6 Sigma - Chapter6
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The document discusses the concept of Cost of Quality (COQ) and compares it to Six Sigma. COQ quantifies quality problems in monetary terms and identifies costs from prevention, appraisal, and failures. COQ assessment provides opportunities for companies to set an improvement tone, support quality processes, and identify and address root causes of poor quality. COQ analysis indicates where failures most contribute to costs and the processes that cause those failures can then be improved to reduce costs more than increasing prevention costs. Six Sigma aims to minimize defects while COQ expresses waste in financial terms.
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This document discusses the concept of cost of quality, which refers to the costs associated with achieving good quality through prevention and appraisal activities, as well as the costs of poor quality resulting from internal and external failures. It provides examples of different types of quality costs and outlines steps for implementing quality cost measurement. The document also includes a case study of a company that tracked quality costs over four years and was able to reduce total costs by increasing prevention activities.
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What i es do iie iab v2
Industrial engineers work to improve processes, products, and systems. They focus on areas like project management, manufacturing, supply chain management, productivity, quality, and more. Some of their key roles include developing project plans, ensuring manufacturability, managing resources, conducting quality audits, developing strategic plans, and managing change. Industrial engineers use techniques like lean manufacturing, simulation, statistical analysis, and six sigma to solve problems in many different industries.
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The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Spi link
The document provides an introduction to Six Sigma and its application to software engineering. It defines Six Sigma as a multi-dimensional, data-driven approach to improving processes, reducing defects and costs, and increasing customer satisfaction and profits. The key dimensions of Six Sigma discussed are philosophy, process, goal, objectives, organization, methodology and tools. It describes the DMAIC and DMADV methodologies for completing Six Sigma projects to solve problems and design processes.
6 Sigma - Chapter5
The document discusses implementing Six Sigma in service industries. It explains that while manufacturing processes directly measure outputs like thickness or width, service processes can also be quantified by measuring factors like call handling time or calls attended per day. A company's accounts department found errors in vouchers were a major customer complaint. Analyzing sample vouchers found a defect rate of 30,000 parts per million, equivalent to a 3.35 sigma level. To improve, the company would identify the most critical quality factors, find the root causes of defects, design solutions, implement them, and verify improvements through ongoing audits.
6 Sigma - Chapter4
The document defines Six Sigma and explains its statistical concepts. Six Sigma aims to reduce defects per million opportunities by improving process capability and accounting for potential process shifts. It defines a capable process as having variation within ±3 sigma of the mean, capturing 99.73% of items. While most processes naturally vary within ±3 sigma, Six Sigma processes are designed such that this variation is only half the tolerance range. This allows achieving less than 3.4 defects per million opportunities. It also notes that processes may deviate from their centered position by up to 1.5 sigma, so Six Sigma accounts for this potential shift.
Pattern production
Pattern production is a production scheduling method where a fixed sequence of parts is produced. It has two basic principles: fixed time variable quantity, where production time is fixed but quantity may vary, and fixed quantity variable time, where quantity is fixed but production time may vary. Pattern production is necessary when capacity constraints exist that prevent meeting customer demand without it, such as when capacity is okay without changeovers but not with changeovers. Benefits include effective resource utilization, elimination of daily planning and unplanned overtime, and minimized production variation.
smed
This document discusses techniques for reducing changeover times when manufacturing different products or product variants. It introduces the concepts of SMED (Single Minute Exchange of Die), quick changeovers, and breaking changeover operations into internal and external components. The key techniques proposed include observing and video recording current changeover processes, analyzing to identify ways to externalize setup steps, and establishing goals and competitions to continuously reduce changeover times.
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This document discusses production methods and the concept of Kaizen or continuous improvement. It describes different production methods like job production, flow production, and batch production and factors to consider when choosing a method. These include the type of product, scale of production, and factor costs. The document also discusses how the layout and design of production can influence efficiency, output, costs and quality. It introduces the Japanese concept of Kaizen, which focuses on gradual, continuous improvement involving everyone in the organization and clear long-term vision. Quality assurance methods like Six Sigma also aim to eliminate defects through a data-driven approach and process improvement.
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The document provides tables for rating the severity, occurrence, and detection of potential failures in Failure Mode and Effects Analysis (FMEA). The severity table ranks effects from hazardous without warning to none. The occurrence table ranks likelihood of failures from very high (>100/1000 items) to remote (<0.01/1000 items). The detection table ranks likelihood of detection from absolute uncertainty to error-proofed design. The tables provide guidance for numerically scoring these factors in FMEA.
