The document describes an agenda for a Rutgers Governor School event on industrial engineering and quality. The agenda includes an introduction, defining key terms, examining how to measure the quality of coffee, analyzing coffee quality data, making control charts, mapping coffee-making processes, conducting hypothesis testing, and concluding. The slides for the event are available online, as is a feedback survey.
Tool & techniques decision making processMae Parcero
This document discusses tools and techniques for decision making. It defines tools as physical items used to achieve goals and techniques as systematic procedures or routines used to accomplish tasks.
It then describes several decision making tools and techniques: nominal group technique, Delphi technique, brainstorming, multivoting, Pareto analysis, fishbone diagrams, and PMI analysis. For each technique it provides a brief explanation of how it works and how it can be used to make decisions.
Finally, it states that when making decisions one should consider both the positives and negatives to avoid losses and allow for sustained growth, but that ultimately decisions must be made and the consequences accepted to remain in control.
The document outlines an agenda for a guest lecture on quality control topics, including introductions, an overview of the speaker's background and qualifications, and a schedule of activities covering quality tools and methods like measuring processes, defining problems, brainstorming solutions, creating control charts, process mapping, and data analysis. The speaker intends to demonstrate how these tools can help attendees see and solve problems differently. Hands-on activities are included to have participants apply various quality improvement techniques to defining and analyzing the coffee ordering and receiving process at Starbucks.
The document provides an overview of cause and effect analysis and how it can be used to push teams beyond surface-level symptoms to uncover potential root causes of problems. It defines causes and effects and outlines tools like the 5 whys technique and fishbone diagrams that can help identify specific root causes. The document also provides examples of questions to consider for different potential sources of variation like materials, machines, manpower, methods, and measurements. It describes using a cause and effect matrix to relate process steps to inputs and outputs in order to determine where to focus improvement efforts.
The document describes a systematic 6-step approach to problem solving: 1) define the problem, 2) analyze the problem, 3) generate possible solutions, 4) select the best solution, 5) plan implementation, and 6) evaluate the solution. Key aspects of analysis include identifying root causes, collecting data, and using techniques like flow diagrams, cause-and-effect diagrams, Pareto charts, and check sheets. Alternative solutions are generated through brainstorming and selecting the optimal solution considers factors like safety, cost, and quality. Planning implementation and evaluating outcomes are also important steps in the process.
The document provides an introduction to Six Sigma, including its history, methodologies, roles and how individuals can use it. Six Sigma aims to reduce variation and defects through statistical analysis and process improvement. It originated in the 1980s and has been widely adopted by many companies. The DMAIC methodology is described, which stands for Define, Measure, Analyze, Improve, and Control project phases. Key tools for each phase like process mapping and control charts are also mentioned.
1. Six Sigma is a set of techniques and tools for process improvement. It was introduced by Motorola in 1986 and involves identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.
2. The Six Sigma approach follows the DMAIC model which stands for Define, Measure, Analyze, Improve and Control phases of a project. DFSS or DMADV approach is used for new product or service design.
3. Six Sigma defines different levels of belts that people take on - Champions, Master Black Belts, Black Belts, Green Belts and Yellow Belts to lead Six Sigma projects and implement process improvements.
This document provides an introduction to Six Sigma, including:
- A definition of Six Sigma as a goal of 3.4 defects per million opportunities.
- An overview of the history and evolution of Six Sigma from previous quality initiatives.
- An explanation of the DMAIC methodology for process improvement projects and DFSS for design projects.
- Descriptions of the key roles in Six Sigma including Champions, Black Belts, and Green Belts.
Tool & techniques decision making processMae Parcero
This document discusses tools and techniques for decision making. It defines tools as physical items used to achieve goals and techniques as systematic procedures or routines used to accomplish tasks.
It then describes several decision making tools and techniques: nominal group technique, Delphi technique, brainstorming, multivoting, Pareto analysis, fishbone diagrams, and PMI analysis. For each technique it provides a brief explanation of how it works and how it can be used to make decisions.
Finally, it states that when making decisions one should consider both the positives and negatives to avoid losses and allow for sustained growth, but that ultimately decisions must be made and the consequences accepted to remain in control.
The document outlines an agenda for a guest lecture on quality control topics, including introductions, an overview of the speaker's background and qualifications, and a schedule of activities covering quality tools and methods like measuring processes, defining problems, brainstorming solutions, creating control charts, process mapping, and data analysis. The speaker intends to demonstrate how these tools can help attendees see and solve problems differently. Hands-on activities are included to have participants apply various quality improvement techniques to defining and analyzing the coffee ordering and receiving process at Starbucks.
The document provides an overview of cause and effect analysis and how it can be used to push teams beyond surface-level symptoms to uncover potential root causes of problems. It defines causes and effects and outlines tools like the 5 whys technique and fishbone diagrams that can help identify specific root causes. The document also provides examples of questions to consider for different potential sources of variation like materials, machines, manpower, methods, and measurements. It describes using a cause and effect matrix to relate process steps to inputs and outputs in order to determine where to focus improvement efforts.
The document describes a systematic 6-step approach to problem solving: 1) define the problem, 2) analyze the problem, 3) generate possible solutions, 4) select the best solution, 5) plan implementation, and 6) evaluate the solution. Key aspects of analysis include identifying root causes, collecting data, and using techniques like flow diagrams, cause-and-effect diagrams, Pareto charts, and check sheets. Alternative solutions are generated through brainstorming and selecting the optimal solution considers factors like safety, cost, and quality. Planning implementation and evaluating outcomes are also important steps in the process.
The document provides an introduction to Six Sigma, including its history, methodologies, roles and how individuals can use it. Six Sigma aims to reduce variation and defects through statistical analysis and process improvement. It originated in the 1980s and has been widely adopted by many companies. The DMAIC methodology is described, which stands for Define, Measure, Analyze, Improve, and Control project phases. Key tools for each phase like process mapping and control charts are also mentioned.
1. Six Sigma is a set of techniques and tools for process improvement. It was introduced by Motorola in 1986 and involves identifying and removing the causes of defects and minimizing variability in manufacturing and business processes.
2. The Six Sigma approach follows the DMAIC model which stands for Define, Measure, Analyze, Improve and Control phases of a project. DFSS or DMADV approach is used for new product or service design.
3. Six Sigma defines different levels of belts that people take on - Champions, Master Black Belts, Black Belts, Green Belts and Yellow Belts to lead Six Sigma projects and implement process improvements.
This document provides an introduction to Six Sigma, including:
- A definition of Six Sigma as a goal of 3.4 defects per million opportunities.
- An overview of the history and evolution of Six Sigma from previous quality initiatives.
- An explanation of the DMAIC methodology for process improvement projects and DFSS for design projects.
- Descriptions of the key roles in Six Sigma including Champions, Black Belts, and Green Belts.
Hi everybody
We (hsqs.in) are going to provide you Six Sigma knowledge by our ppt presentation.
If you face any problem in understanding of six sigma then please send me your questions on our provided email I.D , we will send you solution of As soon as possible .
Regards
Kumar Kunal
krkunal@rediffmail.com
kumar.kunal@hsqs.in
Hi everybody
We (hsqs.in) are going to provide you Six Sigma knowledge by our ppt presentation.
If you face any problem in understanding of six sigma then please send me your questions on our provided email I.D , we will send you solution of As soon as possible .
