The Elsmar Cove Wiki More Free Files The Elsmar Cove Forums Discussion Thread Index Post Attachments Listing Failure Modes Services and Solutions to Problems Elsmar cove Forums Main Page Elsmar Cove Home Page
Go Back   The Elsmar Cove Forum > Common Quality Assurance Processes and Tools > Six Sigma
Forum Username

Search the Elsmar Cove
Custom Search
Monitor the Elsmar Forum
Follow Marc & Elsmar
Elsmar Cove Forum RSS Feed  Marc Smith's Google+ Page  Marc Smith's Linked In Page   Marc Smith's Elsmar Cove YouTube Page  Marc Smith's Facebook Page  Elsmar Cove Twitter Feed
Elsmar Cove Groups
Elsmar Cove Google+ Group  Elsmar Cove LinkedIn Group  Elsmar Cove Facebook Group
Donate and $ Contributor Forum Access

Courtesy Quick Links

Links that Elsmar Cove visitors will find useful in your quest for knowledge:

Howard's
International Quality Services
Marcelo Antunes'
SQR Consulting
Bob Doering's
Correct SPC - Precision Machining

NIST's Engineering Statistics Handbook
IRCA - International Register of Certified Auditors
SAE - Society of Automotive Engineers
Quality Digest Portal
IEST - Institute of Environmental Sciences and Technology
ASQ - American Society for Quality

Related Topic Tags
six sigma (general)
Reply
 
Thread Tools Search this Thread Rate Thread Content Display Modes
  #33  
Old 11th August 2008, 12:29 PM
Bev D's Avatar
Bev D Bev D is offline
Heretical Statistician

 
Registration Date: Jan 2003
Location: New England
 
Posts: 2,954
Thanks Given to Others: 1,237
Thanked 2,096 Times in 1,244 Posts
Karma Power: 376
Karma: 16705
Bev D is appreciated, and has over 1700 Karma points.
Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.
Re: Let's fix Six Sigma!

WARNING: LONG POST AHEAD

Where to start fixing Six Sigma? Wherever you are! I have ‘fixed’ “Six Sigma” within my organization. And frankly none of us can do much more than change things locally – within our own sphere influence. This can eventually ripple outwards or at least follow you wherever you go. We do get an opportunity to help influence others – and more importantly ourselves – by participating in this forum. (as always thanks to Marc)

What did I personally do?

1.5 sigma shift: I just said no from the very beginning. Then I ignored it; it went away. It’s meaningless drivel and when compared to true problem solving, prevention and control it doesn’t stand a chance. None of my students or my organization is even aware of it. How did I do it? I just solved problems, either eliminating them completely or reducing their occurrence rate to nuisance level. Then putting robust controls in place. The only real defense against quackery is demonstrated truth.

Numerical Goals, sigma levels and 3.4 ppm: First I do believe in goals: however I also believe in realistic goals, providing the means to achieve those goals, and a management structure that is educated to the fact that sometimes goals aren’t met for very good reasons. We are establishing this in my current organization with very good success. We don’t strive for 3.4 ppm nor do we calculate so called sigma levels; we rely on actual results. We strive for continual improvement in each of these metrics.
When establishing a goal for a particular metric (and we have only a few key high level metrics: cycle time, Non Value Add Time as a % of cycle time, inventory, rolled throughput yield, Availability, Field Failure rates and Customer complaint rates.) the management team selects the goals for improvement in these areas by the affect on critical business needs and using a pareto breakdown of immediate causes we assign projects. We look for 50 – 90% improvement; in other words, we ask for breakthrough levels not incremental levels and we achieve them. Sometimes a really complex problem takes longer than we had anticipated but using regular project reviews we know that the project leads are working on the issue, the progress they’ve made and the discoveries they have made. Progress is tracked not by date milestones but by time spent (actual activity, not elapsed calendar time) vs project discovery. The management team also ensures that the appropriate tools and methodologies are used and used correctly. This coaching helps the organization continually adopt better methods.

