you morone!

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    #148341

    Anything Goes
    Participant

    In case anybody gets offended on this site:
    Morone is a genus of temperate basses (family Moronidae), consisting of four species.

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    #148343

    Brit
    Participant

    Excellent  Post

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    #148344

    Brit
    Participant

    Please  explain why??

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    #148352

    Anything Goes
    Participant

    First of all, I agree that the summary is excellent. However, from a business point of view it misses, in my opinion, the key reasons why six sigma is still being practiced and it doesn’t look as if Taguchi or any other “philosophy” will soon replace it.
    You obviously work in a hospital setting. So, what’s the value of the six sigma calcuation. It probably is zero. The reason why the hospital (group?) implemented the program is because of its value as a change management program. The organizational structure of Six Sigma (from GB to Champion and CEO etc.) ensures that change can be implemented. The method is so flexible that you can combine lean (which is probably most critical in your environment), quality or whatever other problem solving methodology is appropriate for your particular setting. There is also a project management and project selection methodology included in the “six sigma package”. If, as is most often the case in hospitals, there are no processes, it allows you to use a simple methodology to develop those processes.
    Now, until alternative concepts such as “Taguchi” etc. replace “Six Sigma”, these alternative concepts will have to package their approach at a cost that is lower than that of six sigma and with higher value added (It’s business!). What has made six sigma so successful is its packaging. As soon as organizations find that the package does not add enough value added, they will abandon it. So far, I have seen many criticisms, but no alternative “bundled services”. So, if you analyze this from a SWOT point of view, the analyses from a statistical and engineering point of view get incorporated into the weaknesses. But overall it is the combination of strenght, weakness, opportunities and threads that to this day drives most business decisions regarding the evaluation of alternative approaches to “quality improvement”. Anything Goes because the name of the game is “valued added”.
     

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    #148363

    Ashman
    Member

    Even Mikel Harry says that six sigma is “80% TQM”.  Remove all Harry’s nonsense and what is left –  TQM  !!!
    If people read Deming they woud see that he even includes Lean.

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