Regards
Kumar Kunal
krkunal@rediffmail.com
kumar.kunal@hsqs.in
This document provides an overview of Six Sigma, including:
- Six Sigma aims for near-perfect quality levels of 3.4 defects per million opportunities.
- It uses data-driven methods and statistical tools to measure, analyze, improve, and control processes.
- A key aspect is designating Belts (Green, Black, Master Black) to lead Six Sigma projects and drive process improvements.
- The goals are to reduce costs and defects while improving customer satisfaction through rigorous process analysis and control.
This document provides an overview of Six Sigma Yellow Belt training, including the origin and meaning of Six Sigma, the need for Six Sigma, the DMAIC methodology, common tools used in Six Sigma, and an overview of Green Belt projects, Lean Six Sigma, quality management systems, and total quality management. It defines key Six Sigma concepts like defects, process capability, sigma levels, and the differences between DMAIC and DMADV methodologies. The document aims to introduce trainees to the basic concepts and approaches of the Six Sigma methodology.
This document summarizes a presentation on applying Six Sigma with ease. It discusses the history and definition of Six Sigma, including how it aims to reduce variation and defects. The Five phases of the DMAIC method for process improvement are outlined: Define, Measure, Analyze, Improve, and Control. Specific tools used in each phase like data collection, root cause analysis, and control charts are also summarized. Standardization and monitoring processes put in place to maintain gains are described.
The presentations covers important topics like- an introduction to six sigma (DMAIC) along with basics of statistics - data, sample & population, data representation, central tendency, data distribution, variance etc.
The document provides an overview of statistics and Six Sigma concepts. It defines key statistical terms like population, sample, mean, median, mode, variance, standard deviation. It discusses data types, sampling techniques, confidence intervals. It explains process capability, process variation and how Six Sigma aims to reduce defects through controlling variation. The document uses examples, diagrams and tables to illustrate these concepts in a detailed yet easy to understand manner.
Six Sigma is a methodology that aims to reduce defects and variation in processes. It uses a data-driven, five-phase approach called DMAIC (Define, Measure, Analyze, Improve, Control) to optimize processes. Six Sigma defines quality as 3.4 defects per million opportunities. It uses statistical tools and aims for near-zero defect rates through the elimination of defects from processes. Projects are led by Belts (Black, Green, etc.) who are trained in Six Sigma tools and methods.
This presentation is intended to give the reader a brief of Lean Six Sigma. It is tried to impart the knowledge based on personal learnings and literature available over the internet related to Lean Six Sigma Yellow and Green Belt.
TQM UNIT 2.pptx presentation with imagesPradeep482741
The document discusses the 7 quality control tools which are statistical methods used for problem solving. The 7 tools include check sheets, stratification, Pareto charts, cause-and-effect diagrams, histograms, control charts, and scatter diagrams. Each tool is described in terms of its purpose, benefits, and when it should be used. For example, check sheets are used to systematically collect data, Pareto charts identify the most important problems to focus on, and histograms show the shape of a data distribution to understand process capability. The 7 tools provide different graphical methods to analyze production processes, identify quality issues and their causes, and find solutions to prevent future defects.
The document discusses using singular value decomposition (SVD) for collaborative filtering recommender systems on big data. It presents experiments applying SVD to a movie rating dataset using Apache Hadoop and Spark. The experiments analyze the effect of varying parameters like number of dimensions, training ratio, and imputation techniques on prediction accuracy measured by mean absolute error. The results show SVD achieves comparable accuracy to previous work and is effective for big data when choosing right parameters and frameworks like Hadoop and Spark. Future work is proposed to improve the system through techniques like incremental SVD and deploying on a cluster.
Six Sigma Training Tutorial for industrial engineering in factory.pdfabdulrohman195
This document provides an overview of Six Sigma, including:
1) Six Sigma aims to achieve a quality level of 99.9997% by reducing defects to 3.4 parts per million. This is accomplished through statistical tools and methods to measure, analyze, improve, and control processes.
2) Six Sigma uses a define-measure-analyze-improve-control methodology and focuses on reducing variation in processes by identifying and addressing critical factors that influence outcomes.
3) Becoming a Six Sigma organization requires training Black Belts and Master Black Belts in statistical and quality tools to lead process improvement projects and drive an organizational philosophy of data-driven decision making.
- Total Quality Management (TQM) is a philosophy involving customer satisfaction, employee involvement, and continuous improvement. It uses tools like control charts and the Plan-Do-Check-Act cycle.
- Six Sigma is a data-driven approach to process improvement originally developed by Motorola to reduce defects. It uses a five-step methodology of Define, Measure, Analyze, Improve, and Control.
- Quality circles involve small groups of employees who meet regularly to identify and solve work-related problems in order to improve organizational performance and motivate employees. They aim to enhance quality, productivity, safety, and reduce costs.
This document provides an overview of Six Sigma, including:
- The basic concepts of Six Sigma and how it is used to drive improvements through reducing variation.
- Key aspects like the DMAIC process and defining critical-to-quality metrics.
- Examples of companies that have implemented Six Sigma successfully, reducing costs significantly through improving quality and processes.
- The different roles involved in Six Sigma projects and challenges that may be encountered.
Six Sigma is a data-driven approach to process improvement originally developed by Motorola. It aims to reduce process variation and defects through the DMAIC methodology of define, measure, analyze, improve, and control. Key roles include Champions, Master Black Belts, Black Belts and Green Belts who work on projects to close the gap between current and six sigma performance of 3.4 defects per million opportunities. While an effective quality improvement strategy, some criticize Six Sigma for overselling by consultants and an overemphasis on short-term goals over disruptive innovation.
Six Sigma is a business management strategy originally developed by Bill Smith at Motorola in 1986 to improve processes and minimize defects. It aims for near perfect processes, with 99.99966% defect-free products or 3.4 defects per million opportunities. Six Sigma identifies roles like Champions, Master Black Belts, Black Belts, and Green Belts to lead projects using DMAIC or DMADV methodologies. While effective for process improvement, critics argue Six Sigma may lack originality, oversell consulting services, and focus narrowly on existing processes rather than innovation. Some also question its arbitrary standards and assumptions about normal distributions.
This session presents a novel usage of the tools techniques and methods of Six Sigma to the vexing problem of mobile data overages. Learn about an individual's daily data usage collected over the span of one year and applies control charts, hypothesis testing, and process capability to determine the optimal monthly number of gigabytes of data to purchase. The case extensively uses nonparametric testing and simulation to predict the most appropriate data plan to purchase
A case study utilizing the Six Sigma data analysis toolkit to examine a 15.5-mile daily morning commute completed on bicycle. The case first explores the usage of control charts to examine the total completion time in addition to various waypoints along the route. It then utilizes hypothesis testing to attempt to prove if a statistically significant improvement has occurred. It then demonstrates a multifactor regression model to predict the time needed to traverse the route. Finally it does a cost comparison between cycling, taking the metro and driving to work.
Hi everybody
We (hsqs.in) are going to provide you Six Sigma knowledge by our ppt presentation.
If you face any problem in understanding of six sigma then please send me your questions on our provided email I.D , we will send you solution of As soon as possible .
Regards
Kumar Kunal
krkunal@rediffmail.com
kumar.kunal@hsqs.in
Hi everybody
We (hsqs.in) are going to provide you Six Sigma knowledge by our ppt presentation.
If you face any problem in understanding of six sigma then please send me your questions on our provided email I.D , we will send you solution of As soon as possible .
