Una serie de casos de éxitos en la solución de problemas, utilizando #smart data, por medio de Minitab Statistical Software.
Blackberry&Cross es el aliado oficial de Minitab Inc., en América Central, desde 2005.
Metis Automation specialise in designing and implementing advanced connected manufacturing systems. Our proven software products allow your project to be delivered efficiently, with assurance that your investment is a success.https://www.metisautomation.co.uk
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
Making the Case for QualityProcess Management Approach R.docxcroysierkathey
Making the Case for Quality
Process Management Approach
Reduces Scrap, Saves Alcoa Millions
• A team at Alcoa Power
and Propulsion sought
to improve product
quality, reduce waste and
inefficiency, and cut costs.
• To achieve these goals,
the team developed
and implemented a
structured process
management approach
across the business unit.
• By defining and then
standardizing key
processes, the unit
minimized variation,
shared best practices, and
sustained improvements.
• The project improved
customer satisfaction,
reduced costs of poor
quality, and saved
millions of dollars.
• The team was named
a finalist in ASQ’s
2015 International
Team Excellence
Awards competition.
At a Glance . . .
As Alcoa Power and Propulsion sought to minimize manufacturing process waste,
inefficiency, and related expenses, two key findings caught the attention of the
business unit’s executive leadership team. Customer satisfaction surveys revealed
60 percent of respondents held an unfavorable or neutral opinion of the unit, while
at the same time, internal quality measures revealed the business unit recorded the
highest levels of scrap in the organization for the year. The findings represented
a significant opportunity, but improvement would require rapid deployment in a
methodical, deliberate, and sustainable manner.
About Alcoa Power and Propulsion
Alcoa Power and Propulsion (APP), a unit of New York City-based Alcoa Inc., is divided into three
segments: structural castings and special products, industrial gas turbine airfoils, and aerospace airfoils.
This business unit serves the defense, energy, aerospace, and industrial markets, where its products
are used in military and commercial aircraft engines as well as power-generation turbines. Additional
products and services include molds, hot isostatic pressings, specialty coatings and tools, as well as
machinery. APP operates 25 production facilities around the world, employing more than 9,000 people.
Working to Improve Processes
The APP leadership team discovered scrap and rework issues were resulting in high customer claims
and delivery issues, therefore they sought solutions for significant reductions to scrap levels to improve
delivery, rework, and customer satisfaction. In the past, substantial scrap level decreases were thought
to be unattainable because casting is a particularly complex process (see the sidebar, The Investment
Casting Process, for more details) with many sources of variation.
In late 2011, APP’s quality focus shifted toward sustainable and continuous process improvement,
particularly at nine of the unit’s super alloy foundries (five in the United States, three in Western
Europe, and one in Japan). While these foundries were the starting point for the initiative because
they recorded the highest levels of scrap, the ultimate goal for APP was to create a sustainable solu-
tion for deployment at the plant level by mid-2012. The rig ...
Making the Case for QualityOptimizing Purchasing Processes.docxinfantsuk
Making the Case for Quality
Optimizing Purchasing Processes
Saves $1 Million
• UsingtheDMAIC
method,aSixSigma
improvementteamat
MWMINTERNATIONAL
MotoresinBrazilimproved
thecompany’ssupplier
selectionprocess.
• KnownastheMoving
Forwardteam,thisgroup
appliedawidevariety
ofqualitytoolstoreduce
theprice/weightratiofor
bolts,akeycomponent
forthecompany’sdiesel
engineproducts.
• Bystreamliningprocesses,
reducingvariability,and
increasingefficiency,
theyearlongproject
helpedreduceengine
boltcostsby$1million.
• Theteamsharedits
successstorywitha
worldwideaudiencewhen
itparticipatedinthefinal
roundofcompetitioninthe
2009InternationalTeam
ExcellenceAwardProcess.
AtaGlance...
Often the simple things create the biggest impact. But could a change in purchasing processes for the
most basic manufacturing components, like bolts, actually lead to $1 million in savings, increased effi-
ciency, and reduced process variation? When a multidisciplinary Six Sigma improvement team tackles
the issue, the answer is a resounding yes!
About MWM INTERNATIONAL
MWM INTERNATIONAL Motores is a wholly-owned subsidiary of Navistar, a major worldwide
diesel engine manufacturer and current leader in diesel engine technology and development in Latin
America. Operations include a technology and business center in São Paulo, Brazil, as well as three
South American manufacturing sites—São Paulo; Canoas, Brazil; and Jesus Maria, Argentina.
The company’s engine products range from 2.5 to 9.3 liters and from 50 to 375 cv and serve a
wide range of markets in the vehicular, agricultural, industrial, and marine sectors. Among MWM
INTERNATIONAL’s customers are Ford, GM, Volvo, Volkswagen, New Holland, Troller, and Valtra.
Focusing on Purchasing Activities to Reduce Waste
As an engine maker, MWM INTERNATIONAL uses more than 400 different bolts in its manufactur-
ing operations, which led to inefficient purchasing strategies for this commodity. Because bolts are
a standardized product, both the material and production processes are similar for the entire range of
existing bolts. Therefore, MWM INTERNATIONAL officials believed it was reasonable to expect a
linear relationship between the price of bolts and steel—the raw material from which they are made.
The relationship is expressed in a formula called linear price performance or LPP. This comparative
method evaluates price and measurement correlation in kilograms, linear meters, square meters, or
liters. LPP is calculated by dividing price per a measurement unit, as shown in the examples below.
price price
weight
= LPP or
length
= LPP
Company leaders surmised that finding a way to optimize the organization’s purchasing processes for
engine bolts would reduce the LPP, thus lowering costs and reducing waste.
This Six Sigma improvement project was identified as a result of the company’s culture of continu-
ous improvement, whereby MWM INTERNATIONAL officials consistently pursue opportunities to
develop n ...
Selling people on the idea that analytics can be a catalyst for creative freedom isn't easy. We have been doing analytics in the "creative" environment of a communications agency for a while and whenever analytics and creative are thrown in the mix together the natural instinct is a right brain, left brain power struggle. Happily, we have found ways for analytics to help partner with the creative teams and the sparks created are usually bigger and richer ideas.
Oplægget blev holdt ved InfinIT-arrangementet "Kan usability-arbejde virkelig betale sig?" der blev afholdt den 25. september 2013. Læs mere om arrangementet her: http://infinit.dk/dk/hvad_kan_vi_goere_for_dig/viden/reportager/kan_usability-arbejde_virkelig_betale_sig-.htm
Understand what value can be gained by using simulation-based predictive analytics for supply chain, distribution center, logistics and warehouse design, operations, and improvement
Metis Automation specialise in designing and implementing advanced connected manufacturing systems. Our proven software products allow your project to be delivered efficiently, with assurance that your investment is a success.https://www.metisautomation.co.uk
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
Making the Case for QualityProcess Management Approach R.docxcroysierkathey
Making the Case for Quality
Process Management Approach
Reduces Scrap, Saves Alcoa Millions
• A team at Alcoa Power
and Propulsion sought
to improve product
quality, reduce waste and
inefficiency, and cut costs.
• To achieve these goals,
the team developed
and implemented a
structured process
management approach
across the business unit.
• By defining and then
standardizing key
processes, the unit
minimized variation,
shared best practices, and
sustained improvements.
• The project improved
customer satisfaction,
reduced costs of poor
quality, and saved
millions of dollars.
• The team was named
a finalist in ASQ’s
2015 International
Team Excellence
Awards competition.
At a Glance . . .
As Alcoa Power and Propulsion sought to minimize manufacturing process waste,
inefficiency, and related expenses, two key findings caught the attention of the
business unit’s executive leadership team. Customer satisfaction surveys revealed
60 percent of respondents held an unfavorable or neutral opinion of the unit, while
at the same time, internal quality measures revealed the business unit recorded the
highest levels of scrap in the organization for the year. The findings represented
a significant opportunity, but improvement would require rapid deployment in a
methodical, deliberate, and sustainable manner.
About Alcoa Power and Propulsion
Alcoa Power and Propulsion (APP), a unit of New York City-based Alcoa Inc., is divided into three
segments: structural castings and special products, industrial gas turbine airfoils, and aerospace airfoils.
