Here are a few things to check regarding stage management within your project:
- Have Work Packages been created, approved, tracked to completion, and signed off accordingly?
- Have key project documents like risk, issue, and configuration item registers been maintained and updated regularly?
- Has progress been monitored against the stage plan, and have any issues that could impact the schedule or budget been escalated as needed?
- Has performance been reported to stakeholders as planned through highlight reports and other documents?
- Have lessons learned been captured to improve future stages or other aspects of the project?
Paying close attention to these stage controls can help ensure your project stays on track during this phase. Let me know if any
The document discusses documentation requirements for ISO 9001 certification. It notes that some organizations see ISO certification as simply a way to get a certificate, but that the true value comes from implementing an effective quality management system. It emphasizes that top management must plan and implement the QMS. The document also discusses reducing documentation requirements in the revised ISO 9001 standard and taking a lean approach to documentation to avoid creating an unnecessary paperwork burden. It proposes a tiered documentation structure with a high-level quality manual at the top level and more detailed procedures, instructions, and records at lower levels.
FDA Audit Process Training using turtle diagrams presented by Rob Packard, founder of http://MedicalDeviceAcademy.com and Brigid Glass, CEO of Brigid Glass & Associates.
Many IT organizations are familiar with the Monday Morning Crisis. Most IT problems are realized on Monday mornings because a change was implemented over the weekend and no formal process was followed. The organization is sent into reactive mode as IT struggles to resolve the issue and get everything back up and running. Change Management was created to handle situations just like this. A good change management process acts like a traffic controller at an airport. It will make certain that everything flows smoothly and that there are limited communication gaps.
This document discusses quality by design (QbD) and its implementation in the biopharmaceutical industry. It makes the following key points:
1) QbD aims to increase process knowledge through systematically understanding how manufacturing processes impact product quality.
2) QbD has been implemented through upfront experimentation in process development and increased data collection and analysis during manufacturing.
3) Better data collection, analysis, and control are needed to fully realize the benefits of QbD such as lower costs and improved quality and productivity.
This document discusses the implementation of a Kanban system by Microsoft's XIT department to manage their high workload of change requests. The department was experiencing long lead times of 155 days to fulfill change requests due to an overwhelmed backlog. They implemented Kanban principles to limit work-in-progress, prioritize flow over inventory, and visualize workflow. This helped reduce lead times and balance demand with capacity.
Managing A Successful Team Offline VersionDrPaulHancock
A recent presentation given, highlighting two opposing management techniques {McGregors X-Y styles} with context given ranging from the father of modern economics, Adam Smith, to the highly respected Statistician William Deming. The general approach taken seems a simplification, with perhaps a hybrid model suiting some systems, therefore due to concision , caveats are attached. The presentation is an offline version as it links into local mind mapping software, so some visuals are included as thumbnail examples of RCA tools and mind-maps drawn up from my experience working in the pharmaceutical inhalation devices industry and literature sources .
This document discusses optimizing sterile processing workflow through process mapping and identifying waste. It recommends managers map their process to identify all activities, determine which add value, and streamline workflows by eliminating unnecessary non-value-added activities. Process mapping helps pinpoint waste like excess motion, waiting, overproduction, and defects. Optimizing workflow can improve efficiency and quality while reducing costs.
Here are a few things to check regarding stage management within your project:
- Have Work Packages been created, approved, tracked to completion, and signed off accordingly?
- Have key project documents like risk, issue, and configuration item registers been maintained and updated regularly?
- Has progress been monitored against the stage plan, and have any issues that could impact the schedule or budget been escalated as needed?
- Has performance been reported to stakeholders as planned through highlight reports and other documents?
- Have lessons learned been captured to improve future stages or other aspects of the project?
Paying close attention to these stage controls can help ensure your project stays on track during this phase. Let me know if any
The document discusses documentation requirements for ISO 9001 certification. It notes that some organizations see ISO certification as simply a way to get a certificate, but that the true value comes from implementing an effective quality management system. It emphasizes that top management must plan and implement the QMS. The document also discusses reducing documentation requirements in the revised ISO 9001 standard and taking a lean approach to documentation to avoid creating an unnecessary paperwork burden. It proposes a tiered documentation structure with a high-level quality manual at the top level and more detailed procedures, instructions, and records at lower levels.