Belts: we do ‘certify’ belts. But only Master Black Belts, Black Belts and Lean Belts. The Black and Lean belts don’t leave their organization or position. They must use the tools and methodologies within the construct of their current positions. Formal training takes 4 to 2 weeks. And certification comes after the belt has demonstrated successful adaptation of the tools and methodologies. This takes anywhere from 6 months to 3 years and is part of the employee’s development plan for skill acquisition. Our belts can calculate an average and more importantly they know how to use the tools appropriately in every day life – not just how to make a powerpoint presentation. My team tracks the metrics to ensure that projects remain successful for the business long after the final report out is given. Report outs are now – for the most part – a regular part of our management review process. ‘Certification’ is seen and treated as a development milestone and is rewarded simply. It is part of the compensation and career track system...just like any other skill acquisition such as project management certification or management training.
Master Black Belts join my direct team for a ‘tour of duty’ as trainers, mentors, consultants and leaders of complex crossfunctional improvement teams. These complex projects are typically in areas that have not matured in adopting the tools/methods. So it is a learning experience for everyone.
All personnel are trained at various levels depending on their area of responsibility and personal desire. Some training is mandatory to ensure that the approaches are deployed throughout the organization and that ineffective approaches are not perpetuated. This extends to the corporate staff.

Project Focus and Short term v.s. Long term thinking: We prefer to assign project work as a “suite” of projects that will improve an entire value stream from supplier to Customer. We incorporate both Lean and Six Sigma to improve all of our key metrics in a planned and prioritized manner. Some projects have huge returns and others have smaller returns but the key to our approach is the overall effect on the entire value stream: quality, delivery and cost. There are a very few stand alone projects that have a huge affect on the business. We have launched projects for these, but they are not in the majority. We recognize that many seemingly small projects have a huge affect when taken as a whole. Additionally, our priority for ‘benefits’ and project selection is: Customer (Field quality then internal yields) first, then Productivity, then Cost savings (which are hard savings that can be seen in the bottom line and/or budget). We are in it for the long run.

Tools and Methods: first and foremost is the focus on what’s right for the customer. Secondly, we have a set of tools that are very strong. (we are fortunate to not be involved with the automotive industry or aerospace)
We do NOT use process capability indexes. We simply track RTY and use control charts. Even our suppliers are now required to do this…
We do not use the traditional Gage R&R. We use Youden plots and discrimination plots as well as Kappa type tests along with the appropriate incorporation of prevalence for categorical data. There is no pass/fail* for these tests: we recognize that even poor discrimination systems can be used as long as one knows how to account for it. We use the tools to understand our measurement systems. *The exception to this is for personnel or equipment used to accept product. A true test with real world prevalence levels is used to qualify both equipment and personnel for acceptance testing.
We do not use fishbone diagrams, multi-voting or FMEA for determining root cause. We use a systematic approach to rule out causal categories starting with the observational study and iterating thru a series of invasive and non invasive designed experiments to arrive at the cause. Designed experiments (from 2 factor – 2 level to fractional factorials to response surface methods) are ubiquitous in our organization, yet we deemphasize the statistical calculations for statistical thinking and the ability to see your results graphically. (don’t get me wrong, the students know the correct statistical tool and how it works, but usually a well structured experiment will yield obvious results and “statistical mumbo jumbo” scares people off.)
We stay away from the Mil-Std or ANSI for sampling plans and stick with distributional calculations of sample size based on probability of detection of maximum acceptable defect levels.
We strive to incorporate all appropriate tools: mistake proofing, SPC, Lean, etc.


Oh yeah - and we try not to call it Six Sigma. The term seems to annoy new employees who've had bad experiences with "quack deployments". We branded it with an internal name...
Thank You to Bev D for your informative Post and/or Attachment!

Sponsored Links
  #34  
Old 11th August 2008, 06:28 PM
Wes Bucey's Avatar
Wes Bucey Wes Bucey is offline
Quality Manager

 
Registration Date: Sep 2003
Location: Illinois
 
Posts: 10,932
Thanks Given to Others: 517
Thanked 3,027 Times in 1,950 Posts
Karma Power: 1181
Karma: 21611
Wes Bucey is appreciated, and has over 1700 Karma points.Wes Bucey is appreciated, and has over 1700 Karma points.Wes Bucey is appreciated, and has over 1700 Karma points.
Wes Bucey is appreciated, and has over 1700 Karma points.Wes Bucey is appreciated, and has over 1700 Karma points.Wes Bucey is appreciated, and has over 1700 Karma points.Wes Bucey is appreciated, and has over 1700 Karma points.Wes Bucey is appreciated, and has over 1700 Karma points.Wes Bucey is appreciated, and has over 1700 Karma points.
Re: Let's fix Six Sigma!