This business unit serves the defense, energy, aerospace, and industrial markets, where its products
are used in military and commercial aircraft engines as well as power-generation turbines. Additional
products and services include molds, hot isostatic pressings, specialty coatings and tools, as well as
machinery. APP operates 25 production facilities around the world, employing more than 9,000 people.
Working to Improve Processes
The APP leadership team discovered scrap and rework issues were resulting in high customer claims
and delivery issues, therefore they sought solutions for significant reductions to scrap levels to improve
delivery, rework, and customer satisfaction. In the past, substantial scrap level decreases were thought
to be unattainable because casting is a particularly complex process (see the sidebar, The Investment
Casting Process, for more details) with many sources of variation.
In late 2011, APP’s quality focus shifted toward sustainable and continuous process improvement,
particularly at nine of the unit’s super alloy foundries (five in the United States, three in Western
Europe, and one in Japan). While these foundries were the starting point for the initiative because
they recorded the highest levels of scrap, the ultimate goal for APP was to create a sustainable solu-
tion for deployment at the plant level by mid-2012. The rig ...
Making the Case for QualityOptimizing Purchasing Processes.docxinfantsuk
Making the Case for Quality
Optimizing Purchasing Processes
Saves $1 Million
• UsingtheDMAIC
method,aSixSigma
improvementteamat
MWMINTERNATIONAL
MotoresinBrazilimproved
thecompany’ssupplier
selectionprocess.
• KnownastheMoving
Forwardteam,thisgroup
appliedawidevariety
ofqualitytoolstoreduce
theprice/weightratiofor
bolts,akeycomponent
forthecompany’sdiesel
engineproducts.
• Bystreamliningprocesses,
reducingvariability,and
increasingefficiency,
theyearlongproject
helpedreduceengine
boltcostsby$1million.
• Theteamsharedits
successstorywitha
worldwideaudiencewhen
itparticipatedinthefinal
roundofcompetitioninthe
2009InternationalTeam
ExcellenceAwardProcess.
AtaGlance...
Often the simple things create the biggest impact. But could a change in purchasing processes for the
most basic manufacturing components, like bolts, actually lead to $1 million in savings, increased effi-
ciency, and reduced process variation? When a multidisciplinary Six Sigma improvement team tackles
the issue, the answer is a resounding yes!
About MWM INTERNATIONAL
MWM INTERNATIONAL Motores is a wholly-owned subsidiary of Navistar, a major worldwide
diesel engine manufacturer and current leader in diesel engine technology and development in Latin
America. Operations include a technology and business center in São Paulo, Brazil, as well as three
South American manufacturing sites—São Paulo; Canoas, Brazil; and Jesus Maria, Argentina.
The company’s engine products range from 2.5 to 9.3 liters and from 50 to 375 cv and serve a
wide range of markets in the vehicular, agricultural, industrial, and marine sectors. Among MWM
INTERNATIONAL’s customers are Ford, GM, Volvo, Volkswagen, New Holland, Troller, and Valtra.
Focusing on Purchasing Activities to Reduce Waste
As an engine maker, MWM INTERNATIONAL uses more than 400 different bolts in its manufactur-
ing operations, which led to inefficient purchasing strategies for this commodity. Because bolts are
a standardized product, both the material and production processes are similar for the entire range of
existing bolts. Therefore, MWM INTERNATIONAL officials believed it was reasonable to expect a
linear relationship between the price of bolts and steel—the raw material from which they are made.
The relationship is expressed in a formula called linear price performance or LPP. This comparative
method evaluates price and measurement correlation in kilograms, linear meters, square meters, or
liters. LPP is calculated by dividing price per a measurement unit, as shown in the examples below.
price price
weight
= LPP or
length
= LPP
Company leaders surmised that finding a way to optimize the organization’s purchasing processes for
engine bolts would reduce the LPP, thus lowering costs and reducing waste.
This Six Sigma improvement project was identified as a result of the company’s culture of continu-
ous improvement, whereby MWM INTERNATIONAL officials consistently pursue opportunities to
develop n ...
Selling people on the idea that analytics can be a catalyst for creative freedom isn't easy. We have been doing analytics in the "creative" environment of a communications agency for a while and whenever analytics and creative are thrown in the mix together the natural instinct is a right brain, left brain power struggle. Happily, we have found ways for analytics to help partner with the creative teams and the sparks created are usually bigger and richer ideas.
Oplægget blev holdt ved InfinIT-arrangementet "Kan usability-arbejde virkelig betale sig?" der blev afholdt den 25. september 2013. Læs mere om arrangementet her: http://infinit.dk/dk/hvad_kan_vi_goere_for_dig/viden/reportager/kan_usability-arbejde_virkelig_betale_sig-.htm
Understand what value can be gained by using simulation-based predictive analytics for supply chain, distribution center, logistics and warehouse design, operations, and improvement
Understand the value of simulation based predictive analytics for distribution center, supply chain, logistics, or warehouse design, operations and performance improvement
Intro to Data Analytics with Oscar's Director of ProductProduct School
The Director of Product at Oscar, Vasudev Vadlamudi, went over key types of quantitative analysis that B2C product managers use on the job including: funnels, cohorts, and a/b testing. For each one he looked into when and why they are used, and used examples.
As business owners and execs, as product managers and sales people, we are surrounded by big data. Yet, we have big questions about our customers that we still don't have the answers to. We know a lot about what people are doing but not really the underlying reasons why. To get at that why you need to leverage the power of SMALL data.
Clover Rings Up Digital Growth to Drive ExperimentationOptimizely
Clover's Digital Growth team is responsible for optimizing the merchant's digital experience and they rely on experimentation to guide digital decision-making. This enables them to quickly learn and measure what changes deliver the best outcomes for users.
Join us with Lead Product Manager of Growth, Monil Shah, to learn how Clover:
- Increased digital conversions amongst merchants with an investment in experimentation
- Grew experiment velocity by 4x after replacing Adobe Target
- Designed a framework to efficiently capture and prioritize test ideas, and roll out winners
Applying Six Sigma in Assessing Variation to Reduce Non Conforming Net Weight...ijtsrd
Nonconforming products and the desire to reduce variation in manufactured goods has been a major problem in the manufacturing sector. The aim of this study is to apply six sigma in assessing variation to reduce non conforming net weights of bar soaps in a local soap manufacturing enterprise. The Six Sigma DMAIC define, measure, analyze, improve, and control quality improvement methodology was used for this study and a Digital Electronic laboratory weighing balance 5000g 0.1g was used in weighing the various samples to obtain data for study, while Minitab software 20 was used in carry out all the analysis. From analysis, the population mean of the bar soap net weights was discovered to be within 67.3 and 68.4grams which is below the declared net weight of the product. Critical To Quality Characteristics CTQs were identified and improved upon and when deployed in the production process, improved the bar soap net weights population mean to 71.4 and 71.9grams. To check the final stability of the improved and prevailing net weights, the mean and standard deviation of the improved process was used to run a simulation study and the X bar ”“ S chart proved that if present conditions are maintained, the manufacturing process will churn out consistent bar soap net weights of 70 grams which will leave customers satisfied and also meet the regulatory requirement of NAFDAC. The study concluded that the Six Sigma is disciplined, focused and scientific problem solving technique, which uses statistical and non statistical tools integrated with methodology to bring down number of defects to 0 3.4 defects per million opportunities in any process and thus recommended for business and researchers who wish to improve their products and services. Akeni, O. C | Oboh, J. I | Emumena, S "Applying Six-Sigma in Assessing Variation to Reduce Non-Conforming Net-Weights of Bar Soaps in a Local Soap Manufacturing Enterprise" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd52190.pdf Paper URL: https://www.ijtsrd.com.com/engineering/mechanical-engineering/52190/applying-sixsigma-in-assessing-variation-to-reduce-nonconforming-netweights-of-bar-soaps-in-a-local-soap-manufacturing-enterprise/akeni-o-c
For many, SEO is a black box that doesn't open up easily to share with stakeholders, prioritise and understand the value to business. This session will share with you tactics on how to equate both overall SEO strategy and individual SEO tactics to business value.