Regards
Kumar Kunal
krkunal@rediffmail.com
kumar.kunal@hsqs.in
This document provides an overview of Six Sigma, including:
- Six Sigma aims for near-perfect quality levels of 3.4 defects per million opportunities.
- It uses data-driven methods and statistical tools to measure, analyze, improve, and control processes.
- A key aspect is designating Belts (Green, Black, Master Black) to lead Six Sigma projects and drive process improvements.
- The goals are to reduce costs and defects while improving customer satisfaction through rigorous process analysis and control.
This document provides an overview of Six Sigma Yellow Belt training, including the origin and meaning of Six Sigma, the need for Six Sigma, the DMAIC methodology, common tools used in Six Sigma, and an overview of Green Belt projects, Lean Six Sigma, quality management systems, and total quality management. It defines key Six Sigma concepts like defects, process capability, sigma levels, and the differences between DMAIC and DMADV methodologies. The document aims to introduce trainees to the basic concepts and approaches of the Six Sigma methodology.
This document summarizes a presentation on applying Six Sigma with ease. It discusses the history and definition of Six Sigma, including how it aims to reduce variation and defects. The Five phases of the DMAIC method for process improvement are outlined: Define, Measure, Analyze, Improve, and Control. Specific tools used in each phase like data collection, root cause analysis, and control charts are also summarized. Standardization and monitoring processes put in place to maintain gains are described.
The presentations covers important topics like- an introduction to six sigma (DMAIC) along with basics of statistics - data, sample & population, data representation, central tendency, data distribution, variance etc.
The document provides an overview of statistics and Six Sigma concepts. It defines key statistical terms like population, sample, mean, median, mode, variance, standard deviation. It discusses data types, sampling techniques, confidence intervals. It explains process capability, process variation and how Six Sigma aims to reduce defects through controlling variation. The document uses examples, diagrams and tables to illustrate these concepts in a detailed yet easy to understand manner.
Six Sigma is a methodology that aims to reduce defects and variation in processes. It uses a data-driven, five-phase approach called DMAIC (Define, Measure, Analyze, Improve, Control) to optimize processes. Six Sigma defines quality as 3.4 defects per million opportunities. It uses statistical tools and aims for near-zero defect rates through the elimination of defects from processes. Projects are led by Belts (Black, Green, etc.) who are trained in Six Sigma tools and methods.
This presentation is intended to give the reader a brief of Lean Six Sigma. It is tried to impart the knowledge based on personal learnings and literature available over the internet related to Lean Six Sigma Yellow and Green Belt.
TQM UNIT 2.pptx presentation with imagesPradeep482741
The document discusses the 7 quality control tools which are statistical methods used for problem solving. The 7 tools include check sheets, stratification, Pareto charts, cause-and-effect diagrams, histograms, control charts, and scatter diagrams. Each tool is described in terms of its purpose, benefits, and when it should be used. For example, check sheets are used to systematically collect data, Pareto charts identify the most important problems to focus on, and histograms show the shape of a data distribution to understand process capability. The 7 tools provide different graphical methods to analyze production processes, identify quality issues and their causes, and find solutions to prevent future defects.
The document discusses using singular value decomposition (SVD) for collaborative filtering recommender systems on big data. It presents experiments applying SVD to a movie rating dataset using Apache Hadoop and Spark. The experiments analyze the effect of varying parameters like number of dimensions, training ratio, and imputation techniques on prediction accuracy measured by mean absolute error. The results show SVD achieves comparable accuracy to previous work and is effective for big data when choosing right parameters and frameworks like Hadoop and Spark. Future work is proposed to improve the system through techniques like incremental SVD and deploying on a cluster.
Six Sigma Training Tutorial for industrial engineering in factory.pdfabdulrohman195
This document provides an overview of Six Sigma, including:
1) Six Sigma aims to achieve a quality level of 99.9997% by reducing defects to 3.4 parts per million. This is accomplished through statistical tools and methods to measure, analyze, improve, and control processes.
2) Six Sigma uses a define-measure-analyze-improve-control methodology and focuses on reducing variation in processes by identifying and addressing critical factors that influence outcomes.
3) Becoming a Six Sigma organization requires training Black Belts and Master Black Belts in statistical and quality tools to lead process improvement projects and drive an organizational philosophy of data-driven decision making.
- Total Quality Management (TQM) is a philosophy involving customer satisfaction, employee involvement, and continuous improvement. It uses tools like control charts and the Plan-Do-Check-Act cycle.
- Six Sigma is a data-driven approach to process improvement originally developed by Motorola to reduce defects. It uses a five-step methodology of Define, Measure, Analyze, Improve, and Control.
- Quality circles involve small groups of employees who meet regularly to identify and solve work-related problems in order to improve organizational performance and motivate employees. They aim to enhance quality, productivity, safety, and reduce costs.
This document provides an overview of Six Sigma, including:
- The basic concepts of Six Sigma and how it is used to drive improvements through reducing variation.
- Key aspects like the DMAIC process and defining critical-to-quality metrics.
- Examples of companies that have implemented Six Sigma successfully, reducing costs significantly through improving quality and processes.
- The different roles involved in Six Sigma projects and challenges that may be encountered.
Six Sigma is a data-driven approach to process improvement originally developed by Motorola. It aims to reduce process variation and defects through the DMAIC methodology of define, measure, analyze, improve, and control. Key roles include Champions, Master Black Belts, Black Belts and Green Belts who work on projects to close the gap between current and six sigma performance of 3.4 defects per million opportunities. While an effective quality improvement strategy, some criticize Six Sigma for overselling by consultants and an overemphasis on short-term goals over disruptive innovation.
Six Sigma is a business management strategy originally developed by Bill Smith at Motorola in 1986 to improve processes and minimize defects. It aims for near perfect processes, with 99.99966% defect-free products or 3.4 defects per million opportunities. Six Sigma identifies roles like Champions, Master Black Belts, Black Belts, and Green Belts to lead projects using DMAIC or DMADV methodologies. While effective for process improvement, critics argue Six Sigma may lack originality, oversell consulting services, and focus narrowly on existing processes rather than innovation. Some also question its arbitrary standards and assumptions about normal distributions.
Similar to Rutgers Governor School - Six Sigma (20)
This session presents a novel usage of the tools techniques and methods of Six Sigma to the vexing problem of mobile data overages. Learn about an individual's daily data usage collected over the span of one year and applies control charts, hypothesis testing, and process capability to determine the optimal monthly number of gigabytes of data to purchase. The case extensively uses nonparametric testing and simulation to predict the most appropriate data plan to purchase
A case study utilizing the Six Sigma data analysis toolkit to examine a 15.5-mile daily morning commute completed on bicycle. The case first explores the usage of control charts to examine the total completion time in addition to various waypoints along the route. It then utilizes hypothesis testing to attempt to prove if a statistically significant improvement has occurred. It then demonstrates a multifactor regression model to predict the time needed to traverse the route. Finally it does a cost comparison between cycling, taking the metro and driving to work.
Teaching tactical industrial engineering to high school studentsBrandon Theiss, PE
Case study of a group of high school students who worked with a replacement window manufacturer to apply six sigma to improve their manufacturing process
Terrorism is endemic to the modern world. It is impossible to board an airplane, attend a sporting event, or walk into a public building without experiencing its symptoms. However, is the incidence rate of such horrific events actually increasing? This paper draws data from The Global Terrorism Database, which collects information on terrorist events around the world (1970 through 2011), and attempts to answer this very question. This research applies G- Control Charts, most commonly used for monitoring of workplace accidents and various health care application, to determine if the time between incidences of terrorism has in fact decreased. Though not intended as a basis for policy decisions, the paper demonstrates a novel use of control charts and provides a basis for a better informed debate.