Marvelous, Bev!
I have only one quibble - I am a strong proponent of FMEA (Failure Mode & Effects Analysis) - Will you agree it makes sense to use some sort of "What if . . .?" groundwork before committing real time, money, and materials to ANY initiative? If you agree to that, why not take the extra time to "guesstimate" the probability (using a variation of the automotive FMEA) of an event happening which could screw up your plan? That certainly seems less stressful than going through a root cause EVERY time a glitch occurs (since a good FMEA may have prevented many of those glitches from ever occurring.)

As any reader who has caught my act here in the Cove or over in the ASQ Forums already knows, I really have a bad taste in my mouth every time I hear or read some johnnie-come-lately spout the Japanese language mantra of 5S or poka yoke or kaizen as if it were the ONLY word or phrase which could be applied to an activity having to do with Quality and, worse, using such terms to EXCLUDE folks within the organization, rather than using INCLUSIVE, readily understandable words or phrases - "mistake proofing" anyone?

__________________

"Few minds wear out; more rust out"
Inscribed over the entrance of Louis Pasteur School, Chicago
Christian Nestell Bovee (1820-1904) in Thoughts, Feelings and Fancies, 1857
Sponsored Links

  #35  
Old 12th August 2008, 07:07 AM
Bev D's Avatar
Bev D Bev D is offline
Heretical Statistician

 
Registration Date: Jan 2003
Location: New England
 
Posts: 2,954
Thanks Given to Others: 1,237
Thanked 2,096 Times in 1,244 Posts
Karma Power: 376
Karma: 16705
Bev D is appreciated, and has over 1700 Karma points.
Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.
Re: Let's fix Six Sigma!

Quote:
In Reply to Parent Post by Wes Bucey View Post

Marvelous, Bev!
I have only one quibble - I am a strong proponent of FMEA (Failure Mode & Effects Analysis) - Will you agree it makes sense to use some sort of "What if . . .?" groundwork before committing real time, money, and materials to ANY initiative? If you agree to that, why not take the extra time to "guesstimate" the probability (using a variation of the automotive FMEA) of an event happening which could screw up your plan? That certainly seems less stressful than going through a root cause EVERY time a glitch occurs (since a good FMEA may have prevented many of those glitches from ever occurring.)

As any reader who has caught my act here in the Cove or over in the ASQ Forums already knows, I really have a bad taste in my mouth every time I hear or read some johnnie-come-lately spout the Japanese language mantra of 5S or poka yoke or kaizen as if it were the ONLY word or phrase which could be applied to an activity having to do with Quality and, worse, using such terms to EXCLUDE folks within the organization, rather than using INCLUSIVE, readily understandable words or phrases - "mistake proofing" anyone?

Thanks Wes. We do use FMEA but not as a root cause problem solving tool. (it's the latest fad that consultants are pushing instead of teh fishbone diagram) We DO use it in new product and process development and for implementing corrective actions to complex problems. It is useful for what it was intended. However, we are also working on a new approach to 'mapping' the functions of a system and looking at how it can fail to improve the design. There is less emphasis on the probability of occurence or detection and more emphasis on the severity of the effect: if it can happen and it's bad - fix it! We're looking very hard at the technique known as FAST pioneered by George Bytheway.

I also share your distaste of the use of foreign words to describe activities that have well understood english names. We have found that most people find these words elitist. For example we don't use "takt" time; we use the phrase "Customer Demand Rate". It's less offenseive and more importantly explicitly descriptive. When the word takt is used most people forget that it doesn't mean cycle time. but whe we use customer demand rate, very few people get confused...We've also abolished most Japanes terms like gemba, poke yoke, Kaizen etc. The only one we still use is "kanban" - I think because most people have internalized the meaning of this word.
  #36  
Old 12th August 2008, 08:49 AM
justncredible justncredible is offline
On Holiday

 
Registration Date: Nov 2006
Location: Milwaukee WI
 
Posts: 296
Thanks Given to Others: 8
Thanked 58 Times in 49 Posts
Karma Power: 0
Karma: 478
justncredible is appreciated, and has over 400 Karma points.justncredible is appreciated, and has over 400 Karma points.justncredible is appreciated, and has over 400 Karma points.justncredible is appreciated, and has over 400 Karma points.justncredible is appreciated, and has over 400 Karma points.
Re: Let's fix Six Sigma!