PROJECT SUBJECT IMPLEMENTATING LEAN MANUFACTURING CONCEPTS WITH EMP.docxbfingarjcmc
PROJECT SUBJECT: IMPLEMENTATING LEAN MANUFACTURING CONCEPTS WITH EMPHASIS ON VALUE STREAM MAPPING IN JOB SHOP ENVIRONMENT
(MILLWORK/CABINETRY INDUSTRY)
ALL submissions are to be compliant to APA 6.0.
Here is a link to "What's new in 6.0:"
The APA style format must be used. See below
http://www.apastyle.org/manual/whats-new.aspx
and the best APA reference I have found online is the Purdue OWL at:
http://owl.english.purdue.edu/owl/resource/560/01/
It must be written in Standard English, be plagiarism free, be error free and meet all standards of graduate level writing.
Don’t use any copyright material without permission from the original writer / organization. Use 12 size font.
Margins:
All
pages of the project, including all preliminary pages, the body of the text and pages of the appendices, must conform to the following margin requirements:
·
Left margin, 1½ inches;
·
Right margin, 1 inch;
·
Bottom margin, 1¼ inches;
·
Top margin, 1¼
inches;
Conduct industry specific research into this project.
It must include
i) Introduction
ii) Abstract
iii) Review of Related Literature
iv) Methodology
v)
Results and Discussion
vi)
Summary, Conclusions, and Recommendations
vii) Appendices
References or Works Cited
: References or Works Cited are compiled according to the designated style manual (APA 6.0) and must include every source cited in the study, including material which has been adapted for use in tables and figures
.
It should be about 70 pages long and approximately 60000 to 70000 words including my work which is written below.
1) Introduction
A) Background:
During the last decades
t
he U.S. wood products and furniture manufacturing
industries have been greatly affected by
changing business environment ,
economic cycles, rising production and
transportation costs, changing buyer habits, and increasing global
competition.
In order to survive small businesses have to improve their productionperformance. A commonly applied philosophy to improve production performance is calledlean manufacturing. This method, derived from the Toyota Production System, eliminates waste, increase efficiency and effectiveness of processes while increasing the competitive strength and responsiveness of a company.
Lean management, allows companies to become more competitive and enhance the likelihood
of survival.
However, findings show that Lean awareness and its use in Wood product and Millwork industry is very limited
(Pirraglia et al., 2009)
. The group of
industry segments with the highest Lean awareness and Lean implementation status are
“engineered wood products”, “manufactured homes”, and “household furniture
manufacturing," as opposed to industry sub-segments such as “sawmill” and “Commercial Millwork and Cabinetry," which had lower Lean awareness and Lean implementation status
(Pirraglia et al., 2009)
because m
ost small manufactures have minute-by-minute changes to respond to customer change orders, ma.
The internet is becoming the world’s largest source of CO2 emissions. 560,000 agencies around the world make daily design decisions on behalf of their clients, directly impacting internet sustainability. By applying sustainability principles to the process of designing digital products and services, we can make better decisions on behalf of people and planet. Tim Frick outlines strategies to make sustainability an integral part of your product design and development. Also discussed, a design framework for sustainability and tactics to implement in day to day digital work to keep sustainability in the forefront of the process.
Mobility is an opportunity to reinvent your business. Innovate your product, process or business model with the help of mobile and tap into a whole new world of service offerings and revenue streams. Here are some companies that exemplify what we mean together with tangible tips on how you can reinvent your business through mobility.
IIBA London event at qBA North Highland on 6 Nov 2013Andrew Turner
IIBA London event, with talks titled "B Amazing - How to instil Quality, Creativity and Consistency" by David Baker and Nadia Khokhar, and "Different Thinking - How to create the opportunities to Go MAD (Make a Difference)" by Rob Huntington.
Before you can fix a problem, you must first see it. However, the longer you're in the same place, the more difficult it is to see the waste around you.
Taking a 'waste walk' is one way to make the waste visible again. A waste walk is more than just going to the gemba. It is a planned visit to where work is being performed to observe what's happening and to specifically look for waste.
Linda Dodge and Janell Vickers are Lean Six Sigma Black Belts from Catholic Health Partners (CHP). In a webinar hosted by MoreSteam, Linda and Janell shared their experiences utilizing Waste Walks in hospital settings and physician practices to help front line staff open their eyes to find the invisible waste.
These slides will show the following key points will be covered:
The key objectives of a waste walk
Finding your own 'waste eyes' and helping others to find theirs
How to use waste walks to engage employees in problem-solving and operational excellence
A map to conduct your own waste walk
More information:
www.blackberrycross.com
https://www.youtube.com/user/blackberryandcross
Slides from Webcast: Deploying Storytelling at Mercy Health
Stories are powerful change agents. How do you tell a story? How does your organization tell a story? What if we told a story the same way? What if goals were aligned on impactful work?
Join Joe Schultz to hear about Mercy Health's journey to tell stories in an impactful way using an A3 Storyteller. Over the past nine months, the Toledo and Lima regions have set upon a mission to use an A3 Storyteller that combines problem-solving elements from the healthcare industry (SBAR: Situation Background Assessment Recommendation, PDSA, and poster presentation style). Learn from the trials and tribulations that Mercy encountered during the phases of its deployment: assembling the team, designing the tool, piloting with one site, deploying across seven hospitals, and then setting up accountability structures for outcome monitoring.
In this session, the following key points will be covered:
The power of stories, standard work, and making it sticky
How to get senior leaders engaged
Create an A3 your way
Generate momentum around cascading goals / key performance indicators
Create communication strategy and roll-out plan
Create accountability structures and sustaining change
Learn more and download the slides of this webcast:
e-learning course on LEAN Methods:
http://bit.ly/lean-methods-bbcross
All copyrights to MoreSteam LLC. Used here with authorization by MoreSteam.
More Related Content
Similar to 8 WAYS TO BOOST BUSINESS WITH SMART DATA ANALYSIS: Minitab Insights Promo e-book
Understand the value of simulation based predictive analytics for distribution center, supply chain, logistics, or warehouse design, operations and performance improvement
Intro to Data Analytics with Oscar's Director of ProductProduct School
The Director of Product at Oscar, Vasudev Vadlamudi, went over key types of quantitative analysis that B2C product managers use on the job including: funnels, cohorts, and a/b testing. For each one he looked into when and why they are used, and used examples.
As business owners and execs, as product managers and sales people, we are surrounded by big data. Yet, we have big questions about our customers that we still don't have the answers to. We know a lot about what people are doing but not really the underlying reasons why. To get at that why you need to leverage the power of SMALL data.
Clover Rings Up Digital Growth to Drive ExperimentationOptimizely
Clover's Digital Growth team is responsible for optimizing the merchant's digital experience and they rely on experimentation to guide digital decision-making. This enables them to quickly learn and measure what changes deliver the best outcomes for users.
Join us with Lead Product Manager of Growth, Monil Shah, to learn how Clover:
- Increased digital conversions amongst merchants with an investment in experimentation
- Grew experiment velocity by 4x after replacing Adobe Target
- Designed a framework to efficiently capture and prioritize test ideas, and roll out winners
Applying Six Sigma in Assessing Variation to Reduce Non Conforming Net Weight...ijtsrd
Nonconforming products and the desire to reduce variation in manufactured goods has been a major problem in the manufacturing sector. The aim of this study is to apply six sigma in assessing variation to reduce non conforming net weights of bar soaps in a local soap manufacturing enterprise. The Six Sigma DMAIC define, measure, analyze, improve, and control quality improvement methodology was used for this study and a Digital Electronic laboratory weighing balance 5000g 0.1g was used in weighing the various samples to obtain data for study, while Minitab software 20 was used in carry out all the analysis. From analysis, the population mean of the bar soap net weights was discovered to be within 67.3 and 68.4grams which is below the declared net weight of the product. Critical To Quality Characteristics CTQs were identified and improved upon and when deployed in the production process, improved the bar soap net weights population mean to 71.4 and 71.9grams. To check the final stability of the improved and prevailing net weights, the mean and standard deviation of the improved process was used to run a simulation study and the X bar ”“ S chart proved that if present conditions are maintained, the manufacturing process will churn out consistent bar soap net weights of 70 grams which will leave customers satisfied and also meet the regulatory requirement of NAFDAC. The study concluded that the Six Sigma is disciplined, focused and scientific problem solving technique, which uses statistical and non statistical tools integrated with methodology to bring down number of defects to 0 3.4 defects per million opportunities in any process and thus recommended for business and researchers who wish to improve their products and services. Akeni, O. C | Oboh, J. I | Emumena, S "Applying Six-Sigma in Assessing Variation to Reduce Non-Conforming Net-Weights of Bar Soaps in a Local Soap Manufacturing Enterprise" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-3 , June 2023, URL: https://www.ijtsrd.com.com/papers/ijtsrd52190.pdf Paper URL: https://www.ijtsrd.com.com/engineering/mechanical-engineering/52190/applying-sixsigma-in-assessing-variation-to-reduce-nonconforming-netweights-of-bar-soaps-in-a-local-soap-manufacturing-enterprise/akeni-o-c
For many, SEO is a black box that doesn't open up easily to share with stakeholders, prioritise and understand the value to business. This session will share with you tactics on how to equate both overall SEO strategy and individual SEO tactics to business value.
