This document provides an overview of basic tools for analyzing processes and identifying root causes of issues. It describes brainstorming, including that it is used to generate unconstrained ideas in both the analyze and improve phases. Guidelines for effective brainstorming are outlined, such as establishing rules, individually writing down ideas before sharing, and using techniques like cause-and-effect diagrams to avoid groupthink. The document also notes that affinity diagrams can help organize the large number of ideas generated through brainstorming.
This document provides an overview of hypothesis testing basics and introduces related concepts. It discusses:
1) The difference between population parameters and sample statistics, and how samples are used to estimate populations.
2) Key terms like means, medians, standard deviations, and how samples provide statistic estimates of population parameters.
3) The Central Limit Theorem and how the distribution of sample means approaches normality as sample size increases.
4) Examples of applying hypothesis testing to compare processes and identify statistical differences in metrics like cycle time, accuracy, and quality of service.
The document provides information on analyzing processes to determine root causes of issues. It discusses an 8-step process that includes identifying performance gaps, determining root causes, developing countermeasures, and standardizing successful processes. Basic analysis tools covered are brainstorming, cause-and-effect diagrams, affinity diagrams, Pareto charts, and using Minitab. The tools help generate and organize ideas to identify potential root causes and improvements to address issues.
This document discusses rapid improvement events (RIEs) and quick improvement methods for processes. It describes:
1) RIEs as a facilitated event lasting 3-5 days where a cross-functional team makes rapid improvements to an identified process problem. Documentation is completed during the event.
2) Quick improvements called "Just Do Its" that can bypass analysis and implement low-risk, fast changes identified early in a project using basic tools.
3) The criteria for "Just Do Its" as having minimal costs, low risk, quick implementation within 1-2 weeks, and authority to make the changes. Control plans must still be implemented after quick improvements.
This document provides an overview of multiple regression analysis techniques. It begins with an introduction to multiple regression, explaining how it allows modeling of a dependent variable (Y) based on multiple independent variables (X1, X2, X3, etc). The document then outlines the basic steps for developing a multiple regression model, including visualizing relationships in the data, assessing correlation, generating a prediction equation, and validating the model. An example involving silver consumption in a production plant is presented to demonstrate these steps. The goal is to help readers understand how to identify correlation between variables, create mathematical models relating multiple inputs to an output, and evaluate models.
1) The document describes a training module on analysis of variance (ANOVA), a statistical technique for comparing means across multiple groups.
2) ANOVA can be used to determine if different methods, processes, or treatments result in different average outcomes, such as shipping costs across distribution centers.
3) The training module will provide conceptual understanding of ANOVA, teach how to design single-factor and two-factor experiments, and how to interpret ANOVA results including interactions and follow-up comparisons between groups.
This document provides an overview of the measure phase for a National Guard Black Belt training module. It outlines an 8-step process for measuring performance that includes defining problems, identifying gaps, setting targets, determining root causes, developing countermeasures, seeing results, and standardizing processes. Tools for the measure phase are listed, including process mapping, data collection plans, statistical analysis, and tollgate requirements. The tollgate requirements specify deliverables needed for the measure phase such as a value stream map, metrics, operational definitions, baseline statistics, and an estimate of financial and operational benefits.
This document provides information about standardized work processes. It begins with an overview of the 8-step CPI roadmap for process improvement. It then discusses standardized work techniques and tools that can be used to analyze and improve processes. The rest of the document uses an exercise where participants standardize the process of drawing a pig picture to demonstrate how to create a standardized work instruction document. It provides examples of standardized work forms like standard operation sheets that document the best way to complete a task or job through detailed steps and timing. The goal is to achieve consistency in processes to improve safety, quality, productivity and performance.
The document provides an overview of project management concepts and tools for a National Guard Black Belt training module. It discusses the define stage of the CPI roadmap, key drivers of project success, roles and expectations of a project manager, effective communication, and developing a communication plan. Templates are provided for a stakeholder analysis and communication plan to help project managers identify stakeholders, assess their level of influence and concerns, and develop targeted messaging. The overall aim is to help trainees understand project management responsibilities and optimize performance.
This document provides an overview of hypothesis testing basics and introduces related concepts. It discusses:
1) The difference between population parameters and sample statistics, and how samples are used to estimate populations.
2) Key terms like means, medians, standard deviations, and how samples provide statistic estimates of population parameters.
3) The Central Limit Theorem and how the distribution of sample means approaches normality as sample size increases.
4) Examples of applying hypothesis testing to compare processes and identify statistical differences in metrics like cycle time, accuracy, and quality of service.
The document provides information on analyzing processes to determine root causes of issues. It discusses an 8-step process that includes identifying performance gaps, determining root causes, developing countermeasures, and standardizing successful processes. Basic analysis tools covered are brainstorming, cause-and-effect diagrams, affinity diagrams, Pareto charts, and using Minitab. The tools help generate and organize ideas to identify potential root causes and improvements to address issues.
This document discusses rapid improvement events (RIEs) and quick improvement methods for processes. It describes:
1) RIEs as a facilitated event lasting 3-5 days where a cross-functional team makes rapid improvements to an identified process problem. Documentation is completed during the event.
2) Quick improvements called "Just Do Its" that can bypass analysis and implement low-risk, fast changes identified early in a project using basic tools.
3) The criteria for "Just Do Its" as having minimal costs, low risk, quick implementation within 1-2 weeks, and authority to make the changes. Control plans must still be implemented after quick improvements.
This document provides an overview of multiple regression analysis techniques. It begins with an introduction to multiple regression, explaining how it allows modeling of a dependent variable (Y) based on multiple independent variables (X1, X2, X3, etc). The document then outlines the basic steps for developing a multiple regression model, including visualizing relationships in the data, assessing correlation, generating a prediction equation, and validating the model. An example involving silver consumption in a production plant is presented to demonstrate these steps. The goal is to help readers understand how to identify correlation between variables, create mathematical models relating multiple inputs to an output, and evaluate models.
1) The document describes a training module on analysis of variance (ANOVA), a statistical technique for comparing means across multiple groups.
2) ANOVA can be used to determine if different methods, processes, or treatments result in different average outcomes, such as shipping costs across distribution centers.
3) The training module will provide conceptual understanding of ANOVA, teach how to design single-factor and two-factor experiments, and how to interpret ANOVA results including interactions and follow-up comparisons between groups.
This document provides an overview of the measure phase for a National Guard Black Belt training module. It outlines an 8-step process for measuring performance that includes defining problems, identifying gaps, setting targets, determining root causes, developing countermeasures, seeing results, and standardizing processes. Tools for the measure phase are listed, including process mapping, data collection plans, statistical analysis, and tollgate requirements. The tollgate requirements specify deliverables needed for the measure phase such as a value stream map, metrics, operational definitions, baseline statistics, and an estimate of financial and operational benefits.
This document provides information about standardized work processes. It begins with an overview of the 8-step CPI roadmap for process improvement. It then discusses standardized work techniques and tools that can be used to analyze and improve processes. The rest of the document uses an exercise where participants standardize the process of drawing a pig picture to demonstrate how to create a standardized work instruction document. It provides examples of standardized work forms like standard operation sheets that document the best way to complete a task or job through detailed steps and timing. The goal is to achieve consistency in processes to improve safety, quality, productivity and performance.
The document provides an overview of project management concepts and tools for a National Guard Black Belt training module. It discusses the define stage of the CPI roadmap, key drivers of project success, roles and expectations of a project manager, effective communication, and developing a communication plan. Templates are provided for a stakeholder analysis and communication plan to help project managers identify stakeholders, assess their level of influence and concerns, and develop targeted messaging. The overall aim is to help trainees understand project management responsibilities and optimize performance.
This document discusses quick changeover techniques to improve process efficiency. It begins by outlining an 8-step process improvement methodology. It then defines changeover times and differentiates between traditional and continuous process improvement thinking regarding changeovers. The document explains that quick changeovers can decrease downtime and waste, allowing for increased flexibility through smaller batch sizes. It provides steps to identify internal and external changeover activities, convert internal activities to external to reduce downtime, and further reduce all remaining activities through techniques like parallel operations and automation.