I think Bev has done what is intended, learn the tools and apply them to each unique setting. Adjust where needed, add and rearrange to make the most out of the tools. The most important thing is the progress, the marked improvment of the process and the understanding of the process. The tools are nothing more than a tool of discovery, they show the places that will allow improvment.
  #37  
Old 12th August 2008, 09:25 AM
prototyper's Avatar
prototyper prototyper is offline
Appreciation Courtesy Access

 
Registration Date: May 2008
Location: UK
Age: 52
 
Posts: 273
Thanks Given to Others: 51
Thanked 140 Times in 96 Posts
Karma Power: 55
Karma: 1362
prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.
Re: Let's fix Six Sigma!

Quote:
In Reply to Parent Post by Wes Bucey View Post

As any reader who has caught my act here in the Cove or over in the ASQ Forums already knows, I really have a bad taste in my mouth every time I hear or read some johnnie-come-lately spout the Japanese language mantra of 5S or poka yoke or kaizen as if it were the ONLY word or phrase which could be applied to an activity having to do with Quality and, worse, using such terms to EXCLUDE folks within the organization, rather than using INCLUSIVE, readily understandable words or phrases - "mistake proofing" anyone?
Is this really any worse than consultants jumping on new buzz words (such as 6 sigma). They shroud them in an air of mysticism to lure people to pay up lots of cash to learn techniques, which are essentially from the good old quality toolbox.
Instead of 6 sigma, let's just call it statistical analysis.
  #38  
Old 12th August 2008, 11:40 AM
Tom Slack Tom Slack is offline
Involved in Discussions

 
Registration Date: Jul 2002
Location: Aiken, SC
 
Posts: 74
Thanks Given to Others: 1
Thanked 8 Times in 7 Posts
Karma Power: 57
Karma: 295
Tom Slack is appreciated, and has over 200 Karma points.Tom Slack is appreciated, and has over 200 Karma points.Tom Slack is appreciated, and has over 200 Karma points.
Re: Let's fix Six Sigma!

Quote:
In Reply to Parent Post by prototyper View Post

Is this really any worse than consultants jumping on new buzz words (such as 6 sigma). They shroud them in an air of mysticism to lure people to pay up lots of cash .....
Couple of things:
Motivation: The above situation is driven by greed. Wes, Bev and other posters are motivated by need. Greed vs need poetic ;>> and a clue to fixing Six Sigma.

Strategy: Wes and Bev are using a similar strategy. They have cleaned out their toolbox and packed only the tools they need. More tools are not better, but I bet it would be for folks motivated by greed. Their problems are different, so their tools are different. I couldn't get my quotes to work for multiple posts, so I hope the reader will go back and see what I am talking about.
Best wishes,

Tom
Thanks to Tom Slack for your informative Post and/or Attachment!
  #39  
Old 13th August 2008, 03:05 AM
prototyper's Avatar
prototyper prototyper is offline
Appreciation Courtesy Access

 
Registration Date: May 2008
Location: UK
Age: 52
 
Posts: 273
Thanks Given to Others: 51
Thanked 140 Times in 96 Posts
Karma Power: 55
Karma: 1362
prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.prototyper is appreciated, and has over 1300 Karma points.
Re: Let's fix Six Sigma!

Quote:
In Reply to Parent Post by Tom Slack View Post

Couple of things:
Motivation: The above situation is driven by greed. Wes, Bev and other posters are motivated by need. Greed vs need poetic ;>> and a clue to fixing Six Sigma.

Strategy: Wes and Bev are using a similar strategy. They have cleaned out their toolbox and packed only the tools they need. More tools are not better, but I bet it would be for folks motivated by greed. Their problems are different, so their tools are different. I couldn't get my quotes to work for multiple posts, so I hope the reader will go back and see what I am talking about.
Best wishes,

Tom
I don't disagree with Wes and Bev's strategy, in fact I am all for getting back to the basic quality tools.
I think that jumping on the bandwagon of the latest fad is a shortcoming of senior management as it is usually just the same tools and strategies rebranded and hyped.
I have been in quality for 25 years and am yet to see something radically different.

Perhaps we as the quality community are guilty of complacency in allowing senior management to be drawn toward these buzzwords and "new" techniques without standing up and shouting "This is nothing new!!!" Until that day, the marketing guys will continue to have a field day.
  #40  
Old 13th August 2008, 07:25 AM
Bev D's Avatar
Bev D Bev D is offline
Heretical Statistician

 
Registration Date: Jan 2003
Location: New England
 
Posts: 2,954
Thanks Given to Others: 1,237
Thanked 2,096 Times in 1,244 Posts
Karma Power: 376
Karma: 16705
Bev D is appreciated, and has over 1700 Karma points.
Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.Bev D is appreciated, and has over 1700 Karma points.
Re: Let's fix Six Sigma!