Qip
This document provides an agenda for a supplier day meeting between Magna Donnelly and DaimlerChrysler. The agenda includes presentations on the voice of the customer from DaimlerChrysler, quality metrics and improvements at the Lowell plant, and Magna Donnelly's supply base expectations. It also includes time for questions and closing remarks. Supporting documents provide additional details on quality improvement plans, processes, and strategies being implemented at the Lowell plant to address quality issues, including fast response, control of non-conforming product, risk reduction, standardized operator training, and lessons learned.
Rodebaugh sixsigma[1]
The document discusses a case study evaluating the measurement system for a key quality variable (CTQ1) at W.R. Grace. A measurement systems analysis was conducted across four sites measuring CTQ1. The results showed high measurement variation compared to process variation, with an overall %GRR of 94.3. While some sites had acceptable P/T ratios and variation, the overall system lacked discrimination. Improving the measurement system accuracy and precision could help reduce hidden factory costs and further process improvements.
Tqm
Total Quality Management (TQM) focuses on satisfying both internal and external customers through continuous improvement involving everyone in an organization. It emphasizes management commitment, customer requirements, quality tools and techniques, and teamwork across all levels. The four pillars of TQM are satisfying customers, establishing robust systems and processes, developing people's skills, and using improvement tools.
Tpm+basics
The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through employee involvement in maintenance. TPM evolved from Total Quality Management principles and was pioneered by Japanese manufacturers. It involves scheduling maintenance to minimize downtime, empowering employees to perform basic upkeep, and taking a long-term approach to continuous improvement. The goal of TPM is to increase productivity through reducing failures and losses.
Tpm basic
This document provides an overview of Total Productive Maintenance (TPM). It begins with definitions of TPM, noting that it aims for overall equipment effectiveness through the participation of all employees. The history of TPM is then summarized, originating from Japan in the 1950s. The objectives and principles of TPM are then outlined in brief, including using Overall Equipment Effectiveness as a metric and improving maintenance systems. Finally, the five pillars of TPM are listed as individual improvement, autonomous maintenance, planned maintenance, quality maintenance, and education and training.
Failure mode effect_analysis_fmea
The document provides an overview of failure mode and effects analysis (FMEA). It describes FMEA as a systematic process used to identify potential failures, their causes and effects. The document outlines the 10 steps of an FMEA including reviewing the process, identifying potential failures and their effects, assigning ratings, calculating risk priority numbers, and taking actions. It also provides examples of scales used to rate the severity, occurrence, and detection of potential failures. The goal of FMEA is to prioritize failures and eliminate or reduce the highest risks.
Dubtec hgcc[1]
Six Sigma is a methodology that uses data and statistical analysis to improve processes by reducing defects. It was developed by Motorola in the 1980s and aims for 3.4 defects per million opportunities. There are two main methodologies - DMAIC for improving existing processes and DMADV for designing new processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control. DMADV stands for Define, Measure, Analyze, Design, and Verify. Companies save hundreds of thousands of dollars per project by training Black Belts to lead Six Sigma projects and reduce variation.
Six sigma11
- Six Sigma is a quality methodology that aims for near perfection with 3.4 defects per million opportunities. It was developed by Motorola in 1987.
- Key concepts include process capability index (Cp), process variation, and specification limits. A Cp of 2.0 or higher is needed to achieve Six Sigma quality.
- The DMAIC methodology is used for improving existing processes and focuses on defining problems, measuring processes, analyzing causes, improving processes, and controlling future performance. DFSS designs new processes at Six Sigma quality levels using approaches like DMADV.
Six sigma[2]
This document provides an overview of Six Sigma methodology and operational excellence training. It begins by defining Six Sigma as a management methodology focused on customers, data-driven decisions, and validated bottom line results. It then outlines the key aspects of Six Sigma projects, including defining problems, measuring key metrics, analyzing data to identify root causes, improving processes, and controlling processes ongoing. The document provides examples of tools that can be used in each phase, such as value stream mapping, process mapping, statistical analysis, and visual controls. It emphasizes the importance of valid measurement systems and management of change. Finally, it presents a basic roadmap for implementing an operational excellence program following the Six Sigma DMAIC approach of define, measure, analyze, improve
Six sigma training
Six Sigma is a data-driven approach to process improvement that aims to reduce defects. It was introduced by Motorola in 1987 and involves defining, measuring, analyzing, improving, and controlling processes to minimize errors. The goal of Six Sigma is to operate processes with as close to zero defects as possible by reducing process variation. A Six Sigma process is one that produces only 3.4 defects per million opportunities. Key aspects include using statistical tools and methodologies, such as DMAIC, to systematically identify and remove sources of errors and variation in order to improve quality, lower costs, and increase customer satisfaction.
