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Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
Six Sigma Project on Recruitment in APICS organization
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Six Sigma Project on Recruitment in APICS organization

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  • 1. Six Sigma Approach Towards Member Recruitment in APICS Todd Horn Mert Dagoglu Jaime Martinez Sai Dinesh Koppuravuri ISYE 539 Class Project Presentation Fall 2013
  • 2. Introduction • APICS (The Association for Operations Management) is a professional student organization in the Operation Management & Information Systems Department at NIU • APICS sponsors speakers, tours, networking opportunities and case competitions through its weekly meetings • Need more funds and resources to carry out more activities through APICS • The organization is currently experiencing trouble to retain the current members and also to increase the current members
  • 3. Project Charter Project Charter Project Title: Project Team Role Project Sponsor Project Leader Team Members Name Dr.Damodaran Jaime Martinez Sai Dinesh Koppuravuri Mert Dagoglu Todd Horn Increase APICS membership Stakeholders Role Name Six Sigma Champion President of APICS Problem Statement Goal Statement Last semester APICS had 5 members. This semester there are 25 students who show up to meetings but only 10 of them are active members who have paid their dues and contribute in their activities. Increase the number of active members by 10 by the end of the semester. COPQ Summary VOC-Key customers Unpaid dues are needed to fund the activities and members are needed to volunteer the activities Scope Project Plan Start of Project End of Define End of Measure End of Analyse End of Improve End of Control/Project Plan 10/4/2013 10/7/2013 11/4/2013 11/4/2013 11/20/2013 12/6/2013 Actual
  • 4. Exploratory Data Collection • Interviews – Jose Lopez (President) – Dr. Shailesh Godambe (APICS Advisor) – Dr. Gerald Aase (Former APICS Advisor) – Dr. Mackie (AITP Advisor) • Survey – APICS – OMIS classes
  • 5. KPI Tree
  • 6. Minimum Sample Size Continuous Data Attribute Data
  • 7. Data Collection • Collected data – Marketing – Attendance – Continuity of member • Survey both APICS members and OMIS majors
  • 8. Pareto Chart
  • 9. Measurement System Analysis • Measurement Systems – Interviews – Surveys – Record Keeping • Issues – Opinion Bias – Human Error
  • 10. Distribution Histogram of Attendance 4 2 1 Probability Plot of Attendance Normal 0 99 5 10 15 Attendance 20 Mean StDev N AD P-Value 25 95 90 80 Histogram and normality test show data does not follow a normal distribution Percent Frequency 3 70 60 50 40 30 20 10 5 1 -5 0 5 10 15 Attendance 20 25 30 11.57 7.101 14 1.170 <0.005
  • 11. Johnson Transformation Johnson Transformation for Attendance 99 N 14 AD 1.170 P-Value <0.005 90 Percent Select a T r ansfor mation 50 10 P-Value for A D test P r obability P lot for O r iginal Data 0.61 0.8 0.6 0.4 0.2 Ref P 0.0 0.2 1 0 20 40 0.4 0.6 0.8 Z Value 1.0 (P-Value = 0.005 means <= 0.005) P r obability P lot for T r ansfor med Data 99 N 14 AD 0.176 P-Value 0.904 Percent 90 50 10 1 -2.5 0.0 2.5 5.0 P -V alue for Best F it: 0.903724 Z for Best F it: 0.61 Best Transformation Ty pe: S L Transformation function equals -1.88770 + 1.17486 * Ln( X - 4.32609 ) 1.2
  • 12. Process Capability Process Capability of Attendance Johnson Transformation with SL Distribution Type -1.888 + 1.175 * Ln( X - 4.326 ) LS L* transformed data P rocess D ata LS L 15 Target * USL * S ample M ean 11.5714 S ample N 14 S tD ev (O v erall) 7.10053 O v erall C apability Pp * PPL -0.27 PPU * P pk -0.27 C pm * A fter Transformation LS L* Target* U S L* S ample M ean* S tD ev (O v erall)* 0.89414 * * -0.063997 1.16795 -2 O bserv ed P erformance P P M < LS L 785714.29 PPM > USL * P P M Total 785714.29 E xp. O v erall P erformance P P M < LS L* 793994.38 P P M > U S L* * P P M Total 793994.38 -1 0 1 2
  • 13. Value Stream Mapping Advertise General Meeting Sign up Activities Word of Mouth Attend Pay dues Participation Executive Board Elections
  • 14. 5 Whys Problem Statement: The group does not have enough members to conduct activities effectively. 1. Why can't you get new members? There is a lack of advertising and lack of knowledge 2. Why is there no advertising? There is a lack of execution by board/marketing members 3. Why are they not executing? Board members don't take initiative, lack of time lack of direction. They have the mentality of "do what you're told" and are not self driven. Also individuals do not follow guidelines set for their position 4. Why aren't you getting self driven members? There are no elections, just filling roles and didn't look at how well they'll perform. 5. Why aren’t there elections? Organization does not have enough members and lack of advising