PROJECT SUBJECT IMPLEMENTATING LEAN MANUFACTURING CONCEPTS WITH EMP.docxbfingarjcmc
PROJECT SUBJECT: IMPLEMENTATING LEAN MANUFACTURING CONCEPTS WITH EMPHASIS ON VALUE STREAM MAPPING IN JOB SHOP ENVIRONMENT
(MILLWORK/CABINETRY INDUSTRY)
ALL submissions are to be compliant to APA 6.0.
Here is a link to "What's new in 6.0:"
The APA style format must be used. See below
http://www.apastyle.org/manual/whats-new.aspx
and the best APA reference I have found online is the Purdue OWL at:
http://owl.english.purdue.edu/owl/resource/560/01/
It must be written in Standard English, be plagiarism free, be error free and meet all standards of graduate level writing.
Don’t use any copyright material without permission from the original writer / organization. Use 12 size font.
Margins:
All
pages of the project, including all preliminary pages, the body of the text and pages of the appendices, must conform to the following margin requirements:
·
Left margin, 1½ inches;
·
Right margin, 1 inch;
·
Bottom margin, 1¼ inches;
·
Top margin, 1¼
inches;
Conduct industry specific research into this project.
It must include
i) Introduction
ii) Abstract
iii) Review of Related Literature
iv) Methodology
v)
Results and Discussion
vi)
Summary, Conclusions, and Recommendations
vii) Appendices
References or Works Cited
: References or Works Cited are compiled according to the designated style manual (APA 6.0) and must include every source cited in the study, including material which has been adapted for use in tables and figures
.
It should be about 70 pages long and approximately 60000 to 70000 words including my work which is written below.
1) Introduction
A) Background:
During the last decades
t
he U.S. wood products and furniture manufacturing
industries have been greatly affected by
changing business environment ,
economic cycles, rising production and
transportation costs, changing buyer habits, and increasing global
competition.
In order to survive small businesses have to improve their productionperformance. A commonly applied philosophy to improve production performance is calledlean manufacturing. This method, derived from the Toyota Production System, eliminates waste, increase efficiency and effectiveness of processes while increasing the competitive strength and responsiveness of a company.
Lean management, allows companies to become more competitive and enhance the likelihood
of survival.
However, findings show that Lean awareness and its use in Wood product and Millwork industry is very limited
(Pirraglia et al., 2009)
. The group of
industry segments with the highest Lean awareness and Lean implementation status are
“engineered wood products”, “manufactured homes”, and “household furniture
manufacturing," as opposed to industry sub-segments such as “sawmill” and “Commercial Millwork and Cabinetry," which had lower Lean awareness and Lean implementation status
(Pirraglia et al., 2009)
because m
ost small manufactures have minute-by-minute changes to respond to customer change orders, ma.
The internet is becoming the world’s largest source of CO2 emissions. 560,000 agencies around the world make daily design decisions on behalf of their clients, directly impacting internet sustainability. By applying sustainability principles to the process of designing digital products and services, we can make better decisions on behalf of people and planet. Tim Frick outlines strategies to make sustainability an integral part of your product design and development. Also discussed, a design framework for sustainability and tactics to implement in day to day digital work to keep sustainability in the forefront of the process.
Mobility is an opportunity to reinvent your business. Innovate your product, process or business model with the help of mobile and tap into a whole new world of service offerings and revenue streams. Here are some companies that exemplify what we mean together with tangible tips on how you can reinvent your business through mobility.
IIBA London event at qBA North Highland on 6 Nov 2013Andrew Turner
IIBA London event, with talks titled "B Amazing - How to instil Quality, Creativity and Consistency" by David Baker and Nadia Khokhar, and "Different Thinking - How to create the opportunities to Go MAD (Make a Difference)" by Rob Huntington.
Before you can fix a problem, you must first see it. However, the longer you're in the same place, the more difficult it is to see the waste around you.
Taking a 'waste walk' is one way to make the waste visible again. A waste walk is more than just going to the gemba. It is a planned visit to where work is being performed to observe what's happening and to specifically look for waste.
Linda Dodge and Janell Vickers are Lean Six Sigma Black Belts from Catholic Health Partners (CHP). In a webinar hosted by MoreSteam, Linda and Janell shared their experiences utilizing Waste Walks in hospital settings and physician practices to help front line staff open their eyes to find the invisible waste.
These slides will show the following key points will be covered:
The key objectives of a waste walk
Finding your own 'waste eyes' and helping others to find theirs
How to use waste walks to engage employees in problem-solving and operational excellence
A map to conduct your own waste walk
More information:
www.blackberrycross.com
https://www.youtube.com/user/blackberryandcross
Slides from Webcast: Deploying Storytelling at Mercy Health
Stories are powerful change agents. How do you tell a story? How does your organization tell a story? What if we told a story the same way? What if goals were aligned on impactful work?
Join Joe Schultz to hear about Mercy Health's journey to tell stories in an impactful way using an A3 Storyteller. Over the past nine months, the Toledo and Lima regions have set upon a mission to use an A3 Storyteller that combines problem-solving elements from the healthcare industry (SBAR: Situation Background Assessment Recommendation, PDSA, and poster presentation style). Learn from the trials and tribulations that Mercy encountered during the phases of its deployment: assembling the team, designing the tool, piloting with one site, deploying across seven hospitals, and then setting up accountability structures for outcome monitoring.
In this session, the following key points will be covered:
The power of stories, standard work, and making it sticky
How to get senior leaders engaged
Create an A3 your way
Generate momentum around cascading goals / key performance indicators
Create communication strategy and roll-out plan
Create accountability structures and sustaining change
Learn more and download the slides of this webcast:
e-learning course on LEAN Methods:
http://bit.ly/lean-methods-bbcross
All copyrights to MoreSteam LLC. Used here with authorization by MoreSteam.
These slides are part of the Webcast:
A3 Reports: Polishing the Elevator Speech
"So, how's your project going? Hey, I only have 10 minutes, so can you just give me a quick update? No need to spend the time on the detail, just hit the highlights..."
Sound familiar? Maybe it's time for you to use the A3 Report, a Lean tool meant to identify and communicate the critical project information and to facilitate decision-making. The A3 has been widely adopted for use in toll gate project reviews, however, expanding its functionality beyond that realm and getting Belts to internalize 'A3 thinking' can be a formidable challenge.
About the webcast: one-hour Webcast led by Clopay's Tor Chamberlain on how his organization has made great strides in communication and transparency using the A3 Report. There's nothing scary about A3 Reports!
In this session, the following key points will be covered:
Types of projects most suitable for A3s: short-duration Kaizen activities and/or complex DMAIC projects
Use of A3 methodology to communicate effectively to different levels in the organization
Use of A3 methodology to identify and track LSS projects
How to coach A3 thinking
These material is property of MoreSteam LLC. Used with authorization.
Watch the webcast:
Learn more about A3:
www.moresteam.com
www.blackberrycross.com
From unicorns to race horses. Es el momento de Machine Learning para Excelenc...Blackberry&Cross
Desde Minitab Inc., nos llega este excelente contenido para mostrarnos la evolución del mundo digital y cómo sin ser experto en Phyton, C#, C u otros lenguajes, usted puede usar la tecnologia Minitab y elevar su desempeño empresarial a nuevos y mejores niveles.