Six sigma
This document discusses how Six Sigma methodologies can help manage operational risk. Six Sigma provides structured methodologies for designing robust processes, fixing broken processes, and controlling ongoing processes. It uses tools like FMEA to analyze risks in key processes. Six Sigma also provides metrics like process sigma to measure variation and detect issues. The document advocates using Six Sigma tools in conjunction with an organization's operational risk management framework to identify, quantify, and reduce operational risks.
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The notion of Dwayne Johnson kidnapping seems straight out of a Hollywood thriller. Dwayne "The Rock" Johnson, known for his larger-than-life persona, immense popularity. and action-packed filmography, is the last person anyone would envision being a victim of kidnapping. Yet, the bizarre and riveting tale of such an incident, filled with twists and turns. has captured the imagination of many. In this article, we delve into the intricate details of this astonishing event. exploring every aspect, from the dramatic rescue operation to the aftermath and the lessons learned.
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The Origins of the Dwayne Johnson Kidnapping Saga
Dwayne Johnson: A Brief Background
Before discussing the specifics of the kidnapping. it is crucial to understand who Dwayne Johnson is and why his kidnapping would be so significant. Born May 2, 1972, Dwayne Douglas Johnson is an American actor, producer, businessman. and former professional wrestler. Known by his ring name, "The Rock," he gained fame in the World Wrestling Federation (WWF, now WWE) before transitioning to a successful career in Hollywood.
Johnson's filmography includes blockbuster hits such as "The Fast and the Furious" series, "Jumanji," "Moana," and "San Andreas." His charismatic personality, impressive physique. and action-star status have made him a beloved figure worldwide. Thus, the news of his kidnapping would send shockwaves across the globe.
Setting the Scene: The Day of the Kidnapping
The incident of Dwayne Johnson's kidnapping began on an ordinary day. Johnson was filming his latest high-octane action film set to break box office records. The location was a remote yet scenic area. chosen for its rugged terrain and breathtaking vistas. perfect for the film's climactic scenes.
But, beneath the veneer of normalcy, a sinister plot was unfolding. Unbeknownst to Johnson and his team, a group of criminals had planned his abduction. hoping to leverage his celebrity status for a hefty ransom. The stage was set for an event that would soon dominate worldwide headlines and social media feeds.
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The Moment of Capture
On the day of the kidnapping, everything seemed to be proceeding as usual on set. Johnson and his co-stars and crew were engrossed in shooting a particularly demanding scene. As the day wore on, the production team took a short break. providing the kidnappers with the perfect opportunity to strike.
The abduction was executed with military precision. A group of masked men, armed and organized, infiltrated the set. They created chaos, taking advantage of the confusion to isolate Johnson. Johnson was outnumbered and caught off guard despite his formidable strength and fighting skills. The kidnappers overpowered him, bundled him into a waiting vehicle. and sped away, leaving everyone on set in a state of shock and disbelief.
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Early Life and Backgrounds
Orpah Winfrey: From Humble Beginnings to Media Mogul
Orpah Winfrey, often known as Oprah due to a misspelling on her birth certificate. was born on January 29, 1954, in Kosciusko, Mississippi. Raised in poverty by her grandmother, Winfrey's early life was marked by hardship and adversity. Despite these challenges. she demonstrated a keen intellect and an early talent for public speaking.
Winfrey's journey to success began with a scholarship to Tennessee State University. where she studied communication. Her first job in media was as a co-anchor for the local evening news in Nashville. This role paved the way for her eventual transition to talk show hosting. where she found her true calling.
Dwayne Johnson: From Wrestling Royalty to Hollywood Superstar
Dwayne Johnson, also known by his ring name "The Rock," was born on May 2, 1972, in Hayward, California. He comes from a family of professional wrestlers, with both his father, Rocky Johnson. and his grandfather, Peter Maivia, being notable figures in the wrestling world. Johnson's early life was spent moving between New Zealand and the United States. experiencing a variety of cultural influences.
Before entering the world of professional wrestling. Johnson had aspirations of becoming a professional football player. He played college football at the University of Miami. where he was part of a national championship team. But, injuries curtailed his football career, leading him to follow in his family's footsteps and enter the wrestling ring.