FDA Audit Process Training using turtle diagrams presented by Rob Packard, founder of http://MedicalDeviceAcademy.com and Brigid Glass, CEO of Brigid Glass & Associates.
Many IT organizations are familiar with the Monday Morning Crisis. Most IT problems are realized on Monday mornings because a change was implemented over the weekend and no formal process was followed. The organization is sent into reactive mode as IT struggles to resolve the issue and get everything back up and running. Change Management was created to handle situations just like this. A good change management process acts like a traffic controller at an airport. It will make certain that everything flows smoothly and that there are limited communication gaps.
This document discusses quality by design (QbD) and its implementation in the biopharmaceutical industry. It makes the following key points:
1) QbD aims to increase process knowledge through systematically understanding how manufacturing processes impact product quality.
2) QbD has been implemented through upfront experimentation in process development and increased data collection and analysis during manufacturing.
3) Better data collection, analysis, and control are needed to fully realize the benefits of QbD such as lower costs and improved quality and productivity.
This document discusses the implementation of a Kanban system by Microsoft's XIT department to manage their high workload of change requests. The department was experiencing long lead times of 155 days to fulfill change requests due to an overwhelmed backlog. They implemented Kanban principles to limit work-in-progress, prioritize flow over inventory, and visualize workflow. This helped reduce lead times and balance demand with capacity.
Managing A Successful Team Offline VersionDrPaulHancock
A recent presentation given, highlighting two opposing management techniques {McGregors X-Y styles} with context given ranging from the father of modern economics, Adam Smith, to the highly respected Statistician William Deming. The general approach taken seems a simplification, with perhaps a hybrid model suiting some systems, therefore due to concision , caveats are attached. The presentation is an offline version as it links into local mind mapping software, so some visuals are included as thumbnail examples of RCA tools and mind-maps drawn up from my experience working in the pharmaceutical inhalation devices industry and literature sources .
This document discusses optimizing sterile processing workflow through process mapping and identifying waste. It recommends managers map their process to identify all activities, determine which add value, and streamline workflows by eliminating unnecessary non-value-added activities. Process mapping helps pinpoint waste like excess motion, waiting, overproduction, and defects. Optimizing workflow can improve efficiency and quality while reducing costs.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Six Sigma is a business management strategy that seeks to improve quality by identifying and removing defects. It uses statistical methods and creates teams of experts to implement projects. Projects follow the DMAIC or DMADV methodologies, which involve defining problems, measuring processes, analyzing data, improving processes, and controlling future processes. Many large companies have implemented Six Sigma and achieved savings of 1-4.5% of revenue through reduced defects and waste.
Five Steps For Continuous Improvement of a South Carolina Business ProcessStephen Deas
Find links and research for continuous improvement of a South Carolina business process: Charleston, Florence , Greenville, Columbia, the Lowcountry, the Midlands, and the Upstate. Stephen Deas gives five steps for continuous improvement of a wide range of South Carolina processes: manufacturing, hospitality, healthcare, education, and municipal government. Stephen Deas is the President of Quality Minds Inc based out of Charleston, SC He is a Certified Six Sigma Black Belt with twenty plus years experience in production, engineering, purchasing, and quality. Stephen Deas was certified as a Quality Engineer in 1991 and has a Bachelors of Industrial Engineering (Georgia Tech) and a Masters of Industrial Statistics (University of South Carolina)
Six Sigma is a methodology that aims for near perfection by striving for no more than 3.4 defects per million opportunities. It was developed by Motorola in 1986 and focuses on eliminating defects through statistical analysis. The DMAIC methodology includes five steps: define, measure, analyze, improve, and control. Companies like Motorola, General Electric, and Honeywell have saved billions of dollars through Six Sigma projects that streamline processes and reduce defects.
Lean Six Sigma Green Belt Services Certification BrochurePartner
Lean Six Sigma Green Belt Training and Certification Program Brochure by eXample Consulting Group (SMS "leansigma" to 56070 for program schedules or visit http://www.examplecg.com (or) E-mail to sixsigma at examplecg.com)
This document discusses process quality management. It examines key elements of process management including research and development, design, management of process quality for all work units and suppliers, systematic quality improvement and quality assessment. It also discusses the history of quality control and various quality control tools and techniques like statistical process control, Pareto analysis, quality function deployment, market research, and the benefits of just-in-time. It emphasizes the importance of controlling processes on a daily basis and moving from inspection to process control through problem solving for continuous improvement.
