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SPC and Transactional Processes

Six Sigma – iSixSigma Forums Old Forums General SPC and Transactional Processes

This topic contains 1 reply, has 2 voices, and was last updated by  Cone 18 years, 6 months ago.

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  • #27126

    Ken Myers
    Participant

    Gary,

    Thanks for the reply to my thoughts. I believe the premise was what Motorola was thinking when developing the metrics for Six Sigma. Concerning your question of SPC and transactional processes there are a couple of additional questions one could ask:

    1) What are the Critical to Quality(CTQ) measures tied to the customer’s requirements for these processes?

    2) How does one plan to perform these measures to insure you can meet and/or improve your business process against these requirements?

    3) How stable or consistent is the process in performing against these requirements?

    Process stability could be evaluated directly using a Process Behavior, or SPC Chart. I posed the use of SPC as one explanation for the +/-1.5 SD shift, but that does not preclude the use of SPC or Process Behavior Charts to evaluate transactional processes. Considering the measures against the CTQ’s could be a variable or attribute data type, an appropiate chart could be used to track process performance, i.e., individuals for variable data and p, np, c, or u-chart for attribute data.

    From the perspective of Motorola’s intension the construct of a natural process shift can be extended from the manufacturing floor into the transactional area. The question is: How valid is this extension? Apparently, GE Capital has found some use for it… They seem to be following the general algorithm for process improvement and control set forth by Motorola. For more understanding please see the text “The Six Sigma Way” by P.S. Pande, R.P. Neuman, R. Cavanagh. It’s a good read.

    Regards,

    Ken

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    #66034

    Cone
    Participant

    Ken,

    Good, thoughtful posting. We need more of this type of dialog here. I will answer some of your question here and give a better answer to you via email.

    You wrote:

    1) What are the Critical to Quality(CTQ) measures tied to the customer’s requirements for these processes?

    My simple answer here is we need to first accept that a process is a process is a process. It does not matter if we are cutting metal or filling out a form. Every process has an expected output with respect to an end customer, sometimes there is also an expected output to an interim or internal customer. These are the CTQ’s. There are always things we can measure in the process that are good predictors of the quality of the output. These are the inputs we most focus on, control and measure.

    2) How does one plan to perform these measures to insure you can meet and/or improve your business process against these requirements?

    Again, no different than if we were cutting metal, the only difference is we have not traditional measured these things so it seems odd and hard. The manufactring guys had the same struggle the first time they we measured oh so long ago.

    3) How stable or consistent is the process in performing against these requirements?

    Again, long term and short term capability studies with the only warning is that if you are using attribute data, short term studies make no sense. The is a quality of the data issue, not that transactional cannot be looked at in snapshots.

    Gary

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