The document provides a table of contents for a National Guard Black Belt training module on continuous process improvement (CPI). It outlines the course schedule and content by week and phase, including modules on defining problems, measuring processes, analyzing data, improving processes, and controlling results. The training integrates Lean Six Sigma tools and methods and uses simulations and projects to teach CPI approaches.
This document provides an overview of simple linear regression modeling. It defines key regression terminology like independent and dependent variables. It explains how to visualize relationships between variables using scatter plots and how to calculate correlation coefficients. While correlation does not necessarily imply causation, regression can be used to generate prediction models. The document reviews best practices like planning data collection and model validation. It provides examples of applying regression in administrative, market research, and hospitality contexts.
The document provides guidance on using the Power Steering project tracking tool. It outlines how to access Power Steering, navigate the interface, update user profiles, and invite new users. Power Steering is used to track Department of Defense continuous process improvement projects, store associated templates and tools, and share best practices between projects. National Guard students who attend Black Belt training will receive login credentials to enter project details and updates.
This document provides information on the improve phase of the CPI roadmap for a National Guard Black Belt training module. It outlines an 8-step process for improvement that includes identifying performance gaps, determining root causes, developing and testing countermeasures, and standardizing successful processes. The document also lists activities and tools that can be used in the improve phase, as well as mandatory and recommended deliverables for the improve tollgate, such as a future state process map, implementation plan, pilot results, and storyboard.
This document discusses takt time, which is a key concept for understanding and improving processes. It defines takt time as the time required to produce components to meet customer demand. An example is provided to demonstrate how to calculate takt time using available operating time and customer requirements. The relationship between takt time and theoretical minimum staffing is explained. Finally, cycle time bar charts are introduced as a way to visualize production lines and identify opportunities for improvement by comparing operator cycle times to the takt time.
This document provides an overview of the Theory of Constraints (TOC). It defines key TOC concepts like constraints, throughput, inventory, operating expense, and the five focusing steps. It also explains tools like the drum-buffer-rope concept, Little's Law, takt time, and cycle time. An example shows how to identify the constraint in a process. The goal of TOC is to strengthen the weakest link in a system by first identifying and then improving the constraint.
This document provides an overview of basic design of experiments (DOE). It discusses how DOE is a more effective approach to experimentation than traditional trial and error or one-factor-at-a-time methods. The document reviews full and fractional factorial experimental designs and provides an example exercise involving optimization of a paper helicopter design through experimental testing. The overall goal is to introduce practitioners to DOE methodology and its benefits for process and product improvement.
This document provides an introduction to using Minitab statistical software. It outlines the Minitab layout, menus, and some basic tools. Specifically, it discusses the file, edit, data, calc, stat, and graph menus. It provides an example using the data and calculator tools to calculate total defects by summing defect columns. The goal is to familiarize users with navigating Minitab and using some common tools.
This document provides an overview of multi-generation project planning (MGPP). MGPPs allow organizations to plan related improvement projects over multiple generations or releases. They help manage scope, capture additional ideas, identify replication opportunities, and communicate how individual projects fit into the overall strategy. The benefits, elements, and an example of an MGPP to reduce Army medical mobilization lead times are described.
Here are the key steps in developing operational definitions:
1. Identify the factor or variable you want to measure
2. Write a draft definition in your own words
3. Review the definition with others to refine language and ensure common understanding
4. Finalize the definition and document it clearly for those collecting data
5. Periodically review definitions and refine as needed over time
Clear, precise operational definitions are essential to ensure consistent and accurate measurement. Taking the time up front to develop them pays off in the quality of the data collected and insights generated.
The document discusses roles and responsibilities in continuous process improvement (CPI). It describes the CPI deployment director as owning the deployment plan and communication plan. Project sponsors are responsible for the project charter and removing barriers. Process owners implement process changes. Black belts and green belts lead CPI projects under a master black belt. A DACI chart defines roles as drivers, approvers, contributors, and informers. CPI uses tollgates to approve project definitions, measures, analyses, improvements and controls.
The document discusses mistake proofing (Poka Yoke) techniques. It provides examples of mistake proofing devices used in various processes to prevent defects from occurring. The key steps in mistake proofing are to identify the defect, its root cause, and develop a device to prevent mistakes and signal errors. Mistake proofing aims to prevent defects at the source of production to improve quality and reduce waste from rework and inspection.
The document discusses process measurement and improvement techniques. It introduces an 8-step process for measuring performance, identifying issues, and improving processes. Key tools for measurement include process mapping, data collection plans, statistical analysis methods like measures of central tendency, control charts and process capability analysis. Learning objectives focus on understanding the importance of measurement in process improvement and applying statistical process control methods to understand common and special cause variation.
The document provides information on conducting a Failure Modes and Effects Analysis (FMEA) to identify potential failures, their causes and effects, and determine appropriate actions. It discusses when an FMEA should be used, the different types (system, design, process), how to link it to other Lean Six Sigma tools like SIPOC, process map and Cause & Effect matrix. The document outlines the FMEA procedure and provides an example of conducting an FMEA on the process of making coffee at the All Ranks Club to improve customer satisfaction.
This document provides requirements and templates for a project analyze tollgate. It lists mandatory and optional deliverables including root cause validation, cause and effect diagrams, failure mode and effects analysis, hypothesis testing summaries, and process constraint identification. Templates are provided for project charter, measure overview, Pareto analysis, and hypothesis testing. The document aims to guide black belts through requirements for certification at the analyze phase tollgate.
This document provides an overview of control charts for continuous data. It discusses control chart fundamentals like control limits and distinguishing between common and special cause variation. It introduces the X-bar and R chart used for variable data with subgroup sizes of 3-9. An example X-bar and R chart is presented using data on customer hold times. The document also covers the Individuals and Moving Range chart which can be used when the subgroup size is 1. Control chart assumptions and interpretation of control limits are explained.
AFSO21 is the Air Force's standardized approach to continuously improve processes through lean principles in order to increase productivity, equipment availability, response time, safety, and energy efficiency. It utilizes lean methodology including specifying value, identifying the value stream, establishing flow without waste, pursuing perfection, and engaging Airmen. The goal is to eliminate non-value added activities and waste through relentless process improvement.
The document provides an introduction to Six Sigma, defining it as a management philosophy that aims to reduce defects in processes. It discusses the Six Sigma definition and process, including the DMAIC and DMADV methodologies. It also outlines the roles of Green Belts, Black Belts, and Master Black Belts in executing Six Sigma projects and processes.
This document provides guidance on using statistical tests to determine which process inputs (X's) are critical and influence outcomes (Y's). It outlines common statistical tests for continuous and discrete data, including tests for normality, one-sample t-tests to compare a mean to a target, and one-sample sign tests to compare a median when data is not normal. Examples are provided to illustrate how to use Minitab to conduct these tests and interpret the results.
This document provides an overview of Project Management Deliverable 4D, which is to develop a project management plan. It lists the primary and secondary tools used, including developing a communication plan, creating a project schedule in Excel or MS Project, establishing team consensus, and facilitating effective meetings. The goals are to identify team members, interface with stakeholders, and develop a project plan with milestones and timelines to effectively manage the project.
This document provides a flowchart to guide users in selecting the appropriate hypothesis test based on the type of data (continuous or discrete variables), number of variables, assumptions of the data, and other factors. It outlines hypothesis test categories and provides decision trees to navigate through options for continuous and discrete dependent and independent variables, from parametric to non-parametric tests. It also includes sections on control charts and considerations for chart selection based on data type, subgroup size, and sampling versus census data.
This document discusses quick changeover techniques to improve process efficiency. It begins by outlining an 8-step process improvement methodology. It then defines changeover times and differentiates between traditional and continuous process improvement thinking regarding changeovers. The document explains that quick changeovers can decrease downtime and waste, allowing for increased flexibility through smaller batch sizes. It provides steps to identify internal and external changeover activities, convert internal activities to external to reduce downtime, and further reduce all remaining activities through techniques like parallel operations and automation.