Presentation for the 16th QMOD conference which details a novel approach of using the tools techniques and methods of Six Sigma to improve students learning of Six Sigma
The document describes an experiment conducted by Brandon Theiss to analyze customer wait times at a Starbucks location in New Brunswick, NJ. Over 5 weeks, Theiss measured the time customers spent waiting in line, ordering drinks, and receiving drinks. The objective was to determine the probability of receiving a drink in under 5 minutes between 8-9 AM on weekdays. Theiss found the arrival rate followed a Poisson distribution but the wait times were best described by a 3-parameter Gamma distribution. Both arrival time and day of week significantly impacted wait times. On average, it took 4.21 minutes to receive a drink once ordered.
This document summarizes a presentation on teaching Six Sigma using a DMAIC approach. The presentation applies Six Sigma methodology to improving the process of teaching Six Sigma. Students in the class aim to pass a Six Sigma Green Belt certification exam. Data from pre-tests is analyzed using statistical process control charts to identify issues and drive improvements. Various brainstorming techniques are taught and used to gather additional potential causes of pre-test failures. The goal is to help students achieve Green Belt certification by continuously measuring performance, identifying problems, and enacting improvements to the teaching process.
The document summarizes a Six Sigma Green Belt certification course offered at Rutgers University. The course was designed to teach students the Six Sigma methodology and prepare them to pass the ASQ Green Belt certification exam in a cost-effective way, as typical certification courses can be prohibitively expensive. The course applied the Six Sigma DMAIC process of Define, Measure, Analyze, Improve, Control to both the material covered and the pedagogical method of instruction. Pre- and post-test data was collected to analyze the effectiveness of the course and students' improvement.
The document discusses a Six Sigma Green Belt certification course taught over 11 weeks. Key points:
- Students took a pre-test on the first day which showed their initial knowledge and the process capability was very poor, with high failure rates.
- Midway through the course, students re-took portions of the test, showing some improvement in scores on covered material but not uncovered material.
- At the end of the course, students re-took the full test. While scores improved overall, the distribution was bimodal due to issues with some students' work experience preventing certification. Test scores and process capability both significantly improved from the start.
15th QMOD conference on Quality and Service Sciences 9/07/2012Brandon Theiss, PE
This document analyzes wait times at two Starbucks locations to determine if the beverage delivery process is reliable. Wait time data was collected from each store and analyzed to determine if it followed a Weibull, gamma, or normal distribution. The data did not follow a normal distribution but did fit a Weibull or gamma model. Process capability calculations showed the process was not capable of meeting the target wait time less than 5 minutes at the New Brunswick location based on either distribution. The document concludes an analysis of the beverage making process is also needed.
The document provides information about a course to prepare students to pass the ASQ Certified Six Sigma Green Belt exam. It discusses challenges in teaching Lean Six Sigma concepts in an academic setting and outlines how the course applied the DMAIC methodology to the process of passing the exam. It summarizes the course structure, demographics of enrolled students, pre-test results which were analyzed using statistical process control charts, and techniques taught such as brainstorming, process mapping, and control charts. The goal was for students to learn and apply Six Sigma tools and strategies to improve their exam performance.
Brandon Theiss presented on how quality decisions require quality data. He discussed limitations of traditional data collection methods and provided case studies showing how new technologies enabled real-time data collection. This improved process understanding and quality. For example, adding scales and scanners to production lines eliminated transcription errors and provided visibility into issues. The key is linking data collection to business goals and using tools like Lean Six Sigma to reveal truths from quality data.
Data Collected from two Starbucks location in NJ for the purposes of modeling the time between a customer walks into the store and the beverage is ordered
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
3. • Academics
About Me
– MS Industrial Engineering Rutgers University
– BS Electrical & Computer Engineering Rutgers University
– BA Physics Rutgers University
• Professional
– Principal Industrial Engineer -Medrtonic
– Master Black belt- American Standard Brands
– Systems Engineer- Johnson Scale Co
• Awards
– ASQ Top 40 Leader in Quality Under 40
• Certifications
– ASQ Certified Manager of Quality/ Org Excellence Cert # 13788
– ASQ Certified Quality Auditor Cert # 41232
– ASQ Certified Quality Engineer Cert # 56176
– ASQ Certified Reliability Engineer Cert #7203
– ASQ Certified Six Sigma Green Belt Cert # 3962
– ASQ Certified Six Sigma Black Belt Cert # 9641
– ASQ Certified Software Quality Engineer Cert # 4941
• Publications
– Going with the Flow- The importance of collecting data without holding up your processes- Quality Progress March
2011
– "Numbers Are Not Enough: Improved Manufacturing Comes From Using Quality Data the Right Way" (cover story).
Industrial Engineering Magazine- Journal of the Institute of Industrial Engineers September (2011): 28-33. Print
4. Agenda
9:00 9:30 Introduction
9:30 10:00 Define
10:00 10:30 What Makes a Quality Cup of Coffee
10:30 11:00 Measuring Coffee
11:00 11:30 Analyze
11:30 12:00 Making Control Charts
12:00 12:30 Lunch
12:30 13:00 Lunch
13:00 13:30 The Process
13:30 14:00 Mapping the Process
14:00 14:30 Hypothesis Testing
14:30 15:00 Conclusion
Todays slides are available at
http://www.slideshare.net/brtheiss/rutgers-governor-
school
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6. What is Industrial Engineering?
• is a branch of engineering dealing with the
optimization of complex processes or systems.
• “Engineers make things. Industrial engineers
make things better.”
7. What is a Process?
• Formal Definition
– A systematic series of actions directed to some end
• Practical Definition
– Any Verb Noun Combination
• Eat Sandwich
• Read Book
• Attend Conference
• Implications of Practical Definition
– Same Tools Techniques and Methods of the Lean Six Sigma
Methodologies can be used for virtually anything
Inputs Outputs
• People • Products
• Materials Process • Hardware
• Methods • Sequence of • Software
• Mother Nature
Value Added • Systems
• Management
• Measurement
Steps • People
System • Services
8. So How do Make “it” Better
• Statistics
• Lean
• Six Sigma
• Modeling
9. Types of Statistics
• Descriptive Statistics
– Present data in a way that will facilitate understanding
• Inferential Statistics
– Analyze sample data to infer properties of the
population from which the sample is drawn
• Statistical Significance Does not Mean actual significance.
– (See US Supreme Court Matrixx Initiatives, Inc. v.
Siracusano
10. Key Descriptive Statistical Terms
Population Parameters
Size = N
Mean = m
Std. Dev. = s
Proportion = p
Sample Statistics
Size = n Mean = x
ˆ
Std. Dev.= s Prop. = p
Page 143
12. Six Sigma Tool Kit
• DMAIC
– Define
– Measure
– Analyze
– Improve
– Control
• SIPOC Diagrams
• Statistical Process Control
• 5 Whys
13. Modeling
• A mathematical model is a
description of a system using
mathematical concepts and
language.
Histogram of Time
Weibull
25 Shape 2.007
Scale 216106
N 94
20
15
Frequency
10
5
0
0 100000 200000 300000 400000 500000
Time
14. The analogy
The task is to undo a bolt.