#Minitabwebinar
Modern tool kit for process excellence, gracias a Minitab Inc.Blackberry&Cross
Del Webinar del mismo nombre, Minitab Inc., aliado de Blackberry&Cross desde 2004 para toda América Central, nos trae estas valiosas ideas sobre como combinar DMAIC con herramientas de Machine Learning.
Excelente contenido.
Descubra más sobre Minitab en http://minitab.blackberrycross.com
Machinelearning: The next step in manufacturing performance Blackberry&Cross
Minitab, nuestro aliado desde 2004, ha dado esta presentación sobre Aprendizaje Automático y aqui les compartimos el futuro.
Haga click, no tanto "code".
Este es un material proporcionado por Prezi.
Blackberry&Cross es aliado de Prezi Business, y queremos ayudarle a ser más exitoso en sus ventas, mercadeo y presentaciones.
Material en idioma portugués
Cpk: indispensable index or misleading measure? by PQ SystemsBlackberry&Cross
Capability analysis is a set of calculations used to assess whether a system is able to meet a set of requirements. Customers, engineers, or managers usually set the requirements, which can be specifications, goals, aims, or standards.
The primary reason for doing a capability analysis is to answer the question: Can we meet customer requirements? To be more specific: Can our system produce consistently within tolerances required by the customer now and in the future?
Capability analysis involves two entities: 1) the producer and 2) the consumer. The consumer sets the requirements and the producer must be able to meet the requirements.
PQ Systems and Blackberry&Cross are partners since 2006.
Visit: http://www.blackberrycross.com
Cpk indispensable index or misleading measure? by PQ SystemsBlackberry&Cross
Capability analysis is a set of calculations used to assess whether a system is able to meet a set of requirements. Customers, engineers, or managers usually set the requirements, which can be specifications, goals, aims, or standards.
The primary reason for doing a capability analysis is to answer the question: Can we meet customer requirements? To be more specific: Can our system produce consistently within tolerances required by the customer now and in the future?
Capability analysis involves two entities: 1) the producer and 2) the consumer. The consumer sets the requirements and the producer must be able to meet the requirements.
Read More.
PQ Systems is a partner of Blackberry&Cross, since 2006.
Visit: http://www.BBCross.com
BPM: Business Process Management con FIreStart BPM Suite de PrologicsBlackberry&Cross
Gracias a la alianza Prologics-Blackberry&Cross, usted puede participar de conferencias web, demostraciones y pruebas para implementar y desplegar BPM en su empresa.
Más información en www.BlackberryCross.com
Universidades, Colegios Técnicos, Secundarias académicas, pueden adquirir Snagit, Camtasia, Minitab, Companion y muchos otros software por medio de Blackberry&Cross. Precios especiales para el sector académico.
Minitab Power User: Destacar puntos para análisisBlackberry&Cross
El modo "destacado" en Minitab es una poderosa herramienta de visualización de datos, como parte del análisis.
Esta presentación (confeccionado por medio de TheBpr, en 18 segundos) le muestra los pasos.
Más información en www.blackberrycross.com
Four steps to an audit proof measurement system by PQ SystemsBlackberry&Cross
Cuatro pasos para lograr un sistema de medición a "prueba de balas".
Mejore sus sistema de medición, asegure su calidad.
Gracias a PQ Systems, aliado de Blackberry&Cross desde 2006.
Más información: http://www.blackberycross.com
Advertencia: esta presentación contiene videos incrustados que podría no estar disponibles en el formato que accede. Para poder ver los videos escriba a soporte@blackberrycross.com
Confeccione una catapulta económica y divertida para enseñar a sus estudiantes principios estadísticos, como DOE (Diseño de Experimentos), pruebas de hipótesis, regresión, ANOVA, entre otros. Inspirada en los artículos del Blog de Minitab, esta presentación de Blackberry&Cross se puede complementar con artículos y consejos prácticos disponibles en http://i4is.blackberrycross.com. Un juego ideal para profesores y estudiantes de cursos de estadística, ingeniería industrial, calidad y productividad, o programas LEAN Six Sigma.
Este artículo por parte de Minitab Inc., le ayuda a entender cómo mejorar los procesos de inspección.
Para conocer más sobre cómo usar Minitab Statistical Software en procesos de inspección, visite
http://minitab.blackberrycross.com
Advanced DOE with Minitab (presentation in Costa Rica)Blackberry&Cross
DOE:Diseño de Experimentos
Esta presentación fue dada por Minitab Inc., en Costa Rica, en el año 2007, como parte del trabajo de Blackberry&Cross, socio de Minitab Inc., para América Central, en la promoción y difusión de temas STEM, y de la comercialización de Minitab Statisitical Software.
Licenciamiento concurrente para reducir costos : un caso-ejemplo Blackberry&Cross
Su equipo de trabajo necesita software. Pero hay limitantes de presupuesto. Todos las tenemos.
Quizás es conveniente explorar cómo el licenciamiento concurrente puede ayudar a disminuir costos, y sobre todo inversión inicial. De esta forma, usted dota a sus equipos de las herramienta necesarias, y hace un mejor manejo del dinero a la vez.
Esta presentación invita a estudiantes de ingeniería industrial a revisar la necesidad de fortalecer, reforzar, varias destrezas técnicas en su carrera. Las destrezas mencionadas se derivan de investigaciones y evidencia empírica recolectada por Blackberry&Cross y SixSigmaCR.com entre 2005 y 2015 en América Central.
Esta presentación es sin fines de lucro y cuando se expone se debe contar con un expositor(a) certificado por Blackberry&Cross para poder elaborar.
Igualmente se realiza un #quiz para ilustrar a los estudiantes cómo está bien vivir al tanto de la cultura pop, deportiva o política, pero como también es fundamental conocer la obra, y su aplicación, de grandes personajes de la ingeniería de mejoramiento continuo y calidad.
Se adjuntan notas de descargo sobre uso de imágenes, derechos de marca y otros.
Water billing management system project report.pdfKamal Acharya
Our project entitled “Water Billing Management System” aims is to generate Water bill with all the charges and penalty. Manual system that is employed is extremely laborious and quite inadequate. It only makes the process more difficult and hard.
The aim of our project is to develop a system that is meant to partially computerize the work performed in the Water Board like generating monthly Water bill, record of consuming unit of water, store record of the customer and previous unpaid record.
We used HTML/PHP as front end and MYSQL as back end for developing our project. HTML is primarily a visual design environment. We can create a android application by designing the form and that make up the user interface. Adding android application code to the form and the objects such as buttons and text boxes on them and adding any required support code in additional modular.
MySQL is free open source database that facilitates the effective management of the databases by connecting them to the software. It is a stable ,reliable and the powerful solution with the advanced features and advantages which are as follows: Data Security.MySQL is free open source database that facilitates the effective management of the databases by connecting them to the software.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
6th International Conference on Machine Learning & Applications (CMLA 2024)ClaraZara1
6th International Conference on Machine Learning & Applications (CMLA 2024) will provide an excellent international forum for sharing knowledge and results in theory, methodology and applications of on Machine Learning & Applications.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
8 WAYS TO BOOST BUSINESS WITH SMART DATA ANALYSIS: Minitab Insights Promo e-book
1. www.minitab.com
8 WAYS TO BOOST BUSINESS
WITH SMART DATA ANALYSIS
SUCCESSFUL EXAMPLES TO INSPIRE PROJECT TEAMS
www.minitab.com
2. www.minitab.com
CONTENTS
Create a Data-Driven Culture
Increase Production
Meet Market Demand
Optimize Customer Service
Speed Regulatory Approval
Ensure Consistency
Save More Lives
Increase Sales
Looking for More Inspiration?
3. www.minitab.com
Crayola
Everyone knows the Crayola name
—they are the undisputed leaders in providing
crayons and other colorful items children use
to express their creativity. Far fewer recognize
the company’s commitment to meeting the
highest quality standards for the 2.2 billion
crayons they make every year. “We start with
the assumption that everything we do, we
can do better,” explains Gary Wapinski, vice
president of manufacturing.
Crayola’s data-driven approach began when
Pete Ruggiero, executive vice president of
global operations, went overseas in 2007. “I
opened a box of our crayons in a shop, and
some of the labels were coming off,” he re-
calls. “I said ‘We’ve got to get this fixed.’”