The document provides a table of contents for a National Guard Black Belt training module on continuous process improvement (CPI). It outlines the course schedule and content by week and phase, including modules on defining problems, measuring processes, analyzing data, improving processes, and controlling results. The training integrates Lean Six Sigma tools and methods and uses simulations and projects to teach CPI approaches.
This document provides an overview of simple linear regression modeling. It defines key regression terminology like independent and dependent variables. It explains how to visualize relationships between variables using scatter plots and how to calculate correlation coefficients. While correlation does not necessarily imply causation, regression can be used to generate prediction models. The document reviews best practices like planning data collection and model validation. It provides examples of applying regression in administrative, market research, and hospitality contexts.
The document provides guidance on using the Power Steering project tracking tool. It outlines how to access Power Steering, navigate the interface, update user profiles, and invite new users. Power Steering is used to track Department of Defense continuous process improvement projects, store associated templates and tools, and share best practices between projects. National Guard students who attend Black Belt training will receive login credentials to enter project details and updates.
This document provides information on the improve phase of the CPI roadmap for a National Guard Black Belt training module. It outlines an 8-step process for improvement that includes identifying performance gaps, determining root causes, developing and testing countermeasures, and standardizing successful processes. The document also lists activities and tools that can be used in the improve phase, as well as mandatory and recommended deliverables for the improve tollgate, such as a future state process map, implementation plan, pilot results, and storyboard.
This document discusses takt time, which is a key concept for understanding and improving processes. It defines takt time as the time required to produce components to meet customer demand. An example is provided to demonstrate how to calculate takt time using available operating time and customer requirements. The relationship between takt time and theoretical minimum staffing is explained. Finally, cycle time bar charts are introduced as a way to visualize production lines and identify opportunities for improvement by comparing operator cycle times to the takt time.
This document provides an overview of the Theory of Constraints (TOC). It defines key TOC concepts like constraints, throughput, inventory, operating expense, and the five focusing steps. It also explains tools like the drum-buffer-rope concept, Little's Law, takt time, and cycle time. An example shows how to identify the constraint in a process. The goal of TOC is to strengthen the weakest link in a system by first identifying and then improving the constraint.
This document provides an overview of basic design of experiments (DOE). It discusses how DOE is a more effective approach to experimentation than traditional trial and error or one-factor-at-a-time methods. The document reviews full and fractional factorial experimental designs and provides an example exercise involving optimization of a paper helicopter design through experimental testing. The overall goal is to introduce practitioners to DOE methodology and its benefits for process and product improvement.
This document provides an introduction to using Minitab statistical software. It outlines the Minitab layout, menus, and some basic tools. Specifically, it discusses the file, edit, data, calc, stat, and graph menus. It provides an example using the data and calculator tools to calculate total defects by summing defect columns. The goal is to familiarize users with navigating Minitab and using some common tools.
This document provides an overview of multi-generation project planning (MGPP). MGPPs allow organizations to plan related improvement projects over multiple generations or releases. They help manage scope, capture additional ideas, identify replication opportunities, and communicate how individual projects fit into the overall strategy. The benefits, elements, and an example of an MGPP to reduce Army medical mobilization lead times are described.
Here are the key steps in developing operational definitions:
1. Identify the factor or variable you want to measure
2. Write a draft definition in your own words
3. Review the definition with others to refine language and ensure common understanding
4. Finalize the definition and document it clearly for those collecting data
5. Periodically review definitions and refine as needed over time
Clear, precise operational definitions are essential to ensure consistent and accurate measurement. Taking the time up front to develop them pays off in the quality of the data collected and insights generated.
The document discusses roles and responsibilities in continuous process improvement (CPI). It describes the CPI deployment director as owning the deployment plan and communication plan. Project sponsors are responsible for the project charter and removing barriers. Process owners implement process changes. Black belts and green belts lead CPI projects under a master black belt. A DACI chart defines roles as drivers, approvers, contributors, and informers. CPI uses tollgates to approve project definitions, measures, analyses, improvements and controls.
The document discusses mistake proofing (Poka Yoke) techniques. It provides examples of mistake proofing devices used in various processes to prevent defects from occurring. The key steps in mistake proofing are to identify the defect, its root cause, and develop a device to prevent mistakes and signal errors. Mistake proofing aims to prevent defects at the source of production to improve quality and reduce waste from rework and inspection.
The document discusses process measurement and improvement techniques. It introduces an 8-step process for measuring performance, identifying issues, and improving processes. Key tools for measurement include process mapping, data collection plans, statistical analysis methods like measures of central tendency, control charts and process capability analysis. Learning objectives focus on understanding the importance of measurement in process improvement and applying statistical process control methods to understand common and special cause variation.
The document provides information on conducting a Failure Modes and Effects Analysis (FMEA) to identify potential failures, their causes and effects, and determine appropriate actions. It discusses when an FMEA should be used, the different types (system, design, process), how to link it to other Lean Six Sigma tools like SIPOC, process map and Cause & Effect matrix. The document outlines the FMEA procedure and provides an example of conducting an FMEA on the process of making coffee at the All Ranks Club to improve customer satisfaction.
This document provides requirements and templates for a project analyze tollgate. It lists mandatory and optional deliverables including root cause validation, cause and effect diagrams, failure mode and effects analysis, hypothesis testing summaries, and process constraint identification. Templates are provided for project charter, measure overview, Pareto analysis, and hypothesis testing. The document aims to guide black belts through requirements for certification at the analyze phase tollgate.
This document provides an overview of control charts for continuous data. It discusses control chart fundamentals like control limits and distinguishing between common and special cause variation. It introduces the X-bar and R chart used for variable data with subgroup sizes of 3-9. An example X-bar and R chart is presented using data on customer hold times. The document also covers the Individuals and Moving Range chart which can be used when the subgroup size is 1. Control chart assumptions and interpretation of control limits are explained.
AFSO21 is the Air Force's standardized approach to continuously improve processes through lean principles in order to increase productivity, equipment availability, response time, safety, and energy efficiency. It utilizes lean methodology including specifying value, identifying the value stream, establishing flow without waste, pursuing perfection, and engaging Airmen. The goal is to eliminate non-value added activities and waste through relentless process improvement.
The document provides an introduction to Six Sigma, defining it as a management philosophy that aims to reduce defects in processes. It discusses the Six Sigma definition and process, including the DMAIC and DMADV methodologies. It also outlines the roles of Green Belts, Black Belts, and Master Black Belts in executing Six Sigma projects and processes.
This document provides guidance on using statistical tests to determine which process inputs (X's) are critical and influence outcomes (Y's). It outlines common statistical tests for continuous and discrete data, including tests for normality, one-sample t-tests to compare a mean to a target, and one-sample sign tests to compare a median when data is not normal. Examples are provided to illustrate how to use Minitab to conduct these tests and interpret the results.
This document provides an overview of Project Management Deliverable 4D, which is to develop a project management plan. It lists the primary and secondary tools used, including developing a communication plan, creating a project schedule in Excel or MS Project, establishing team consensus, and facilitating effective meetings. The goals are to identify team members, interface with stakeholders, and develop a project plan with milestones and timelines to effectively manage the project.
This document provides a flowchart to guide users in selecting the appropriate hypothesis test based on the type of data (continuous or discrete variables), number of variables, assumptions of the data, and other factors. It outlines hypothesis test categories and provides decision trees to navigate through options for continuous and discrete dependent and independent variables, from parametric to non-parametric tests. It also includes sections on control charts and considerations for chart selection based on data type, subgroup size, and sampling versus census data.
The document defines the key deliverables and tasks for a Six Sigma project, including defining customer needs, project boundaries and value, and developing a project management plan. It discusses developing a communication plan, timeline, and gaining team consensus for the project plan. It also covers assessing project support through stakeholder analysis, influence strategies, and addressing resistance from different personality types on the project team.