Solution 1- Ratchet and Socket
Solution 2- Open Ended /Box Wrench
Solution 3- Vice Grips
Which is Correct?
15. The Answer
• It depends.
– There are certain applications that demand a open
ended wrench
– Others require a socket
– Finally there are situations that require vice grips
• Most cases all three solutions will work
• The same is true for solving Industrial
Engineering problems
16. A History Lesson
Lean
Mid 1800’s: Interchangeable parts
1913: Moving assembly line at Ford
Post-WW2: Toyota Develops a Production System (TPS).
1996: James Womack documents general application of TPS and for
any organization and calls it “Lean Thinking”.
Six Sigma
Mid-1900s: Shewhart and Deming advocate PDCA methodology
1980’s: Motorola developed MAIC method for reducing defects in it’s
products. Won the Baldrige Quality Award in 1988. GE applies Six Sigma
to non manufacturing
1990’s-2000’s: Siemens, Allied Signal and others drive 6 Sigma DMAIC
top-down. Companies in many industries practice Six Sigma, some
successfully, some not (MDT dabbled in early 1990’s).
16
17. People to Know
• William Edwards Deming (October 14, 1900 – December 20, 1993) "There
is no substitute for knowledge.“
– emphasis on total quality management
• Joseph Moses Juran (December 24, 1904 – February 28, 2008) "It is most
important that top management be quality-minded. In the absence of
sincere manifestation of interest at the top, little will happen below."
- Managing for Quality
• Taiichi Ohno (February 29, 1912 – May 28, 1990) -Toyota
– Production System (TPS)- Just in Time (JIT)
• Walter Andrew Shewhart ( March 18, 1891 - March 11, 1967) -"Dr.
Shewhart prepared a little memorandum only about a page in length.
About a third of that page was given over to a simple diagram which we
would all recognize today as a schematic control chart.”
– Control Charts
Page 6
18. What is Six Sigma?
• Six Sigma seeks to improve the quality of process
outputs by identifying and removing the causes of
defects (errors) and minimizing variability in
manufacturing and business processes.
• It uses a set of quality management methods, including
statistical methods, and creates a special infrastructure
of people within the organization ("Black Belts",
"Green Belts", etc.) who are experts in these methods.
• Each Six Sigma project carried out within an
organization follows a defined sequence of steps
(DMAIC) and has quantified financial targets (cost
reduction and/or profit increase).
19. What is Sigma (s)?
4 Definitions:
A letter in the Greek alphabet s
A statistical measure of variation (standard deviation)
A measure of a process defect level
Six Sigma - an improvement methodology (DMAIC)
19
20. Normal Distribution
• Also known as Gaussian, Laplace–Gaussian or
standard error curve
• First proposed by de Moivre in 1783
• Independently in 1809 by Gauss
All Normal Distributions Defined by two things
1. The Average µ
2. The Standard Deviation σ
Page 143
21. Area Under the Curve
(c) Probabilities and numbers of standard deviations
Shaded area = 0.683 Shaded area = 0.954 Shaded area = 0.997
68% chance of falling 95% chance of falling 99.7% chance of falling
between and between and between and
22. Effect of Changing Parameters
(a) Changing (b) Increasing
shifts the curve along the axis increases the spread and flattens the curve
1 =6
1 = 2= 6
2= 12
140 160 180 200 140 160 180 200
1 = 160 2 =174 1 = 2 =170
23. What is Process Sigma?
Before Customer
Mean Specification
3s
A 3s process
1s Defects (3 standard
2s deviations fit
3s between target and
spec)
A 6s process
Mean Customer
Specification
After 1s
2s No Defects!
6s 3s
4s
5s
6s
23
24.
25. So what are we going to do?
• We are going to apply DMAIC (Define Measure
Analyze Improve Control) to the experience of
going to Starbucks
26. About Starbucks
• Founded 1971, in Seattle’s Pike Place Market.
Original name of company was Starbucks
Coffee, Tea and Spices, later changed to
Starbucks Coffee Company.
• In United States:
– 50 states, plus the District of Columbia
– 7,087 Company-operated stores
– 4,081 Licensed stores
29. What is Quality?
– Dictionary Definition
1. a distinguishing characteristic, property, or attribute
2. the basic character or nature of something
3. a trait or feature of personality
4. degree or standard of excellence, esp a high standard
5. (formerly) high social status or the distinction associated
with it
6. musical tone colour; timbre
7. logic the characteristic of a proposition that is dependent
on whether it is affirmative or negative
8. phonetics the distinctive character of a vowel,
– Joseph Juran - > "fitness for intended use"
– W. Edwards Deming -> "meeting or exceeding
customer expectations."
30. What is Critical To Quality?
• What is important to your customer?
• What will delight or excite them?
• What are the hygiene factors?
• These are things that have a direct and
significant impact on its actual or perceived
quality.
31. How do move beyond Brainstorming?
• Nominal Group -> when individuals over power a
group
• Multi-Voting -> Reduce a large list of items to a
workable number quickly
• Affinity Diagram -> Group solutions
• Force Field Analysis -> Overcome Resistance to
Change
• Tree Diagram -> Breaks complex into simple
• Cause- Effect Diagram -> identify root causes
32. Nominal Group Technique
• A brainstorming technique that is used when
some group members are more vocal then
others and encourages equal participation
Page 114
33. Nominal Group Procedure
1. Team Leader Selected
2. Individuals Brainstorm for 10-15 minutes
without talking. Ideas are written down
3. Round Robin each team member reads idea
and it is recorded by the team leader. There
is no discussion of ideas.
4. Once all ideas are recorded discussion begins
34. Multi-Voting
• Multi-voting is a group decision-making
technique used to reduce a long list of items
to a manageable number by means of a
structured series of votes
Page 87
35. Multi-Voting Procedure
1. Develop a Large Group Brainstormed list
2. Assign a letter to each item
3. Each team member votes for their top 1/3 of
ideas.
4. Votes are tallied
5. Eliminate all items receiving less than N votes
(rule of thumb 3)
6. Repeat voting until there are ~4 items left
37. Affinity Diagrams
• A tool that gathers large amounts of language
data (ideas, opinions, issues) and organizes
them into groupings based on their natural
relationships
Page 92
38. Affinity Diagram Procedure
1. Record Ideas on Post It Notes
2. Randomize Ideas Together
3. Sort Ideas into Related Groups
4. Create Header Card
5. Record Results
40. Force Field Analysis
• Is a method for listing, discussing, and
assessing the various forces for and against a
proposed change. It helps to look at the big
picture by analyzing all of the forces impacting
on the change and weighing up the pros and
cons.
Page 109
41. Force Field Procedure
1. Draw a large letter t
2. At the top of the t, write the issue or problem
3. At the far right of the top of t write the ideal state you wish
to obtain
4. Fill in the chart
– List internal and external factors advancing towards the ideal state
– List forces stopping you from obtaining the ideal state
43. Tree Diagram
• Tree diagrams help link a task’s overall goals
and sub-goals, and helps make complex tasks
more visually manageable. Accomplished
through successive steps digging into deeper
detail.
Page 124
44. Tree Diagram Procedure
1. Identify the Goal
2. Generate Tree Headings (Sub Goals)
– ~5 slightly more specific topics that are related to
the general goal
– Place them horizontally on post it notes
horizontally under goal
3. Generate Branches of sub goals as needed
4. Record the results
46. Cause and Effect Diagram
(Fishbone or Ishikawa Diagram)
• Is a tool that helps identify, sort, and display
possible causes of a specific problem or
quality characteristic. It graphically illustrates
the relationship between a given outcome and
all the factors that influence the outcome.