Quote:
In Reply to Parent Post by prototyper View Post

I have been in quality for 25 years and am yet to see something radically different.

Perhaps we as the quality community are guilty of complacency in allowing senior management to be drawn toward these buzzwords and "new" techniques without standing up and shouting "This is nothing new!!!" Until that day, the marketing guys will continue to have a field day.
maybe our approach should be to leverage the 'fad' to increase the use solid approaches instead of simply saying the 'fad' is wrong or not new? After alll if senior management can't see that when they jump on the bandwagon - they won't see that you've changed the bandwagon...

warning:

As for "not new" comment, I think you are both correct and in a way incorrect. I use a lot of 'old' tools that most people have never heard of or have dismissed because they aren't in the 'approved' list of more common tools sanctioned by various 'standards' such as AIAG.
some examples:
  • "gage R&R" - I use the intraclass correlation coefficient and Youden plot
  • Analysis of Variance: I use Multi-Vari first, first described publicly by Len Seder in 1950
  • Sampling: I use the good old fashioned Binomial dsitribution instead of the less old Mil Std 105 / ANSI Z14
  • Designed Experiments: I go back to Fisher, Yates, Ott and Tukey. Even Len Seder again. Read "The Technique of Experimenting in the Factory" published in 1948!?
These techniques aren't ancient perhaps but certainly not new. Yet few people have heard of them; fewer undertand them, let alone use them. Some of the current established techniques (Gage R&R measured as a % of tolerance with n = 10; 3 reps, capability indices) were established by quackery and yet we as a quality profession are hesitant to take critical looks at them.

Lean/Toyota Production System is a victim of quack consultants too. At it's heart, I have found it to be a very strong effective approach, but too many consultants have watered it down bringing half hearted deployments that were doomed to failure and now I find too many professionals dismissing it by virtue of it's failed deployments.

There are many here that do take a critical look and try to promote effective approaches; but many people in our profession are only looking to "get by". It's sad.


Again we tend not to do our due diligence in researching, learning, experimenting. We have as a profession gottten worse than complacent; we are complicent in our own impotence...Six Sigma is attractive to senior management not just because of the touted cost savings, but an underlying recognition of the failure of our Quality organizations to affect true quality improvements. The pervasiveness of QMS systems that devolve to audit police is a symptom of this. The fact that most Six Sigma deployments are not run by the Quality Group is a sure sign of how management feels about "Quality"

No one will save us; no one will listen to our logic and change things for us; we need to change to create change; we need to be leaders, not whiners. well that oughta make today interesting!
Thanks to Bev D for your informative Post and/or Attachment!
Reply

Lower Navigation Bar
Go Back   The Elsmar Cove Forum > Common Quality Assurance Processes and Tools > Six Sigma

Do you find this discussion thread helpful and informational?


Bookmarks


Visitors Currently Viewing this Thread: 1 (0 Registered Visitors (Members) and 1 Unregistered Guest Visitors)
 
Thread Tools Search this Thread
Search this Thread:

Advanced Forum Search
Display Modes Rate Thread Content
Rate Thread Content:

Forum Posting Settings
You may not post new threads
You may not post replies
You may not post attachments
You may not edit your posts

BB code is On
Smilies are On
[IMG] code is On
HTML code is Off


Similar Discussion Threads
Discussion Thread Title Thread Starter Forum Replies Last Post or Poll Vote
Too Many purchasing/supplier procedures How do I fix them? pammesue Documentation Control Systems, Procedures, Forms and Templates 6 15th August 2008 05:27 PM
The Improvement in Sigma Level (from Let's fix six sigma) rajeevk82 Six Sigma 4 13th August 2008 05:09 PM
Fix spelling error in header wslabey Old Forum News and Issues Threads Archive 3 8th February 2006 08:49 AM



The time now is 05:38 AM. All times are GMT -4.
Your time zone can be changed in your UserCP --> Options.


   


Marc Timothy Smith - Elsmar.com
8466 LeSourdsville-West Chester Road, Olde West Chester, Ohio 45069-1929
513 341-6272
NOTE: This forum uses "cookies".