This document provides an overview of multiple regression analysis techniques. It begins with an introduction to multiple regression, explaining how it allows modeling of a dependent variable (Y) based on multiple independent variables (X1, X2, X3, etc). The document then outlines the basic steps for developing a multiple regression model, including visualizing relationships in the data, assessing correlation, generating a prediction equation, and validating the model. An example involving silver consumption in a production plant is presented to demonstrate these steps. The goal is to help readers understand how to identify correlation between variables, create mathematical models with multiple inputs, and examine a regression model.
The document discusses identifying root cause relationships as part of a quality improvement process. It explains that before developing solutions to identified root causes, their relationships to environmental concerns like climate change, conservation, and protecting resources must be examined. A relationship matrix tool is presented for mapping which environmental issues need consideration for each root cause when developing countermeasures. The objective is to ensure improvements also advance the organization's environmental performance.
This document provides an agenda and overview for a JEA Process Improvement Black Belt training on defining projects using the Six Sigma DMAIC methodology. It outlines the schedule and expectations for the define training week, including introducing the 15 deliverable format, methodology and tools for the define phase. It also covers emergency evacuation procedures and codes of conduct for the training.
This document defines the key deliverables and tasks for quantifying the value of a project. Deliverable 3D involves quantifying the project value by determining the benefits to customers and the organization. This includes calculating the cost of poor quality using baseline data and estimating savings. Project benefits are documented in the project benefit document and summarized in the project charter and final presentation.
The document discusses the process for identifying and selecting projects for black belts. It provides criteria for project selection such as the problem being related to key business issues and having organizational support. It also describes documenting potential projects with a project charter that includes details like the customer and process owner. Project ideas are evaluated based on their estimated financial impact and strategic importance to prioritize resources.
This document discusses quick changeover techniques to improve process efficiency. It begins by outlining an 8-step process improvement methodology. It then defines changeover times and differentiates between traditional and lean thinking regarding changeovers. The key steps to reducing changeover times are identified as separating internal and external changeover activities, converting internal activities to external where possible, and reducing all remaining activities through techniques like parallel operations and automation. The goal is to standardize and simplify changeovers to allow for smaller batch sizes and increased flexibility.
This document provides information about creating a cause and effect (XY) matrix to analyze processes. It discusses the steps to create a XY matrix, including identifying key customer requirements and process inputs, rating their importance and relationship, and calculating scores to determine which inputs have the largest impact on outputs. An example of using a XY matrix to improve customer satisfaction with coffee at an all ranks club is provided.
The document provides an overview of the Power Steering project tracking tool used by the National Guard for continuous process improvement projects. It describes how to access and navigate Power Steering, the roles and responsibilities of Black Belts in using it to track project progress, and how to invite new users. The learning objectives are to understand how to use Power Steering to navigate, track projects, and share best practices.
This document provides information about measuring process improvement for the National Guard Black Belt Training Module 15. It outlines an 8-step CPI roadmap for measurement, including defining the problem, identifying performance gaps, setting improvement targets, determining root causes, developing countermeasures, seeing results through countermeasures, confirming results, and standardizing successful processes. It also lists tools that can be used during the measurement process, such as process mapping, data collection plans, control charts, and process capability analysis. Finally, it outlines the mandatory and recommended deliverables required to pass the measure tollgate, including current state process maps, metrics, operational definitions, baseline statistics, estimated benefits, and barriers/risks.
This document provides an overview of simple linear regression modeling. It defines key regression terminology like independent and dependent variables. It explains how to visualize relationships between variables using scatter plots and how to calculate correlation coefficients. While correlation does not necessarily imply causation, regression can be used to generate prediction models. The document reviews best practices like planning data collection and model validation. It provides examples of applying regression in administrative, market research, and hospitality contexts.
This document provides information on the 8-step CPI Roadmap process for improvement projects and the requirements to pass through the "Improve" tollgate. The 8 steps are: 1) Validate the problem 2) Identify performance gaps 3) Set improvement targets 4) Determine root cause 5) Develop countermeasures 6) See countermeasures through 7) Confirm results 8) Standardize successful processes. The tollgate requirements include delivering a solution prioritization, future state process map, implementation plan, pilot plan and results, process capability analysis, control charts, storyboard and barriers/risks identification.
The document outlines the requirements for Black Belt Certification, which are:
1) Class attendance at all training sessions.
2) Completion and submission of workbooks from each training session for approval.
3) Passing a test with a 70% or higher after each training session. Students can retake tests if failed initially.
4) Successfully completing a tool usage exercise within 4 weeks demonstrating tools learned, scoring a minimum of 70%. Students can retake the exercise.
5) Successful completion of two Black Belt projects within timeframes, gaining approval at various stages.
The document discusses computer simulation as a tool for process improvement. It defines computer simulation as using a computer model to simulate a real system. The basic steps for computer simulation are: 1) define the problem, 2) map the process, 3) define inputs, 4) build the model, 5) validate the model, 6) perform simulations, 7) interpret results, and 8) recommend and document solutions. Reasons for using simulation include testing changes without risk or time constraints, understanding bottlenecks, and validating expected improvements. Simulation should not be used without proper training or understanding, or when simpler methods can achieve the goal.
This document provides an overview of hypothesis testing basics and confidence intervals. It discusses key concepts such as population parameters versus sample statistics, the central limit theorem, and variability of means. It also covers confidence intervals when the population standard deviation is known and unknown. Examples are provided to demonstrate how to calculate confidence intervals for the mean. The goal is to introduce statistical tests and understand how sample sizes influence results.
This document provides information about creating a cause and effect (XY) matrix for process improvement. It discusses the steps to create a XY matrix, including identifying key customer requirements and process inputs, rating their importance and relationship, and calculating scores to determine which inputs have the largest impact on outputs. An example is provided about using a XY matrix to identify which factors most affect customer satisfaction with coffee at an all ranks club.
This document discusses tools and methods for assessing risk in projects. It introduces risk assessment and explains that risk management proactively identifies, assesses, and mitigates risks throughout a project. Several tools are described for assessing risk, including a risk standards matrix, risk identification matrix, and controls assessment matrix. The risk standards matrix prompts consideration of how a project may impact various areas. The risk identification matrix involves brainstorming risks, prioritizing their potential impact and likelihood, and focusing on high impact/likelihood risks. The controls assessment matrix identifies controls to mitigate high priority risks and ensures controls are sufficient.
This document discusses visual management techniques used in lean processes. It begins by outlining an 8-step process for improvement and listing common lean tools. It then defines visual management as using visual displays and controls to provide immediate information to guide decisions and work. Examples of visual management in industries and workplaces are presented, such as andon boards, color coding, lines of visibility, and kanban cards. The power of visual cues through various indicators, organization, and displays is explored.
This document outlines the define phase of an 8-step continuous process improvement (CPI) roadmap. The define phase includes activities like identifying problems, validating the problem statement, establishing strategic alignment, gathering customer input, and creating a goal statement. It also lists required deliverables for the define tollgate, such as a problem statement, goal statement, project scope, timeline, and high-level process map. The document provides an overview of the key elements and documentation needed to properly define a CPI project.
The document provides information about selecting solutions for process improvement projects. It discusses an 8-step problem solving process and lists tools that can be used, including brainstorming, process mapping, and selection matrices. The objectives are to understand idea generation principles, apply brainstorming tools, and use methods to select improvement ideas. Sources of solutions are identified, such as root causes, best practices, and past projects. Guidelines are given for generating many ideas through techniques like brainstorming and building on others' suggestions. Rules for effective brainstorming include allowing ideas without criticism and focusing on quantity over quality initially.
NG BB 53 Process Control [Compatibility Mode]Leanleaders.org
This document provides an overview of process control concepts and tools. It discusses an 8-step process for process improvement that includes control. Control plans are important to ensure improved processes remain stable. Measurement systems should be analyzed and process capability recalculated during control. Cultural issues can impact control and force field analysis can identify drivers and restraints. Standard operating procedures, control charts, and mistake proofing are discussed as control mechanisms.