Page 97
47. Cause and Effect Procedure
1. Identify and Define the Effect
2. Draw the Fishbone Diagram
– Place Effect as the Head of the fish
3. Identify categories for the main causes of the
effect or use the standard ones
(Man, Machine, Methods, Materials, Measur
ements, Mother Nature)
4. Add causes to the categories
5. Add increasing detail to describe the cause
48. Cause and Effect Example
Generic Format 1. Identify Categories
2. Add Causes 3. Add Details
49. Now Apply It!
• Divide yourself into 6 Groups
– Group 1- Nominal Group
– Group 2- Multi-Voting
– Group 3- Affinity Diagrams
– Group 4- Force Field Analysis
– Group 5- Tree Diagram
– Group 6- Cause and Effect Diagram (What Causes a
Bad Cup of Coffee)
• Solve the problem “What Makes a Quality Coffee
Experience?”
51. Types of Data
Variable / Continuous Data
• Attribute / Discrete Data Individual unit can be measured on
– Individual unit categorized into a a continuum or scale Examples:
classification. Examples: • Length
• Counts or frequencies of occurrence • Volume
(# of errors, # of units) • Time
• Size
• Categories (good/bad, pass/fail,
• Width
low/medium/high)
• Pressure
• Characteristics (locations, shift #, • Temperature
male/female) • Thickness
• Groups (complaint codes, error Can have almost any numeric value
codes, problem type)
Can be meaningfully subdivided
– Finite number of values is possible into finer increments
– Cannot be subdivided meaningfully
Page 110
52. Data Type – Why is this
important?
Data type is a key driver of your Project Strategy
Attribute / Discrete Data Variable / Continuous Data
Requires larger sample size • More analysis tools available
Usually readily available • Smaller sample size needed
To see variation you stratify • Higher confidence in results
• To see variation, you can also
Pareto Chart
100%
80%
look at the distribution
60%
Dotplot Histogram
40%
20%
0%
FM OD ID Burr
Control Chart
Control Chart
P Chart of Resolved
for Individuals
4%
0.4 % Defective 1
Descriptive Statistics
1
Summary for Mystery
UCL=0.3539
3%
0.3
A nderson-D arling N ormality Test
A -S quared
P -V alue <
27.11
0.005
Individuals Chart
Proportion
_ 2%
M ean
S tDev
V ariance
100.00
32.38
1048.78
4%
0.2 P=0.1972 S kew ness
Kurtosis
N
0.00716
-1.63184
500
% Defective 1
0.1 1% M inimum
1st Q uartile
M edian
41.77
68.69
104.20
3%
3rd Q uartile 130.81
40 60 80 100 120 140 160
M aximum 162.82
LCL=0.0404 95% C onfidence Interv al for M ean
0.0 0% 97.15 102.85
95% C onfidence Interv al for M edian
2%
82.78 117.66
1/29 3/5 4/9 5/14 6/18 7/23 8/27 10/1 11/5
95% C onfidence Interv al for S tDev
Week 95% Confidence Intervals
Tests performed with unequal sample sizes
Days Mean
30.49 34.53
1%
Median
80 90 100 110 120
52 0%
Days
53. So how do we translate our CTQs Into
Measurements?
• Quality Functional
Deployment (House of
Quality)
• “Whats into Hows”
Y into Y into x
From the Customer Means Something You Can Measure it`
Internally
54. So What are We Going To Measure?
– Taste (what is taste?)
• pH
• Total Dissolved Solids
• Temperature
– Consistency
• Weight of the beverage
• Taste
55. Go Measure!
• Create the Following Control Charts
– Group 1: Starbucks Regular
– Group 2: Starbucks Decaffeinated
– Group 3: Dunkin Donuts Regular
– Group 4: Dunkin Donuts Decaffeinated
56. So How Do We Display the Data?
• Dot Plot
• Run Chart
• Box Whisker Plot
• CUSUM
• EWMA
• Scatter Diagrams
• Pareto Charts
57. Dot Plot
• Is a statistical chart consisting of data points
plotted on a simple scale, typically using filled in
circles representing the frequency of observation
Page 164
58. Run Chart
• Is a graph that displays observed data in a time
sequence. Often, the data displayed represent
some aspect of the output or performance of a
manufacturing or other business process.
Page 166
59. Box Plot
(Box and Whisker Diagram)
• Is a graphic depiction of groups of
numerical data through their five-
number summaries: the smallest
observation (sample minimum), lower
quartile (Q1), median (Q2), upper
quartile (Q3), and largest observation
(sample maximum). A boxplot may also
indicate which observations, if any,
might be considered outliers.
Page 164
60. CUSUM
(Cumulative Sum Chart)
• Is a sequential analysis technique used for
monitoring changes
61. EWMA
(Exponential Weight Moving Average)
• Is a type of control chart used to monitor either
variables or attributes-type data using the monitored
business or industrial process's entire history of output
62. Scatter Diagrams
• Is used to display a relationship or association
between two variables
Page 167
63. Pareto Chart
• Named after Vilfredo Pareto, is a type of chart that contains both
bars and a line graph, where individual values are represented in
descending order by bars, and the cumulative total is represented
by the line.
Page 136
64. Control Chart
• Time plot of data with Center Line (mean average) & Control Limits
– Control limits are based on actual process variation (Not specs!)
• UCL = X-bar (i.e., data mean) + 3s; LCL = X-bar - 3s
40
35 Upper Control Limit
(UCL)
30
25
Center Line
(X-bar)
20
Lower Control Limit
15
(LCL)
10
0 5 10 15 20 25
Voice Of the Process (X-bar, UCL, LCL are based on actual data!):
Control Limits and Center Line reflect process variation and stability
A process is predictable (stable) when data points vary randomly within control
limits. Referred to as a process “in control.”
64 Page 110
65. Before Using Control Charts Check for Normality
Histogram of Normal Probability Plot of Normal
100 Normal
99.9
Mean 168.0
StDev 24.00
80 99
N 500
AD 0.418
95 P-Value 0.328
90
60
Frequency
80
70
Percent
60
40 50
40
30
20
20 10
5
1
0
90 120 150 180 210 240
Normal 0.1
50 100 150 200 250
Normal
Histogram of Positive
200 Probability Plot of Positive
Normal
99.9
Mean 168.0
StDev 24.00
150 99
N 500
AD 46.489
95 P-Value <0.005
Frequency
90
100 80
70
Percent
60
50
40
30
50 20
10
5
0 1
150 180 210 240 270 300
Positive 0.1
100 150 200 250 300
Positive
Histogram of Negative Probability Plot of Negative
Normal
99.9
250 Mean 168.0
StDev 24.00
99
N 500
200 AD 44.491
95 P-Value <0.005
90
Frequency
80
150 70
Percent
60
50
40
100 30
20
10
5
50
1
0 0.1
0 30 60 90 120 150 180 0 50 100 150 200 250
Negative
Negative
Page 173
66. Control Chart Decision Tree
Variable (continuous) Attribute (discrete)
What Type Of Data?
Counting
Data Collected In
Specific Defects or
Groups or Individuals?
Defective Items?