Create a Data-Driven Culture
The company did an elementary Six Sigma
project to resolve it, and its success prompted
Crayola to go further. An initial wave of Six
Sigma projects saved more than $1.5 million,
and 7 additional waves of green belts and 3
waves of black belts project have followed.
Crayola’s leadership provides the support
necessary to sustain a successful improvement
program. Executives are actively involved in
selecting and approving projects, and meet
regularly with project leaders to review their
progress. That top-level commitment helps
project teams see the importance of their work.
Many Crayola projects help the company de-
liver better crayons for kids. Crayola engineers
used Design of Experiments (DOE) tools to
4. www.minitab.com
study the breaking strength of cray-
ons, leading to new standards and
even the creation of a new crayon
break-testing machine. In the past,
“every time we tested a formula
change, we needed to break tens
of thousands of crayons to know
if we’d made a difference or not,”
says Bonnie Hall, vice president
for global quality and continuous
improvement. “Now it’s much faster
and easier to evaluate how strong
our crayons are.”
Sometimes data turns conventional
wisdom on its head. One project
improved production by reducing
the line speed. “A capacity study
showed that we got the same out-
put at a lower speed with half the
labor,” says Wapinski. “Running the
machine faster just introduced more
downtime and scrap.” And although
peoples’ work has changed, no one
at Crayola has lost a job because of a
quality project.
Data-driven improvement trans-
formed the way Crayola does
business, and benefits the entire
operation, Ruggiero says. “We’ve
moved our culture from ‘When you
have a problem, bury it,’ to ’We
have a problem and we need to
make it visible so we can solve it.’”
See the full case study
Using Minitab to analyze data has helped Crayola
develop new standards for assessing the strength
of its crayons, and ensuring that new colors and
creations meet strict quality requirements.
“Having an idea to make
something better is great—
but when you can prove it
with charts and graphs and
statistics, then you’ve got
the foundation to make a
change.”
—James Collins, manager of continuous
improvement and Six Sigma
5. www.minitab.com
Bridgestone
Bridgestone’s Costa Rica plant faced two
intertwined challenges: meeting regulatory
requirements, and overcoming an equipment
issue that throttled production levels.
The plant had two types of machines for
making tread: one that extruded tread in a
single piece, and another that made tread
by extruding many small ribbons. The rib-
bon-tread machine required multiple steps
and involved complicated variables such as
feed rate and increments width. What’s more,
tires created with it had failed to meet stan-
dards. As a result, the ribbon-tread machine
was under-used, which created a bottleneck.
A project team set out to identify factors
critical to the quality of the ribbon-tread
machine’s output, find optimal settings for
those factors, and develop a model for using
the machine to produce more high-quality
tires with more speed. But testing tires is a
Increase Production
destructive and expensive process, so the
team needed to evaluate the factors in as few
experimental runs as possible.
After evaluating many potential variables, they
prioritized four factors for further investiga-
tion. Then they used the statistical method
called Design of Experiments to quickly and
efficiently gather enough data for reliable
results without wasting time and resources.
Their designed experiment involved produc-
ing 16 tires using different factor settings, and
putting them through the certification tests.
The results showed that all four factors, and
the interactions between them, significantly
affected the test results. The team used
that data to redesign how they used the
ribbon-tread machine. They forecast how
different variable settings would affect the
performance of a tire made with the resulting
ribbon-tread, and then fine-tuned those
6. www.minitab.com
settings to obtain the best possible
results.
The new model was tried first on a
tire size that had proven particular-
ly challenging. The team used the
model to determine optimal factor
settings, then made some tires
and tested them. To validate the
results, they performed capability
analysis to verify the production
process could meet the required
specifications. They also created
a before-and-after control chart,
which revealed how dramatically
the new model improved the tire’s
performance in certification tests.
Use of the new model soon was
expanded to other tire sizes.
Being able to make more tread
means the plant can make more
tires. The project increased pro-
duction at the Costa Rica facility,
saving hundreds of thousands of
dollars and resulting in more than
$2 million in opportunity costs. But
the benefits go beyond the bot-
tom line, points out project leader
Kenneth Quiros. “Even projects
with small savings can have a large
impact on a company. Now, when
issues come up, people around
the plant ask, ‘How can we use
statistics to solve these problems?’”
See the full case study
“Now, when issues come
up, people around the
plant ask, ‘How can we
use statistics to solve these
problems?’”
—Kenneth Quirós Acuña, Six Sigma
Black Belt
The contour plot made it easy for the team to explore
the relationship between their ribbon-tread variables
and the diameter of the finished tires.
7. www.minitab.com
AB InBev
ANHEUSER-BUSCH INBEV OFFERS MORE
than 200 brands of beer in addition to
their world-famous Budweiser beers.
But producing this variety brought chal-
lenges, and planned downtime activi-
ties—such as line start-ups and brand
changes needed to produce all these
beverages—affected the bottom line.
So a project team with members from
every level of the business set out to
reduce downtime by 30% and costs by
$200,000.
To find the root causes, the team
mapped the downtime process in great
detail. They recorded the time it took
workers to complete even the smallest
actions, such as putting their gloves on
and getting their tools.
Meet Market Demand
To make sense of all this data, they
used Pareto charts to identify the big-
gest causes of downtime, histograms
to understand process behavior, and
control charts and other graphs to
compare multiple shifts and breweries.
Using hypothesis testing, they found
significant differences in how different
shifts handled the downtime process.
The team brainstormed ideas, mapped
them to the root causes, and rated
them for impact.
Their final solutions included opti-
mizing the conversion process by
streamlining and automating tasks,
which reduced a 30-page downtime
procedure to a 1-page checklist.
8. www.minitab.com
They also delivered consistent
training to line operators, and
added an LED timer on the floor
to provide accurate downtime
feedback and create a sense of
urgency.
Implementing the improved
procedures on a trial basis sur-
passed expectations, reducing
planned downtime by 34% and
saving more than $430,000.
Shorter downtimes also required
less energy, providing additional
savings. The team also saw
a nearly 40% improvement
in the time it took to resume
production.
When the team created a con-
version toolkit for other facilities
to adopt, operators embraced
the time-saving steps and gave
the toolkit’s effectiveness an
average rating of 4.85 out of 5.
The toolkit has since been
applied to tens of thousands
of processes at more than 180
facilities worldwide.
Analyzing data with Minitab
made a lasting impact on
ABInBev’s ability to affordably
produce the wide variety of
beers customers want.
Based on ABInBev’s presentation in ASQ’s
2014 International Team Excellence
Award competition.
See full case study
Analyzing data with Minitab
made a lasting impact on
ABInBev’s ability to affordably
produce the wide variety of
beers customers want.
The team used Minitab boxplots and other graphs to
visualize differences in how various shifts performed
brand changes.
Minitab control charts were
used to establish limits and
ensure results were sustained
in the future.
▶
9. www.minitab.com
Edward Jones
EDWARD JONES KNOWS A THING OR
two about high-quality customer service.
Clients who call their service center receive
timely, accurate, and professional respons-
es that are friendly and customized to
them. But a rapidly increasing volume of
calls created a challenge: how could ser-
vice associates meet these demands while
maintaining, or even surpassing, their high
service standards?
Rod Toro, Master Black Belt and business
process improvement manager, used data
analysis to meet that challenge. He and
his team set out to improve all aspects of
a call—from training new associates, to
each phase of the call, and any after-call
work. But considering the entire process
meant many different factors needed to be
considered.
Optimize Customer Service
Enter Minitab’s Design of Experiments
(DOE) tools. A DOE is a series of experi-
mental runs that provide insight into how
multiple factors affect an outcome. Teams
can change more than one factor at a
time, and then use statistics to identify
and set optimal levels of the important
ones. DOE is common in manufacturing,
but Toro realized he could also apply it to
service processes.
The team selected four key factors—asso-
ciate rating, after-call work, shift hours, and
training hours—and designed an experi-
ment using Minitab. After collecting their
data, they used Minitab to analyze it and
find the best mix of these factors.
At the start of the project, all associates
were trained on multiple skills, and all
skills received the same staffing priority.
10. www.minitab.com
The results of the designed
experiment indicated that
cross-training associates on all
skills was actually a detriment.
“Allowing them to focus on
their best skills enabled them
to perform better,” says Toro.