This document outlines the 8-step process and tollgate requirements for the Control phase of a National Guard Black Belt training module on continuous process improvement. The 8-step process includes validating problems, identifying performance gaps, setting improvement targets, determining root causes, developing countermeasures, seeing results through key performance indicators, confirming results, and standardizing successful processes. Tollgate requirements for the Control phase mandate updating benefits, standardizing processes, establishing process owner accountability, achieving results, implementing control plans, and creating a storyboard summary.
NG BB 23 Measurement System Analysis - IntroductionLeanleaders.org
This document discusses measurement system analysis (MSA) and evaluating measurement systems to ensure reliable data collection for process improvement efforts. It introduces the eight-step CPI roadmap and explains why accurate measurements are important. Sources of variation are described, including repeatability, reproducibility, and bias. Conducting a gage R&R study to quantify measurement system variation is recommended so that variation due to the measurement process can be distinguished from natural process variation. The goal is to eliminate measurement system variation and rely on data to make good decisions about process performance and improvement opportunities.
NG BB 25 Measurement System Analysis - AttributeLeanleaders.org
This document discusses measurement system analysis for attribute data. It explains that attribute or ordinal measurement systems use accept/reject criteria or ratings to determine quality levels. The Kappa and Kendall techniques can be used to evaluate attribute and ordinal measurement systems, respectively. These methods assess consistency between raters when classifying units. Having clear operational definitions is important for attribute measurements, as poor agreement between raters usually stems from unclear definitions. Failing to evaluate attribute measurement systems before using the data can lead to making flawed decisions if the system is inconsistent.
This document outlines a five-step methodology for business process improvement: 1) Define the improvement opportunity by clarifying expectations and process boundaries. 2) Collect available data through stakeholder interviews and process documentation. 3) Analyze the process to identify waste areas and root causes. 4) Develop solutions by generating alternatives and setting aggressive goals. 5) Implement improvements with a plan-do-check-adjust approach. The goal is to eliminate waste from processes through a disciplined, team-based approach and continuous improvement efforts.
This document provides an overview of process mapping using a SIPOC (Supplier, Input, Process, Output, Customer) chart. It discusses how to create a high-level SIPOC that defines the key steps in a process, identifies important inputs and suppliers, and lists the major outputs and customers. The SIPOC is presented as the first step in process mapping to help visualize the current process and identify areas for potential improvement. Examples of completed SIPOCs are also included to demonstrate how they can be used to identify metrics and scope a process improvement project.
The document outlines the Define, Measure, Analyze, Improve, and Control (DMAIC) process for a Lean Six Sigma project. It provides details on the key deliverables for the Define phase, including:
1) Define VOC, VOB, and CTQs to understand the customer problem and specifications;
2) Define the project boundaries and scope through a problem statement, process mapping, and project charter;
3) Quantify the project value by calculating the costs of poor quality;
4) Develop a project management plan identifying stakeholders, communication plans, milestones, and timelines.
This document appears to be a template for Lean event documentation. It includes sections for defining the problem and goals, documenting the current process, identifying areas for improvement, planning the new process, ensuring implementation of changes, and controlling the new process. The template provides guidance on the type of information, format, and level of detail needed for each section to fully capture the Lean event and ensure successful implementation and sustainability of improvements.
The document outlines the steps to complete Deliverable 2D - Define Project Boundaries, which includes drafting a problem statement, defining the project scope using tools like SIPOC and a project charter, and estimating benefits. It provides objectives for defining boundaries such as constructing a problem statement and goal statement. It also notes that aspects of other define deliverables may be reflected in the project charter.
This document appears to be a template for documenting a Lean event from start to finish. It includes sections for defining the problem and goals, analyzing the baseline process, planning and executing improvements during the event, and controlling the new process afterwards. The template provides guidance on including details such as metrics, stakeholders, process maps, plans for transitioning and training, and tools for ensuring the benefits are sustained long-term.
The document provides guidance for project tollgates, focusing presentations on satisfying 15 deliverables in each project phase and showing the logical thought process. Tollgate presentations should also list tasks and dates for the next phase, as well as barriers and assistance needed to complete the project on schedule. Projects are now performed using a standardized 15 deliverable format to guide tollgate reviews.
The document provides instructions for a team to design and launch a balsa wood airplane to hit a target representing a varmint from 12-20 feet away. The team must use the Six Sigma DMAIC process to develop the airplane and launching system, and document their work in a presentation. They will be scored on accuracy in hitting the target from different distances and involvement of all team members. Payments will be made depending on whether the plane hits the target in flight or after landing.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
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National Guard
Black Belt Training
Module 30
Basic Tools
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CPI Roadmap – Analyze
8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
Define Measure Analyze Improve Control
ACTIVITIES TOOLS
• Value Stream Analysis
• Identify Potential Root Causes • Process Constraint ID
• Reduce List of Potential Root • Takt Time Analysis
Causes • Cause and Effect Analysis
• Brainstorming
• Confirm Root Cause to Output
• 5 Whys
Relationship
• Affinity Diagram
• Estimate Impact of Root Causes • Pareto
on Key Outputs • Cause and Effect Matrix
• FMEA
• Prioritize Root Causes
• Hypothesis Tests
• Complete Analyze Tollgate • ANOVA
• Chi Square
• Simple and Multiple
Regression
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO
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Learning Objectives
Generate ideas to help determine root causes and
improve our processes
Organize ideas so we can understand them
Prioritize ideas so that we can get the most leverage
from them
Use Minitab for some of these tools
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Generating, Organizing and Assessing Ideas
The basic tools covered in this section center around
idea generation as well as organizing and assessing
those ideas
We use these tools to generate ideas to help us
determine the potential root causes (Xs) that are
impacting the output (Y) of our process
We may also need to use some of these same tools
to generate improvement ideas later after critical
causes have been identified
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Application Examples
Information Technology – CPU usage is too high
at peak times. The IT manager needs to investigate
how to increase capacity and/or shift usage
Transportation – Team wants to explore creative
ways to reduce shipping costs
Recruiting – Manager needs to determine why cycle
time to hire federal technicians is so long
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Basic Tools
Force-Field
Analysis Affinity Diagrams
Goal
Casing Defect Tracking
Defect Mon. Tue. Wed. Thurs. Fri. Week Total % of Total
Scratch ll lll ll lll llll 14 67%
Dent l l l 3 14%
Chip l l l 3 14%
Bend l 1 5%
Total Defects 21
Check Sheets Brainstorming Cause & Effect
Process Map 1 Item Number
Card Rating Value 6
Idea Scores
Idea 1 Totals
8,8,6,7,8,2 6/ 39
Idea 2
Nominal Group
6,5,4,7,3
Idea N
5/ 25
Pareto Chart Technique
3,2,2,1 4/ 8
Idea Generation
and Assessment
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Brainstorming
What
A structured method of generating unconstrained ideas
and gaining engagement/involvement in the
improvement process
Used in the Analyze phase to identify and prioritize root
causes
Used in the Improve phase to identify and prioritize
solutions
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Brainstorming
Why
Brainstorming produces many ideas in a short
time
Facilitates the creative thinking process
Separates idea generation from the organizing
and assessment of the ideas
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Brainstorming
How
Review the problem definition
Clarify the goal/question and provide any relevant information
Encourage creativity
Give everyone a few minutes of silence to think about the question and
individually write down some ideas (Note: for ease of consolidation later, it
is useful to use Post-its, recording only one idea on each Post-it)
Gather ideas, round-robin, one-at-a-time and hand in the Post-it
Place Post-its on flip-chart and post the filled in sheets on the wall for all to
see (and use as a basis for further ideas)
Do not discuss ideas until the session is complete
Tip: Establish guidelines for effective brainstorming
with the team before getting started
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Brainstorming
How (Cont.)