  • 15. 7 Wastes • Defect: Missing/wrong information, missing items, missing activities • Overproduction: Extra copies of charts and reports, unnecessary procedures • Waiting: Waiting for members, reports • Over-processing: Entering or discussing the same data or information about activities • Transportation: Moving charts, reports, necessary equipment for activities • Unnecessary inventory: Obsolete charts, files and equipment for activities • Unnecessary motion: Searching for members, reports, activity lists, information
  • 16. Brainstorming • Continuity of members • Advisor issues • Availability of members • Marketing
  • 17. Fishbone Continuity of Members Advisor Issues Not Engaged Change in how group runs Don't see benefit Learning Curve Graduate Lack of help Problem Statement: Want to increase the number of memebers of APICS meeting times not convenient other groups Availability of Members lack of new members uninformed Marketing
  • 18. Run Chart Run Chart of Attendance 30 Attendance 25 20 15 10 5 1 2 3 Number of runs about median: Expected number of runs: Longest run about median: Approx P-Value for Clustering: Approx P-Value for Mixtures: 4 5 2 8.0 7 0.000 1.000 6 7 8 9 Observation Number of runs up or down: Expected number of runs: Longest run up or down: Approx P-Value for Trends: Approx P-Value for Oscillation: 10 4 9.0 10 0.000 1.000 11 12 13 14
  • 19. FMEA FAILURE MODE AND EFFECTS ANALYSIS Core Team: Process Function Marketing APICS Six Sigma Project Potential Failure Mode lack of marketing Potential S Effect(s) of e Failure v no new members 7 confusion of studetns 6 activity don't come Potential Cause(s)/ Mechanis m(s) of Failure members don’t actively market students don't know about the organizatio n advisor is poorly trained meeting times are not convienent Advising lack of advising group has no direction 3 Time lack of lack of participation members 5 Meetings meetings lack of members 4 are not engagement do not stay useful O c c u r Current Process Controls D e t e c R P N Action Results Recommended Action(s) Responsible 10 word of mouth 8 should market organizational 560 through more than officals just fliers 7 word of mouth 8 should market organizational 336 through more than officals just fliers adivsor given 7 infromation from previous advisor Advisor should be 10 210 given clear department guidelines meetings are 7 weekly at a set time 8 280 weekly meetings and special 8 meetings periodically 8 create lessons for organizational 256 the meetings officals (teach a skill) find a convient meeting time S O D Actions Taken e c e v c t R P N
  • 20. Negative Brainstorming • How can we not get any new members? • How can we lose our current members? • How can we have no one show up for meetings?
  • 21. Assumption Busting • Students will see the value of the organization • Students will want to join if they know about it • The advisor for the group is well informed • The elected student leaders will work to improve the group
  • 22. Prioritization Matrix
  • 23. Statistical Process Control (SPC) • Test if the process is in control • Using an I-MR Chart
  • 24. Project Report • The project report will include • And outline of the DMAIC process – Key conclusions – Decisions – Solutions • Lessons learned • Records and data • Closure action log
  • 25. Closure Log • Outline of outstanding actions – Survey for proximity matrix – Increase amount of advertising for APICS – Collect number of members at weekly meetings – Create control plans – Standardized processes – SPC check if process is in control – Finalize project report
  • 26. Conclusions • This project focused to help APICS to increase the number of active members by 10 by the end of the semester. • The improvements that should be applied to APICS include: -Improving marketing -Branching out to other departs outside of OMIS -Including a beneficial skill for each meeting -Improving executive board with better outlined expectations -Increasing role of the APICS advisor -More convenient meeting times
  • 27. Reference • Damodaran, P. (2013). Six Sigma Performance Excellence and Modern Problem Solving. Retrieved from Northern Illinois University Web site: https://webcourses.niu.edu/webapps/portal/frameset.jsp

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