Career Milestones
Orpah Winfrey: The Queen of All Media
Winfrey's career breakthrough came in 1986 when she launched "The Oprah Winfrey Show." The show became a cultural phenomenon. drawing millions of viewers daily and earning many awards. Winfrey's empathetic and candid interviewing style resonated with audiences. helping her tackle diverse and often challenging topics.
Beyond her talk show, Winfrey expanded her empire to include the creation of Harpo Productions. a multimedia production company. She also launched "O, The Oprah Magazine" and OWN: Oprah Winfrey Network, further solidifying her status as a media mogul.
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Dwayne Johnson's wrestling career took off in the late 1990s. when he became one of the most charismatic and popular figures in WWE. His larger-than-life persona and catchphrases endeared him to fans. making him a household name. But, Johnson had ambitions beyond the wrestling ring.
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6 Sigma - Chapter6
- 1. Page 1 of 3 © Copyright 2004, All Rights Reserved. Edutech Dimensions Pvt. Ltd. Chapter 6: Cost of Quality Aim This chapter discusses the concept of Cost of Quality (COQ) and compares it with Six Sigma. The comparison has been done using a real life case study to help you understand the difference better. What is Cost of Quality? A Cost of Quality System is used to quantify quality problems in the language of money and turn those costs into bottom-line income in an organization. It is a term used by many organizations to quantify the costs associated with producing quality products. Typical factors taken into account are prevention costs (training, work process analyses, design reviews, customer surveys), appraisal costs (inspection and testing), and failure costs (rework, scrap, customer complaints, returns). Benefits of Cost of Quality The cost of quality assessment provides an opportunity for companies to: 1. Set the tone for the improvement process and the projects that follow 2. Show support for the improvement process by making resources available, 3. Set a constructive attitude for uncovering and dealing with poor quality practices 4. Demonstrate commitment to the improvement process by encouraging and supporting the timely identification and elimination of the root causes of poor quality Cost of Quality In many companies, the cost of quality assessment may be one of the first quality or process improvement projects undertaken. For example if the costs due to internal failures contribute the most while costs towards prevention are minimal. However, if the company spends relatively more on prevention, the number of failures would also come down and cut down the costs drastically too. The Six Sigma philosophy supports this very concept.
- 2. Page 2 of 3 © Copyright 2004, All Rights Reserved. Edutech Dimensions Pvt. Ltd. How would you decide on what process to act upon? The COQ actually gives an indication of this too. You should first analyze which failures contribute the most to the Cost of Quality. In our example, Press Downtime seems to be the major factor. You could draw a Pareto diagram to isolate the defects or errors that have the maximum impact on the Cost of Quality. Next look for contributors in the process that cause these errors and act on these contributors to reduce/remove defects. With the defects reduced, the costs against failures go down. This cost reduction is substantial as compared to an increase in the cost due to implementation of preventive measures. Six Sigma is a program that works on minimizing defects. Cost of Quality is an output measure expressing waste in financial terms. Six key areas for improving Cost of Quality Key Drivers: Basic Issue 1. Basic organizational capabilities • Skills and tools required to implement improvements in business processes are lacking 2. Industrial process variations • Poor industrial process capabilities result in high COPQ (rework, scrap, field failure) • Customer demands are frequently not passed on to engineering • Inefficient front-end engineering 3. Business process variations • Product cost estimation is often widely off the mark, resulting in poor financial performance and incorrect manufacturing decisions 4. Engineering/design process and documentation • Engineering systems and design processes and documentation are often inadequate and flawed 5. Quality of specifications • Specifications sent to suppliers are not accurate. • Subcontractors vary considerably in their quality, resulting in poor-quality parts 6. Supplier capabilities • Lack of quality suppliers, resulting in poor-quality parts/services, late deliveries, higher parts/service costs, etc. Six Sigma and Cost of Quality
- 3. Page 3 of 3 © Copyright 2004, All Rights Reserved. Edutech Dimensions Pvt. Ltd. Summary 1. A Cost of Quality System is used to quantify quality problems in the language of money and turn those costs into bottom-line income in an organization 2. COQ assessment provides an opportunity for companies to: • Set the tone for the improvement process and projects that follow • Show support for the improvement process by making resources available • Set a constructive attitude for uncovering and dealing with poor quality practices • Timely identification and elimination of the root causes of poor quality 3. Factors taken into account in Cost of Quality assessment: Internal Failure, External Failure, Appraisal and Prevention 4. By spending more on preventing errors or failures, a company can reduce costs incurred due to failures.