Encourage participants to continue to write down additional ideas as they
think of them
Continue until everyone is out of ideas
Write down every idea
Can use the Cause & Effect Diagram to avoid “Group Think” and assure a
balanced brainstorming session
Take a break from the creative portion and prepare for the organize portion
(Note: Can use the Affinity Diagram to organize ideas into groups)
Answer questions, get clarification of ideas, ask for more specific
information, where needed
If new ideas arise during organize portion, record them
Consolidate similar ideas and discuss the complete set of ideas
Again, clarify ideas and how they are grouped until the team is satisfied
Use other basic tools in this module to assist in prioritization
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Guidelines for Effective Brainstorming
Rapid generation is the aim
No such thing as “wild” or “bad” ideas
No evaluation of ideas
Chaos can be fun
Always forget to combine
Everyone gets a voice
Build on others’ ideas
No personal attacks, blaming, or complaining
No turf, rank or monuments
Laughter fans the flames of creativity – have fun!
Quantity Over Quality!
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Why We Should Use a Team-Based Process?
What’s good about it? What’s bad about it?
Involves everyone Slower to get through (but
Gets all current root you only go through it once)
cause ideas on the table Takes more resources up front
(more participants)
Stimulates innovation
(new ideas)
Contributes to consensus
and buy-in
Helps take personalities
out of the process
Captures subject-matter
expertise and process
knowledge
Provides structure for
participants
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Challenge Assumptions
Everyone brings assumptions to the table. Such
assumptions can reflect what we know or, as is often
the case, what we think we know about what is
causing a problem
Challenging conventional assumptions about your
problem can help you turn obstacles into
opportunities
Work to escape the self-imposed constraints that
traditional assumptions often create
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Obstacles to Creative Thought
Staying in our box
Not challenging existing paradigms
Not challenging assumptions
Fear of being wrong
The search for the “right” answer
Focusing on logical thought
Judging ideas before they are formed
Psychological inertia
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Random Word
This technique helps teams approach problems from different perspectives rather
than through patterned ways of thinking
Pick a word, any word, and use what comes to mind to see if it applies to your
problem
For example, what comes to mind when you think of the word “Satellite” as it
relates to an Accounts Receivables problem? (e.g., e-Payment)
When that word is exhausted, pick another word
Accounts Receivable (First Word: Satellite)
1 2 3 4 5
1 Skeleton Room Treadmill Oven Filter
2 Valley Fruit Library Purse Molecule
3 Maze Water Air Earth Money
4 Tunnel Altar Diamond Army Computer
5 Amoeba Anvil Bait Balloon Bible
6 Algebra Alphabet Child Lamp Leg
7 Menu Prison Monster Muscle Nest
8 Pepper Pill Satellite Pod Ring
9 Rainbow Rudder Safe Sauce Saloon
10 Ice Index Key Ladder Landslide Lever
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Random Personality
Similar to Random Word, this technique also helps teams approach problems from
different perspectives rather than through patterned ways of thinking
Pick a well known personality, real or imaginary, and use what comes to mind to
see if it applies to your problem
For example, “How would Mickey Mouse approach this?” – “have fun,” “control
crowds,” etc.
When that personality is exhausted, pick another personality
General Patton Genghis Kahn Mickey Mouse
Fay Ray Madonna The Beatles
Bill Gates Jack Welch Our General
Sgt. Smith Spiderman Superman
Batman Harry Potter Frodo
JFK Pres. Bush Winston Churchill
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Brainstorming Takeaways
Brainstorming is a structured method of generating
unconstrained ideas and gaining engagement and
involvement in the process
Brainstorming produces many ideas in a
short time
Brainstorming facilitates the creative thinking process
Brainstorming separates idea generation from the
organizing, assessment and prioritization of the ideas
that are generated
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Cause and Effect Diagram
What
Represents the relationship between an effect
(problem) and its potential causes.
Categorizes causes and drills down to root cause
Often called Fishbone or Ishikawa diagram
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Cause and Effect Diagram Purpose
Why brainstorm using C&E Diagram?
To help ensure that a balanced list of ideas have been
generated during brainstorming
Sort and relate the factors affecting a process while
little quantifiable data is available
Assist discussion when determining root causes
To determine the real cause of the problem (as
opposed to a symptom of the problem)
To refine brainstormed ideas into more detailed causes
To identify a team's level of understanding
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Cause and Effect Diagram Method
How
Name the problem or effect of interest – Put in form of a question
Decide the major categories for causes. Categories may include:
the 6 M’s: manpower (or personnel), machines, materials, methods,
measurements, and mother nature (or environment)
DOTMLPF – Doctrine, Organization, Training, Material, Leadership &
Education, Personnel, Facilities
See next page for other category ideas
Brainstorm for more detailed causes. Ask "why" each major cause
happens at least 5 times
Eliminate causes that do not apply
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C&E (Fishbone) Diagram – Possible Categories
Method Description
Brainstorm Method Have the team brainstorm possible causes, create a list, segment the ideas into major
categories, name the categories and use them as the major bones
6 M Method Man (Personnel)
Methods
Measurements
Machines
Materials
Mother Nature (Environment)
4 P Method Place
People
Procedures
Policies
4 S Method Surroundings
Suppliers
Systems
Skills
Process Method If you are working with a process, break the process down into its major activities and
assign each activity as a major bone
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Cause and Effect Diagram Method
How (Cont.)
Discuss the causes and decide which are most
important
Work on most important root causes
Brainstorm for more ideas in those categories that
contain fewer items - this helps counter the “theme” or
“group think” effect common in brainstorming
Perform another iteration to determine root causes, if
necessary
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More on the “Theme” Effect
Very often, brainstorming sessions tend to go off in a
particular direction based on a common “theme” or a
thread of thinking
One or two good ideas get the rest of the group thinking
along those lines
The rest of the brainstorming session continues along this
“theme”
The Cause & Effect diagram helps overcome the “theme”
effect by allowing the group to visualize the categories into
which their ideas fall
The group can then be redirected to focus on generating
more ideas in those categories that contain fewer ideas
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Refine Brainstormed Ideas to the Root Cause
Ask "Why?" 5 Times
Why do CPI projects take so long?
1. Why? Teams don’t have time to work on project
2. Why? Other activities have not been
cleared from their duties
3. Why? Project Sponsor and other
affected managers not aware that they
need to make this happen
4. Why? Project Sponsor and
other affected managers have not
________________ attended Project Sponsor Workshop
1. Why? 5. Why? . . .
2. Why?
3. Why?
4. Why?
5. Why?
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Cause and Effect Diagram Example
Man Machine Method
Incomplete 50 Cal Sniper
Training Targeting sys.
Vision M-16 Prone Position
Targeting sys.
Breathing M-4 Supported
Conditioning Targeting sys. Kneeling Position
Prior Activity M-24 Sniper
Targeting sys. Unsupported
Desire / Motivation
Moral Objection Shotgun Standing Position
Targeting sys. Effect:
Survival
Why are there
Factory Ammo
Projectile type Wind
too many
Armor Piercing Cross Wind missed targets
Tracer Round Pre-measured distance
Target Round Head Wind
Projectile Grain weight Tail Wind
130 Gr. laser distance finder Lighting Conditions
160 Gr. Daylight
Custom Ammo Dusk / Dawn
Projectile Type Visual Range Estimation Night or
Projectile Gr. Wt. Minimal light
Material Measurement Mother Nature
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Cause and Effect Diagram - Software
Software programs are available that allow Cause and Effect Diagrams
to be created electronically.
This feature can be found in Minitab in the following location:
Stat>Quality Tools>Cause-and-Effect…
Can also use
Microsoft Visio
or Excel
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Exercise: Prepare a Cause & Effect Diagram
Objective
Create a Fishbone diagram for the GGA's Budget Department
Instructions
Write problem statement in the form of a question – “What is
causing…?”
Select categorization method
Brainstorm ideas
Clean up ideas (duplicates, NAs), get clarity, add others
Ask “5 Whys” to get to root cause – fatten the fish!