“This was our ‘Aha’ moment. By
assigning the right person to
the right skills, we’re reducing
average handle time and there-
by improving average speed to
answer, and the overall custom-
er experience.”
Assigning associates with
certain skills to the most ap-
propriate areas increased the
service center team’s capacity
by over 10 percent, and also
improved metrics including
average handling time, average
speed to answer, and how long
employees take to complete
after-call work.
The service associates are also
happier—not only can they
answer more calls in a workday,
but their workdays flow much
more smoothly. Many have
even found time to become
even more knowledgeable in
their subject areas.
“Rather than basing our im-
provements merely on intuition,
we’ve been much more suc-
cessful by using an approach
that’s more fact-based and
reliant on statistical analysis and
Lean Six Sigma,” Toro says.
See the full case study
“Rather than basing our
improvements merely on
intuition, we’ve been much
more successful by using
an approach that’s more
fact-based and reliant on
statistical analysis...”
—Rod Toro, Master Black Belt, Edward Jones
Main effects and interaction plots for their designed
experiment indicated that cross-training associates
so they were well-versed on all skills was actually a
detriment.
11. www.minitab.com
Boston Scientific
Before transferring production of
a diagnostic catheter to their facility in
Costa Rica, Boston Scientific needed to
prove that the catheters produced at the
new location were just as strong as those
from the original facility.
Although both facilities produced catheters
that met the 5-pound specification for
strength, inconsistencies in each facility’s
test settings raised concerns.
Both facilities measured strength by applying
increasing amounts of pressure to a catheter
held between two grips on a universal testing
machine. But the original facility’s catheter
was approved in an era when validation rules
were less stringent. The facility in Costa Rica,
which aligned with modern American Society
for Testing and Materials standards, used a
different distance between the two grips that
hold the catheter.
Speed Regulatory Approval
To get regulatory approval, the company
needed to demonstrate that the differ-
ent distance between the two grips did
not compromise the tests. Otherwise, a
time-consuming and costly test method
validation process might be required.
The project team decided to compare
the results of the original test settings
with those produced under more current
ASTM testing standards. Their goal was to
prove conclusively that the altered testing
process did not impact the demonstrated
strength of the pull wire. If this could be
shown to the regulators’ satisfaction, the
Costa Rica facility would reduce both the
amount of time and the number of test
catheters needed to complete test method
validation.
The statistical results demonstrated that
both facilities’ test settings produced
12. www.minitab.com
equally strong catheters, and
the data they collected showed
that both sets of catheters
met the 5-pound regulatory
minimum.
Based on the results, regulators
agreed that Boston Scientific
could adapt the catheter test
method validation by leveraging
its ASTM standard, with abso-
lute confidence that the new
pull-wire tension strength would
continue to meet the standards
set by the original manufacturer.
The reduced time spent on test
method validation slashed costs,
while allowing Boston Scientific
to meet project deadlines and
move on to the next phase of
regulatory approvals.
Manufacturing engineer
German Vindas estimates that
using statistical tools reduced
the timeline for transferring
catheter production by about a
month. “With Minitab, the pro-
cess was very straightforward,”
he says. “It saved us lots of time
and money, and the project was
able to continue on schedule.”
See the full case study
The reduced time spent
on test method validation
slashed costs, and allowed
Boston Scientific to meet
project deadlines
The team’s DOE analysis found average pull strength
was affected by two main factors—and an interaction
between them.
A contour plot showed the ideal temperature settings
needed to ensure the pouches had strong seals.
13. www.minitab.com
Burley
Burley is known for bicycle trailers
that set the standard for safety, durability and
design. So when disparities arose between
inspectors at Burley’s U.S. headquarters
and inspectors at a Chinese manufacturing
partner, quality manager Mary Craighead
needed to make sure all of Burley’s inspectors
were flagging defects appropriately and
consistently.
When different inspectors treat a potential
defect differently, inspection results are un-
predictable and can vary widely. Individual
evaluators also may be inconsistent in their own
judgments, passing a part today they might
reject tomorrow. Both situations increase the
risk of a defective product reaching a buyer.
The company needed to understand exactly
where different inspectors weren’t in sync,
Ensure Consistency
and how far apart they were. Craighead
performed an attribute agreement analysis,
a statistical method that evaluates how con-
sistently appraisers rate items. This analysis
can confirm that appraisers judge items very
consistently. Alternatively, it can reveal if some
inspectors make very different judgments
than others, or that individual evaluators do
not always rate the same item the same way.
Craighead selected four sample trailer
covers that met the company standard, and
six that failed. Then four inspectors from
each facility—two experienced, and two
new—evaluated each cover twice, in two
randomized sessions. The results verified
that the evaluators were not judging items
the same way. The overall accuracy percent-
age was just under 60%, and parity between
inspectors wasn’t what it needed to be.
14. www.minitab.com
By revealing where the evalua-
tions had great variation, the re-
sults pinpointed where the team
could make improvements.
This enabled the company to
develop clearer standards for
those defects, and train inspec-
tors to treat the same defects
consistently.
Based on the analysis, Burley
revised its inspection standards
and added a color-coded risk
and action matrix based on
acceptable quality levels. The
company also standardized
training for inspectors at all
facilities, creating a new visual
guide that depicts defects
and classifies their severity. A
subsequent analysis confirmed
the effectiveness of these
improvements.
More consistent assessments
help Burley’s bottom line
by reducing scrap rates and
unnecessary rework. Even
more important, the improved
inspection process helps ensure
that Burley’s reputation for out-
standing quality and durability
remains strong.
See the full case study
“We were able to identify
where the evaluations had
great variation, look closely
at those types of defects,
and determine how to
make sure we were all
treating the same defects
consistently...”
—Mary Craighead, quality manager
Attribute Agreement Analysis shows how well appraisers
agree with each other and with established standards.
15. www.minitab.com
Cathay General Hospital
You’ll find many lifesaving techniques
in hospitals, but one method experts are
using might surprise you: data analysis.
Consider the case of a project team at
Cathay General Hospital in Taiwan, which
sought to optimize its process for treating
heart-attack victims.
The recommended treatment is angioplasty
within 90 minutes of arrival. This involves
inserting a small balloon inside the blocked
blood vessel with a catheter. Inflating the
balloon at the site of the blockage enables
blood flow to resume.
Minimizing the time between a patient’s
arrival and angioplasty—known as door-to-
balloon (D2B) time—maximizes the chance
for survival.
The team needed to evaluate each step of
the treatment process, which included an
Save More Lives
electrocardiogram, the wait time before the
operation, and the time required for balloon
inflation.
After verifying the precision of their mea-
surements and data collection methods, the
team analyzed D2B data from 40 cases that
occurred over a nine-month period.
To see how the D2B data fluctuated over
time and identify any unusual sources of
variation, they created an I-MR control chart.
This chart shows how the mean and variation
in the observations change, and flags un-
usual observations for further investigation.
A capability analysis to determine whether
their process could meet performance
specifications confirmed that the hospital’s
process needed improvement.
The team identified several steps where
efficiency could be enhanced, including
16. www.minitab.com
confirming the diagnosis, medi-
cating the patient, preparing for
the operation, transferring the
patient to the catheterization
laboratory, and inflating the
balloon.
They implemented changes such
as sending patients who arrive
with chest pain directly to an
electrocardiogram test, printing
treatment sheets automatically,
keeping heart-attack medication
packs in the emergency depart-
ment, contacting surgical staff
upon diagnosis, and prepackaging
necessary equipment in one box.
The team then collected data to
reevaluate the improved process.
They demonstrated that the
average D2B time dropped from
139.2 to 57.9 minutes—a 58.4%
improvement.
Patients now receive angioplasty
more quickly, which saves lives.
Moreover, the average hospital
stay for heart attack patients has
decreased by three days under
the improved process, and the
hospital has saved $4.4 million in
medical resources.
Applying data analysis to health
care doesn’t grab headlines
like an experimental surgery
might—but as more hospitals
use data analysis to make pro-
cedures better, faster, and safer,
its benefits will be seen every
day in the faces of patients
whose lives are saved.
See the Full Case Study
Average time to treatment
dropped from 139.2 to 57.9
minutes—a 58.4% improve-
ment—enabling doctors to
perform angioplasty more
quickly and save lives.
The I-MR control chart was used to see how the
D2B times fluctuated over a nine-month period and
identify any unusual sources of variation.