GROUPS INDIVIDUAL
(Averages) VALUES Specific Defective
(n>1) (n=1) Types Of Items
“Defects”
X-Bar R (Means w/Range) Individuals (I Chart)
X-Bar S (Means w/St Dev) With Moving Range (I-MR) You can count only You can count how
defects many are bad and
how many are good
NOTE: X-Bar S is appropriate
Poisson Distribution Binomial Distribution
for subgroup sizes of > 10
Area of
Constant
Opportunity Constant
Sample Size?
In Each Sample
Size?
NO YES NO YES
u Chart c Chart or p Chart np Chart or
u Chart p Chart
Page 110
69. P Chart
Used to monitor the proportion of nonconforming units in a sample, where the
sample proportion nonconforming is defined as the ratio of the number of
nonconforming (defective) units to the sample size, n
Page 319
70. Np Chart
NP Chart of Wrong Answers
40
1
1
30 1
1
1 1
Sample Count
UCL=24.25
20
__
NP=15.44
10
LCL=6.63
11
1
0 1
1 6 11 16 21 26 31 36 41 46
Sample
Used to monitor the number of nonconforming units in a sample. It is an
adaptation of the p-chart and used in situations where personnel find it easier
to interpret process performance in terms of concrete numbers of units rather
than the somewhat more abstract proportion.
Page 321
72. Words Have Meaning
• Defect
– any nonconformance of the unit of product with
the specified customer requirements
• Defective
– is a unit of product which contains one or more
defects that effects the operability of the product
as determined by the customer
73. C Chart
Used to monitor "count"-type data, typically total number of nonconformities
(defects) per unit. It is also occasionally used to monitor the total number of
events occurring in a given unit of time.
Page 325
74. U Chart
used to monitor "count"-type data where the sample size is greater than one,
typically the average number of nonconformities per unit
Page 323
77. Now Apply it
• Create the Following Control Charts
– Group 1: I-MR Chart for pH
– Group 2: I-MR Chart for Temperature
– Group 3: I-MR Chart for TDS
– Group 4: I-MR Chart for Weight
78. Regular Starbucks
I-MR Chart of Temp I-MR Chart of TDS
130 108.0 U C L=107.751
U C L=128.95
106.5
Individual Value
Individual Value
125
_ 105.0 _
X=122.69 X=104.5
120 103.5
102.0
LC L=116.43
LC L=101.249
115
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
O bser vation O bser vation
8 4 U C L=3.993
U C L=7.696
6 3
M oving Range
M oving Range
4 2
__ __
M R=2.356 M R=1.222
2 1
0 LC L=0 0 LC L=0
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
O bser vation O bser vation
I-MR Chart of PH I-MR Chart of Mass
5.0 U C L=176.60
U C L=4.815 175
Individual Value
Individual Value
4.5 170
_
_ 165 X=164.78
X=4.135
4.0
160
155
3.5 LC L=3.455 LC L=152.96
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
O bser vation O bser vation
U C L=0.8350 16
0.8 U C L=14.52
12
M oving Range
M oving Range
0.6
0.4 8
__ __
M R=0.2556 M R=4.44
0.2 4
0.0 LC L=0 0 LC L=0
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
O bser vation O bser vation
79. Decaf Starbucks
I-MR Chart of Temp I-MR Chart of PH
1 5
1 U C L=4.929
U C L=122.36
122
Individual V alue
Individual V alue
4
120
_ _
118 X=118.13 3 X=2.946
116 2
114 LC L=113.90 1 LC L=0.963
1
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
O bser vation O bser vation
U C L=5.191 2.4 U C L=2.436
4.8
M oving Range
M oving Range
1.8
3.6
2.4 1.2
__ __
M R=1.589 M R=0.746
1.2 0.6
0.0 LC L=0 0.0 LC L=0
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
O bser vation O bser vation
I-MR Chart of Mass I-MR Chart of TDS
1
U C L=84.38 200
80
Individual V alue
Individual V alue
190
_ 180 U C L=180.62
70 X=69.81
_
170 X=168.5
60
160
LC L=55.24 LC L=156.38
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
O bser vation O bser vation
1
20
U C L=17.90
20
15
M oving Range
M oving Range
15 U C L=14.88
10
10
__
5 M R=5.48 __
5 M R=4.56
0 LC L=0 0 LC L=0
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
O bser vation O bser vation
80. Regular Dunkin Donuts
I-MR Chart of Temp I-MR Chart of TDS
144 180 1
U C L=143.28
U C L=169.16
Individual V alue
Individual V alue
141 165
_ 150 _
138 X=137.77 X=147.13
135
135
LC L=125.09
LC L=132.27 120 1
132 1
1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
O bser vation O bser vation
U C L=6.768 30
U C L=27.07
6.0
M oving Range
M oving Range
4.5 20
3.0
__ __
M R=2.071 10
M R=8.29
1.5
0.0 LC L=0 0 LC L=0
1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
O bser vation O bser vation
I-MR Chart of PH I-MR Chart of Mass
U C L=3.273 140
3 U C L=135.25
Individual V alue
Individual V alue
130
2 _
X=1.81 _
120
X=118.22
1
110
LC L=0.347
100 LC L=101.20
0
1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
O bser vation O bser vation
2.0 U C L=20.91
20
U C L=1.797
1.5
M oving Range
M oving Range
15
1.0 10
__ __
M R=0.55 M R=6.4
0.5 5
0.0 LC L=0 0 LC L=0
1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
O bser vation O bser vation
81. Decaf Dunkin Donuts
I-MR Chart of Temp I-MR Chart of TDS
122 U C L=122.357 140 U C L=140.33
Individual Value
Individual Value
120
_ 135 _
118 X=117.988 X=134.25
116
130
114 LC L=128.17
LC L=113.618
1
1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
O bser vation O bser vation
6.0 8
U C L=7.468
U C L=5.368
4.5 6
M oving Range
M oving Range
3.0 4
__ __
1.5 M R=1.643 2 M R=2.286
0.0 LC L=0 0 LC L=0
1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
O bser vation O bser vation
I-MR Chart of PH I-MR Chart of Mass
U C L=4.3083 300
U C L=285.9
Individual Value
4.2
Individual Value
250
_ _
X=4.0575 200 X=201.6
4.0
150
LC L=117.2
3.8 LC L=3.8067
100
1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
O bser vation O bser vation
0.3 U C L=0.3081 100 U C L=103.6
M oving Range
M oving Range
75
0.2
50
__ __
0.1 M R=0.0943 M R=31.7
25
0.0 LC L=0 0 LC L=0
1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8
O bser vation O bser vation
83. What is a Process?
• A Process
• Remember “Verb-Noun Combination”
84. Graphically Presenting a Process
• Six Sigma
– SIPOC
– Process Mapping
• Lean
– Value Stream Map
Let the Picture do the talking
85. Suppliers Inputs Process Outputs
Customers (SIPOC)
• Is a high-level picture of a process that depicts
how the given process is servicing the
customer.
Page 51
86. SIPOC Procedure
1. Agree to the name of the process. Use a Verb + Noun format (e.g.
Recruit Staff).
2. Define the Outputs of the process. These are the tangible things
that the process produces (e.g. a report, or letter).
3. Define the Customers of the process. These are the people who
receive the Outputs. Every Output should have a Customer.
4. Define the Inputs to the process. These are the things that trigger
the process. They will often be tangible (e.g. a customer request)
5. Define the Suppliers to the process. These are the people who
supply the inputs. Every input should have a Supplier. In some
“end-to-end” processes, the supplier and the customer may be
the same person.