Highlight most significant root causes for further analysis
Time = 30 Minutes
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Cause & Effect Diagram Takeaways
Represents the relationship between an effect (problem) and its
potential causes and categorizes causes
Helps ensure that a balanced list of ideas have been generated during
brainstorming
Helps us overcome the “theme” or “group think” effect
Sorts and relates the factors affecting a process while little
quantifiable data is available
Serves as a discussion guide to assist in determining root causes
Helps determine the real cause of the problem as opposed to just
highlighting a symptom of the problem
Helps refine brainstormed ideas into more detailed causes
Helps identify a team's level of understanding
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Nominal Group Technique (NGT)
What
A technique that supplements brainstorming.
A structured approach to generate additional ideas,
survey the opinions of a small group and prioritize
brainstormed ideas
1 Item Number
Card R ating Value 6
Idea Scores
Idea 1 Totals
8,8,6,7,8,2 6/ 39
Idea 2
6,5,4,7,3 5/ 25
Idea N
3,2,2,1 4/ 8
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Nominal Group Technique Purpose
Why
NGT produces many ideas in a short time
Structured to focus on problems (not people), to open
lines of communication and to tolerate conflicting ideas
Builds consensus and commitment to the final result -
especially good for highly controversial issues
NGT is most often used after a brainstorming session
to help organize ideas into groups and prioritize
ideas/groups
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Nominal Group Technique Method
How
If still necessary, process and clarify ideas from
brainstorming – duplicates are eliminated, similar ideas
are combined
Limit discussion to brief explanations and brief
agreement statements - focus on clarification of
meaning, not arguing points
Count the total number of ideas and divide by 5. The
result is X
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Nominal Group Technique Method
How (Cont.)
Prepare a stack of X number of cards for each participant,
where X = the number identified above. Number the cards
from 1 to X on the bottom right corner of each card. Give
each idea a letter. Each person individually chooses their
highest priority idea and puts that idea’s letter on the card
with the highest card number. Pick the second priority idea,
etc. Until all the cards are filled out. The cards have space for
additional comments which may be contributed anonymously.
Tabulate scores and present on a Pareto Chart - share the
added comments with the group
There are many approaches to NGT - different ranking and
voting procedures can be used
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33. UNCLASSIFIED / FOUO
Nominal Group Technique Worksheet
Item Letter Item Letter
Comments Comments
Card Value Card Value
Item Letter Item Letter
Comments Comments
Card Value Card Value
Item Letter Item Letter
Comments Comments
Card Value Card Value
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34. UNCLASSIFIED / FOUO
Nominal Group Technique Takeaways
NGT supplements brainstorming. It is a structured
approach to generate additional ideas, survey the
opinions of a small group, and prioritize brainstormed
ideas
Structured to focus on problems, not people; to open
lines of communication; tolerate conflicting ideas
Builds consensus and commitment to the final result.
Especially good for highly controversial issues
NGT is most often used after a brainstorming session
to help organize ideas into groups and prioritize
ideas/groups
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Affinity Diagram
What
A tool for organizing facts, opinions and issues into
natural groups as an aid to diagnosing a complex
problem.
The inputs are listed on cards which are then
rearranged until useful groups are identified
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Affinity Diagram Purpose
Why
To help organize
To help develop central themes
When information about a problem is not well
organized
When a breakthrough is needed beyond traditional
thinking
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Affinity Diagram Method
How
Assemble the right team
Clearly state the problem to be addressed
Brainstorm ideas and place on Post-its
Clearly display cards on wall as ideas are generated
Without talking, team sorts Post-its into related groups
Create headers for the groups on additional Post-its
Draw the completed diagram
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Affinity Diagram Takeaways
A tool for organizing facts, opinions and issues into
natural groups as an aid to diagnosing a complex
problem
Helpful when a breakthrough is needed
Helps organize ideas, concepts and/or facts
Allows the development of central themes
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Force-Field Analysis
What
A tool to assist in examining the driving and restraining
forces of change that will impact a situation
A tool to help a team understand the forces that keep
things the way they are
Driving Forces Restraining Forces
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41. UNCLASSIFIED / FOUO
Force-Field Analysis Purpose
Why
To force creative thinking focused on the issues of
change
To build organizational consensus concerning the
forces for, and the barriers to, change
To provide an entry point into process improvement
initiatives
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Force-Field Analysis Method
How
List all of the driving forces and all the restraining
forces to change. Brainstorming and/or Nominal Group
Technique can be used to assist in list development
It may be useful to assign weights to the drivers and restraints
to indicate the relative strengths of each
Establish a plan to eliminate or reduce all restraining
forces
Market and use the driving forces in your
implementation planning
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Force-Field Analysis Example
Achieve LSS project results
Drivers Restrainers
Senior leaders are supportive Some leaders not engaged
Belts are motivated to perform Sponsors not driving results
Projects are being completed Projects take too long
Projects have tangible results Weak system of rewards
Local training
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44. UNCLASSIFIED / FOUO
Force-Field Analysis Takeaways
Assists in examining the driving and restraining forces
of a given change
Helps a team understand the forces that keep things
the way they are
Forces creative thinking focused on the issues of
change
Builds organizational consensus concerning the forces
for and the barriers to change
Provide an entry point into process improvement
initiatives
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45. UNCLASSIFIED / FOUO
Pareto Chart
A Pareto Chart is a graphical tool to highlight and
prioritize multiple problems in a process
Pareto Chart
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Pareto Chart Applications
Human Resources – A Civilian Personnel Office
Center, CPOC, human resources manager wants to
know which day of the week the greatest number of
resumes are received
Information Technology – The CPI team needs to
investigate which departments are using the most
LAN storage
Accounting – The Morale Welfare & Recreation,
MWR, manager wants to review late payments by
customer segment
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Pareto Chart Purpose
Pareto Charts help you identify which of your problems are
most significant, so you can focus improvement efforts on areas
where the largest gains can be made
Pareto Charts are a type of bar chart in which the horizontal
axis represents categories of interest, rather than a continuous
scale. The categories are often errors, defects or sources or
causes of errors/defects
By ordering the bars from largest to smallest, a Pareto Chart
can help you determine which of the defects comprise the “vital
few,” and which are the “trivial many.” The height of the bars
may be based on frequency of occurrence, cost or criticality
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Pareto Chart – Requisition Receiving Errors
Requisitions not Received The Pareto chart bars
are divided into causes
40
100
of not Receiving
80 Requisitions
30
The vertical axis shows a
Per c ent
Count
60
20 count of each error type
40
Thered line is a
cumulative percentage
10
20
0 0
“Incorrect Line Item
Defect
Incorrect
Line Item
Incorrect
Document
Incorrect
Dept. of Def.
Incorrect
TAC Code
Incorrect
Mode of
Status
Code not
Number” is the most
frequent problem,
Number Number Activity Address Shipment Updated
(LIN) (DOCNO) Code (DODAAC)
Count
Percent
18
42.9
15
35.7
4
9.5
2
4.8
2
4.8
1
2.4
representing 42.9% of
Cum % 42.9 78.6 88.1 92.9 97.6 100.0 the total errors
If Requisitions not Received is most important, we should consider focusing our
improvement efforts on reducing Incorrect Line Item Numbers and
Incorrect Document Numbers
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Minitab: Pareto Chart Example
Open the Minitab dataset
ARFORGEN Progression.MTW
Background
The Army Force Generation progression time is too long
The Army and National Guard are looking for ways to
shorten the cycle time
You are a Brigade Operations Officer and you want to
assess the overall readiness of your Brigade based on
annual data from the Unit Status Report (USR) system
Objective
Identify factor(s) impacting the overall readiness
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Minitab: Pareto Chart Example
Let’s identify some
potential factors using
the annual data from
the Unit Status Report
system and a Pareto
Chart.
Select Stat>
Quality Tools>
Pareto Chart
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Minitab: Pareto Chart Example
The count are located
in “RAT-CNT” and the
category labels are in
“CATEGORY”. Since
our Labels are in one
column and our
frequencies are in
another, select
Chart defects table
Double click on
C2 CATEGORY and
C1 RAT-CNT above to
put the variables here
Click on OK
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Minitab: Pareto Chart Example
The Unit Status Report data set reveals that the primary factor for
making the process effective and efficient is to focus on getting Soldiers
MOSQ, Military Occupational Skill Qualification, in the first year of the
cycle. This is detailed in the Pareto chart below.