17. www.minitab.com
Quality improvement reaches far beyond
the walls of manufacturing plants. Buckman,
a global leader in the chemical industry,
trains their technical sales teams to use
statistical tools. As the sales associates use
their statistical knowledge to help pros-
pects and customers understand the value of
Buckman’s products and services, sales rise.
In a typical Lean Six Sigma deployment,
statistical tools are taught in the context of
working through a formal quality project.
But many associates would not benefit from
a full Lean Six Sigma course. “As we looked
at this expanded view, we realized that a
key group who should be taught these tools
were our sales associates,” explains Drew
Mohler, Lean Six Sigma black belt and se-
nior organizational development consultant.
These sales associates, who have
backgrounds in chemistry, biology, or
Increase Sales
Buckman
engineering, work directly with customers
to help them assess their processes and
look for improvement opportunities.
Mohler and his colleagues developed a
course for the sales associates that linked
appropriate statistical tools to each step of
the selling process:
• Gain knowledge of customer processes
• Plan, run, evaluate and sell new chemical
programs
• Manage ongoing chemical programs
• Solve problems within the account
The associates learned to use tools like con-
trol charts, hypothesis tests, and capability
analysis with practical examples. “The end
goal is to have our sales associates comfort-
able using practical statistical tools, so they’ll
be able to make better recommendations—
data-driven recommendations—to help our
customers,” notes Mohler.
18. www.minitab.com
Now analyzing customer data
is a key part the selling process.
“Using Buckman’s chemistry
solutions, our technical sales
teams work to make our cus-
tomers’ systems better,” Mohler
says. “In essence, they function
as process engineers for our
customers.”
For example, an associate
might run a trial to improve
the brightness of paper pro-
duced by a customer, collect
before-and-after data to assess
whether Buckman’s product has
made a difference, then use a
staged control chart to show the
product’s impact on the process.
Sales associates at Buckman
are improving conversion
rates—but more important,
they are delivering more value
for customers. “Because they’ve
done the statistical work behind
the scenes, they are better
prepared to explain the benefits
resulting from our products and
our customers see us as much
more knowledgeable about their
systems.”
See the full case study
“Because they’ve done the
statistical work behind the
scenes, they are better
prepared to explain the
benefits resulting from our
products, and our customers
see us as much more
knowledgeable about their
systems.”
—Drew Mohler, Lean Six Sigma black belt
and senior organizational development
consultant
Buckman uses control charts to facilitate conversations
with customers and demonstrate the value their solutions
provide.
19. www.minitab.com
More than 90% of Fortune 100 companies use Minitab solutions to improve the quality of
their products and processes.
3M
Accenture
Adidas
Adobe
Allianz
Amazon.com
American Express
Anheuser-Busch
Apple
Archer-Daniels Midland
Avon Products
Bank of China
BASF
Berkshire Hathaway
BHP Billiton
BMW
BP
Bridgestone
Canon, Inc.
Cartier
Chevron
Cisco Systems
Citigroup
Colgate-Palmolive
Credit Suisse
Daimler
Danone
Dell
Deutsche Telekom
DuPont
E.On AG
Electricité de France
Exxon Mobil
Fannie Mae
Ford Motor
GAP
General Electric
Gillette
Goodyear Tire & Rubber
Google
H.J. Heinz
Hitachi
Honda Motor
HSBC Holdings
Hyundai Motor
IBM
IKEA
ING Group
J.P. Morgan
John Deere & Co.
Kellogg’s
Kia Motors
Kimberly-Clark
Kroger
MasterCard
McDonald’s
McKesson
Medco Health Solutions
Mercedes-Benz
Metro
Microsoft
Mohawk Industries
Nestlé
Nike
Nissan Motor
Oracle
Panasonic
Pemex
Penske Automotive Group
PepsiCo
Petrobras
Peugeot S.A.
Pfizer
Pizza Hut
Procter & Gamble
R.R. Donnelley & Sons
Royal Dutch Shell
Saint-Gobain
Samsung Electronics
SAP AG
Siemens
Sony
Starbucks
Telefónica
Thomas Reuters
Tiffany & Co.
Toyota Motor
United Parcel Service
UnitedHealth Group
Veolia Environnement
Verizon Communications
Visa
Volkswagen
Walt Disney
Weyerhaeuser
Xerox
The world trusts Minitab for quality.
20. www.minitab.com
Get more out of Minitab!
Minitab is bringing together some of the brightest
minds in our field to help you master new skills,
deep dive into process transformation and innova-
tion, and enable you to connect with others who
are passionate about process improvement.
Attending these two days of learning, networking
and inspiration will provide you with greater
confidence to deliver results, new strategies to
improve quality, and the understanding to get
more out of Minitab and Companion by Minitab.
Who should attend?
If you are involved in improving products or
processes in your organization, the Minitab
Insights Conference 2017 is for you.
You can tailor the conference to meet your specific
goals by choosing from dozens of sessions on a
wide range of topics—all designed to expand your
ability to analyze and solve problems, whether
you’re an expert practitioner, just getting started,
or somewhere in between.
Hear from experts in quality
improvement.
Renowned quality improvement professionals will
share their perspectives, insight, and experience.
Expand your analytical skills.
Presenters will highlight effective ways to solve
problems by providing tutorials, tips and tricks,
and more.
Leverage the success of peers.
Case studies from a range of industries will
deliver valuable insight into how others are
approaching and meeting their quality improve-
ment challenges.
Experience the Minitab Lab.
Minitab experts will be on hand at the Minitab
Lab throughout the event. Test-drive our latest
products, get personalized demos, ask questions
and share your feedback.
Network, network, network!
The program is packed, but you’ll also have plenty
of time to meet informally with fellow attendees,
discuss common issues, and
build lasting
relationships
that will help
sustain you
long after the
conference
ends.
LOOKING FOR MORE INSPIRATION? JOIN US!
21. Minitab®
and the Minitab®
logo are all registered trademarks of Minitab, Inc., in the United
States and other countries. See minitab.com/legal/trademarks for more information.
Learn more at www.minitab.com or contact us at sales@minitab.com.
Insights 2017 Speakers
A stellar group of quality leaders will share their
experience and insights with you.
• Keynote Address: Peter Ruggerio, Executive
Vice President of Global Operations for Crayola
Ruggerio initiated Crayola’s data-driven approach
to solving problems, and the company has seen
tremendous benefits as a result.
• The Five Y’s: Rethinking the Right Response
Joel Smith, Dr Pepper Snapple Group
• Industry Examples of Binary Logistic Regression
Scott Sterbenz, Ford Motor Company
• Testing for Differences using Stages: Exploiting
Homogeneity in Time-Series Data
Rip Stauffer, Management Science and
Innovation, Inc.
• Mechanical Design Life and Capability
from Weibull Failure Analysis
Fred Eberle, Hi-Lex Controls
• Visualizing Your Analysis and the 7 Basic
Quality Tools
Thomas Rust, Autoliv
Presenters also include experts from Berry
Global, Flowserve, Phillips Statistical Consult-
ing, Rose-Hulman Institute of Technology, The
Surgical Lab, LLC, Titus Consulting, and Minitab’s
own experts in quality improvement and data
analysis.
See full details at www.minitab.com/insights2017
Registration
Registration is only $885 and early bird pricing is
available. Discounts also are available for groups of
three or more people from the same organization.
Venue and lodging
The Omni Chicago Hotel offers the only all-suite
luxury accommodations on Michigan Avenue, in the
heart of the city. A block of rooms has been reserved
at a special conference rate of $209 per night.
Reserve yours at tinyurl.com/insights-hotel
Previous attendees say...
“Minitab Insights delivered an incredible value for
the registration price. It was the best conference I
have attended in a number of years.”
“The event was well organized from beginning
to end. I met some amazing people…it felt great
to be surrounded by people working from a
shared love for improving the world around us
through process and product improvement.”
“Great conference—I got four key
insights that will keep me busy for a long time!”
“I attended numerous presentations over the two
days, learnt how to create Minitab macros, got
some great new ideas for Minitab analysis, and
met a lot of new people.”
“The greatest value of any conference I’ve
attended. I walked away with a greater
understanding of my challenges, some new
approaches, a few solutions, and expanded my
contacts for peer support.”