6. Define the sub-processes that make up the process. These are the
activities that are carried out to convert the inputs into outputs.
They will form the basis of a process map.
87. SIPOC Symbols
• Suppliers: The individuals, departments, or organizations that
provide the materials, information, or resources that are worked on
in the process being analyzed
• Inputs: The information or materials provided by the suppliers.
Inputs are transformed, consumed, or otherwise used by the
process (materials, forms, information, etc.)
• Process: The macro steps (typically 4-6) or tasks that transform the
inputs into outputs: the final products or services
• Outputs: The products or services that result from the process.
89. Process Maps
• Are a graphical outline or schematic drawing
of the process to be measured and improve.
Page 128
90. Process Map Procedure
1. Identify the process to be studied, identify
boundaries and interfaces
2. Determine Various Steps in the process
3. Build the Sequence of Steps
4. Draw the formal chart with process map
5. Verify Completeness
93. Value Stream Mapping (VSM)
• Special type of flow chart that uses symbols
known as "the language of Lean" to depict
and improve the flow of inventory and
information
• Purpose
– Provide optimum value to the customer through
a complete value creation process with minimum
waste
Page 24
94. VSM Procedure
Before doing any steps, determine who owns the process!
1. Identify Process Customers (Y Process Output
Measures)
2. Identify Process Suppliers
3. Map the Material (Process) Flow
• Process General Steps
• Queue or Staging Areas
4. Identify Process Information Systems
5. Map the Information Flow
6. Identify Common Data
7. Gather the Data
95. Common VSM Symbols
Electronic Communication Dotted Line represents
Information Flow manual process connection
Box with Jagged top
represents interaction with
Manual Information Flow Customer customer or supplier.
Red Box and Rectangle Block represents a process
Production
Control represents information MSD Cust. Srvc. step that is performed.
system used.
MRP
95
96. Determine Process Cycle Times &
Identify Value Added Steps
VA
NVA
Value Added Steps are anything that the customer is willing to pay for
101. What is an Hypothesis Test?
Hypothesis Test determines which is more likely to be true:
Null hypothesis (Ho) or Alternative hypothesis (Ha)
Ho always starts with “There is no difference between….”
p-Value: Probability Ho is true given the evidence
If p is low: Reject Ho and accept Ha
Example:
Null hypothesis (Ho): Defendant is guilty (not a Key X)
Alternative Hypothesis (Ha): Defendant is not guilty (A Key X)
p-Value: Probability defendant is not guilty given the evidence
If p is small (reasonable doubt): Reject Ho and conclude defendant is not guilty (Key X!)
101
102. Steps in Test of Hypothesis
1. Formulate the Null and Alternate Hypothesis
2. Determine the appropriate test
3. Establish the level of significance:α
4. Determine whether to use a one tail or two tail test
5. Determine the degree of freedom
6. Calculate the test statistic
7. Compare computed test statistic against a tabled/critical
value
• Remember: tests DON’T PROVE anything.
– They gather sufficient evidence against the null hypothesis Ho
or fail to gather sufficient evidence against Ho.
102
103. Formulate the null and alternative hypotheses.
a. NULL HYPOTHESIS (H0): H0 specifies a value for the population parameter
against which the sample statistic is tested. H0 always includes an
equality.
b. ALTERNATIVE HYPOTHESIS (Ha): Ha specifies a competing value for the
population parameter.
Ha is formulated to reflect the proposition the researcher wants to verify.
Ha always includes a non-equality that is mutually exclusive of H0.
Ha is set up for either a 1-tailed test or a 2-tailed test.
104. Determine The Appropriate Test
• Z
– is any statistical test for which the distribution of the test statistic
under the null hypothesis can be approximated by a normal
distribution.
• T
– is any statistical hypothesis test in which the test statistic follows a
Student's t distribution if the null hypothesis is supported
• Paired T
– is a test that the differences between the two observations is 0
• ANOVA
– Is a test to determine the differences between two or more
treatments
• Chi Squared
– Is a test to determine the goodness of fit of data to a distribution
• Lots of Other Tests
105. Choose α, our significance level
It really depends on what we are testing
– α = 0.05
– α = 0.01
– Type I error
105
106. Find the critical value of the test statistic
• Standard normal table
• Student’s t distribution table
• Two-sided vs. one-sided
• F Distribution Table
• Chi Square Distribution Table
106
110. Compare the observed test statistic with
the critical value
-Zcrit Zcrit
| Ztest | > | Zcrit | HA
| Ztest | | Zcrit | H0 H0
HA HA
110
111. Compare the observed test statistic with
the critical value
-1.96 1.96
H0
| Ztest | > | 1.96 | HA
| Ztest | | 1.96 | H0 HA HA
111
112. Compare the observed test statistic with
the critical value (1 Tail)
Ztest > 1.645 HA 1.645
Ztest 1.645 H0 H0
HA
112
113. p-value
• p-value is the probability of getting a value of the test
statistic as extreme as or more extreme than that observed
by chance alone, if the null hypothesis H0, is true.
• It is the probability of wrongly rejecting the null
hypothesis if it is in fact true
• It is equal to the significance level of the test for which
we would only just reject the null hypothesis
113
114. The Chi Square Test
• A statistical method used to determine goodness
of fit
– Goodness of fit refers to how close the observed data
are to those predicted from a hypothesis
• Note:
– The chi square test does not prove that a hypothesis is
correct
• It evaluates to what extent the data and the hypothesis have
a good fit
115. Purpose of ANOVA
• Use one-way Analysis of Variance to test when the mean of
a variable (Dependent variable) differs among two or more
groups
– For example, compare whether systolic blood pressure differs
between a control group and two treatment groups
• One-way ANOVA compares two or more groups defined
by a single factor.
– For example, you might compare control, with drug treatment
with drug treatment plus antagonist. Or might compare control
with five different treatments.
• Some experiments involve more than one factor. These
data need to be analyzed by two-way ANOVA or Factorial
ANOVA.
– For example, you might compare the effects of three different
drugs administered at two times. There are two factors in that
experiment: Drug treatment and time.
116. What Does ANOVA Do?
• ANOVA involves the partitioning of variance of the
dependent variable into different components:
– A. Between Group Variability
– B. Within Group Variability
• More Specifically, The Analysis of Variance is a method
for partitioning the Total Sum of Squares into two
Additive and independent parts.
116
117. Test Statistic in ANOVA
• F = Between group variability / Within group variability
– The source of Within group variability is the individual
differences.
– The source of Between group variability is effect of independent
or grouping variables.
– Within group variability is sampling error across the cases
– Between group variability is effect of independent groups or
variables
117
118. ANOVA is Appropriate if:
• Independent random samples have been taken from each population
• Dependent variable population are normally distributed (ANOVA is
robust with regards to this assumption)
• Population variances are equal (ANOVA is robust with regards to this
assumption)
• Subjects in each group have been independently sampled
118
119. ANOVA Hypothesis
• Ho: m1 = m2 = m3 = m4
Where
• m1 = population mean for group 1
• m2 = population mean for group 2
• m3 = population mean for group 3
• m4 = population mean for group 4
• H1 = not Ho
119
120. ANOVA Compare the Computed Test
Statistic Against a Tabled Value
• α = .05
• If Ftest > FCritcal Reject H0
• If Ftest <= FCritcal Can not Reject H0
Fα is found in table on 374
or using Excel FINV function