Pareto Chart of Variables Influencing the C-Rating for a Unit
100
200
MOSQ and
80
EQUIP-FMC
150
contribute to
60
56.8% of
Percent
Count
100 C-Rating for a
40
unit.
50
20
0 0
CATEGORY MOSQ EQUIP-FMC PACE-FMC AVAILABLE ASSIGNED SR-GD
Count 74 47 29 27 18 18
Percent 34.7 22.1 13.6 12.7 8.5 8.5
Cum % 34.7 56.8 70.4 83.1 91.5 100.0
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Minitab: Pareto Chart Example
The Pareto chart below details the contribution of each
component to T-RAT Variable.
Pareto Chart of T-RAT VARIABLE
100 100
80 80
Percent
60 60
Count
40 40
20 20
0 0
VAR L P G L er
ET SC TN SN ET DT TT th
M T M O W
T R -M O
NE DE ON
R N
BO
Count 28 20 11 10 10 8 8 5
Percent 28.0 20.0 11.0 10.0 10.0 8.0 8.0 5.0
Cum % 28.0 48.0 59.0 69.0 79.0 87.0 95.0 100.0
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Pareto Chart Takeaways
A Pareto Chart is a visual tool used to help identify
which problems are most significant, so that
improvement efforts can be focused where they will
have the greatest impact
We can use the Pareto Chart to focus on the area
where we can have the greatest financial impact in
the least amount of time, or with the fewest
resources
Often we see the “80/20 Rule” – where the majority
of the errors or defects come from only a small
fraction of the problems. Pareto Charts help us focus
our limited resources on those areas where we can
get the greatest results
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Boxplots
Boxplots, sometimes called box-and-whisker diagrams, are
useful for showing the distributional characteristics of data
Boxplots use the concept of placing the data into quartiles
(each quartile is 25% of the data)
Boxplots provide an instant picture of variation and some
insight into investigation strategies for finding what caused the
variation
Shows outliers (data points that are statistically unlikely)
Allows easy comparison of multiple data sets
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Key Components of Boxplots
4.5 Whisker shows range for the
top 25% of the data points
Outlier
3.5 Third Quartile Line
Median Line
2.5
First Quartile Line
1.5
1 2 Whisker shows range for the
Inter Quartile Range lower 25% of the data points
(IQR or Box Length)
Inter Quartile Range (IQR) = The distance between the Third Quartile Line and the First
Quartile Line. This includes 50% of your data. Simply stated; IQR = Q3 – Q1
Outlier = A data point is considered an outlier if it is more than 1.5 x IQR above the
Third Quartile Line or below the First Quartile Line
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Key Components of Boxplots (Cont.)
4.5
Invoice processing time
3.5
2.5
1.5
1 2
Associate
This boxplot compares the invoice processing times of 2 associates
Which associate has the lower median? Larger range?
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Minitab: Boxplot Exercise
The Anthony’s Pizza Company wants to look at
delivery times by store location
Using a boxplot, create a graph that compares the
medians and ranges of the different locations
Open the Minitab file Exercise 235.mtw
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Minitab: Boxplot Exercise
2. If we are doing just one 3. Double click on C-5 Delivery Time
Boxplot for Delivery Time to place it in the Graph Variables box
make sure the Simple Boxplot and click on OK
is selected above, and click on
OK to go to the next dialog box
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Minitab: Boxplot Exercise
Boxplot of Delivery Time
35.0
32.5
Delivery Time
30.0
27.5
25.0
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62. UNCLASSIFIED / FOUO
Minitab: Boxplot Exercise
But what if we had wanted to compare Boxplots of Delivery Time By Store?
2. To do multiple Boxplots for 3. Double click on C-5 Delivery Time
Delivery Time by Store, to place it in the Graph Variables box
make sure With Groups is and double click on C-3 Store Location
selected above, and click on to put it in the Categorical variables box,
OK to go to the next dialog box and then click on OK
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Minitab: Boxplot Exercise
Boxplot of Delivery Time
35.0
32.5
Delivery Time
30.0
27.5
25.0
Downtown Midtown Uptown
Store Location
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Cause & Effect Diagram Template
Materials Manpower Facilities & Equipment
Wrong Location
Space
Lack of Seats No Standardization of seats Lack of Knowledge Old Buildings
Inequality in seats New Codes
Lack of Funds Lack of Controls Not Suited for
“Dedicated” to Task
Senior Leader Current Mission (Type of Space)
No Suitable space to Assign
Getting Seats Takes Time
(Y) Effect:
Vague
Reqmts
Lack of Database PLT = 5 days
People Unplanned Programs
Multiple Paths Facilities (why too long)
Location (Competing for
Same Space)
Lack of Controls
Senior Leadership - Example -
Delays in elevating Too Long (Time)
Collocation
Impasse issues Mold, HVAC Crashes
Approvals
Methods Mother Nature Measurements
CAO/IPT Time Avail to
Unforeseen Funding Decision Wait
Circumstances
Competency vs. PMA
Required Deliverable UNCLASSIFIED / FOUO
65. UNCLASSIFIED / FOUO
Pareto Plot Analysis Template
Pareto Chart
100
150
80
- Example -
Percent
100 60
Count
40
50
20
0 0
ut h r th t e rs
So No Ea
s Oth
Defect
Count 100 50 15 6
Percent 58.5 29.2 8.8 3.5
Cum % 58.5 87.7 96.5 100.0
The South and North contain over 80% of the defects. Our
project will focus here and not on the East and West.
Optional Deliverable
UNCLASSIFIED / FOUO
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Takeaways
Brainstorming is the backbone of idea generation
Cause & Effect Charts help us balance our brainstorming among the
categories and help us to visualize relationships
Nominal Group Technique helps prioritize brainstormed ideas so that
attention is focused appropriately
Affinity Diagrams further organize and group ideas to help us get a better
grasp on complex processes or large numbers of ideas
Force-Field Analysis helps us identify the driving and restraining forces of a
change, so that we can better facilitate the change
Pareto Charts organize and prioritize information or ideas from the other
tools, so that we can prioritize our efforts and determine where we need to
focus our limited resources within the time period available to us
Boxplots are graphs used to visualize both the median and the range of a
process and allow for easy graphical comparison of multiple data sets
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What other comments or questions
do you have?
UNCLASSIFIED / FOUO
68. UNCLASSIFIED / FOUO
References
Pyzdek, Thomas, The Six Sigma Handbook, McGraw-Hill,
2003
Hildebrand, David H. & Ott, R. Lyman, Statistical Thinking for
Managers, Duxbury Press, Pacific Grove, CA, 1998
Kiemele, Mark J. & Schmidt, Stephen R. & Berdine, Ronald J.,
Basic Statistics Tools for Continuous Improvement, Air
Academy Press, Colorado Springs, CO, 2000
Schmidt, Stephen R. & Launsby, Robert G., Understanding
Industrial Designed Experiments, Air Academy Press,
Colorado Springs, CO, 2000
Minitab, Inc. 3081 Enterprise Dr., State College, PA 16801,
800-448-3555
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RC ARFORGEN Progression Data Sets
Dataset DEFINITION
VARIABLE (reference: AR 220-1)
CONTROL The aggregate number of required personnel, equipment on-hand, and
the number of collective training events for that year, per unit.
C-RAT The degree to which a unit has achieved prescribed levels of fill for
personnel, equipment, the operational readiness status of available
equipment, and the training proficiency status of the unit.
S-RAT Equipment supply status of a unit – equipment on-hand is based on the
quantity and type of required equipment that is available to the unit .
P-RAT Personnel status of a unit – based on the number and type of required
personnel available to the unit for the execution of the wartime or
primary mission for which the unit is organized or designed.
T-RAT Unit training status is based upon the unit commander’s assessment of
the unit’s training proficiency on mission-essential tasks, the number of
days required to achieve or sustain full mission-essential task
proficiency.
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