Based in Louisville, Mediscribes is one of the fastest growing transcription & document management solution providers in United States.
Mediscribes is an ISO 9000-2001 certified company, rendering cost-effective consolidated transcription solutions to major hospitals, clinics, and other healthcare facilities.
The firm specializes in providing highly accurate transcription services, while adhering to the Association for Healthcare Document Integrity (AHDI) guidelines providing turnaround time service levels that are beyond industry reproach.
7QC Tools Study Materials - LSSGB - Quality Control.pptxsboral2
This document provides an overview of statistical process control (SPC) and the 7 main quality control tools used in SPC. It discusses the history of SPC dating back to 1924 and Dr. Walter Shewart. It then defines key SPC terms and concepts. The rest of the document focuses on explaining each of the 7 quality control tools: check sheets, stratification, Pareto charts, cause-and-effect (fishbone) diagrams, histograms, control charts, and scatter diagrams. For each tool, it provides the purpose, when to use it, an example, and the benefits. The overall goal is to introduce the reader to SPC and how these tools can be used to monitor and improve process quality.
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 overview of Lean Six Sigma and its application in healthcare. It discusses Lean Six Sigma concepts like eliminating waste, enhancing value-added operations, and reducing process variation. Examples of Lean Six Sigma projects at St. Elizabeth Regional Health are presented, focusing on improving patient outcomes, safety, and throughput while controlling costs. Common Lean and Six Sigma tools are outlined, such as process mapping and statistical process control. The benefits of Six Sigma level performance for reducing errors and defects are also reviewed.
The document discusses quality management processes from the PMBok. It defines quality management as determining quality policies, objectives, and responsibilities to ensure a project satisfies its intended needs. It outlines the key quality management processes of quality planning, quality assurance, and quality control. Quality planning involves identifying quality requirements and standards. Quality assurance audits the quality requirements and quality control measurements. Quality control monitors quality activities and recommends necessary changes. The document also defines important quality terms and concepts.
Lean Six Sigma Yellow Belt Certification BrochurePartner
The document provides an outline for a Lean Six Sigma Yellow Belt training program. The 3-day course aims to impart an understanding of Six Sigma methodology and equip participants with the skills to identify and implement Yellow Belt level improvement projects. The course covers Six Sigma frameworks, terminology, and the DMAIC (Define, Measure, Analyze, Improve, Control) methodology. It includes exercises in problem identification, data analysis, cause-and-effect analysis, and process improvement planning. Participants are assessed through a written test and provided with a Yellow Belt certificate upon completion. Past participants have rated the program highly and found it applicable to their work.
This document provides an overview of quality and quality management tools and philosophies. It defines quality, discusses dimensions of quality for both products and services. It introduces Total Quality Management (TQM) as a philosophy involving continual improvement and customer satisfaction. Key quality gurus and their contributions are outlined. Quality tools like statistical process control, ISO standards, Six Sigma, and PDCA/PDSA cycles are explained. Challenges, benefits, and criticisms of quality initiatives are also summarized.
The document provides an overview of Six Sigma management. It defines Six Sigma as a statistical concept that measures quality in terms of defects, with the goal of 3.4 defects per million opportunities. It describes the Six Sigma phases of Define, Measure, Analyze, Improve, and Control (DMAIC). Key tools for Six Sigma include process mapping, design of experiments, measurement system analysis, and control plans. Critical roles include Champions, Master Black Belts, Black Belts, and Green Belts. Implementing Six Sigma can help reduce costs and improve customer satisfaction, quality, and competitive advantage.
This document provides a high-level summary of the Agile and CMMI conference held in Kiev, Ukraine on September 23-24, 2011. The conference addressed some common myths about Agile and CMMI, providing context on both frameworks. It also reviewed the history and structure of CMMI, outlining the key process areas covered at different maturity levels.
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.
Six sigma is a statistical approach to process improvement that aims to reduce defects. It was developed by Motorola in the 1970s to improve quality. The six sigma method includes phases such as Define, Measure, Analyze, Improve, and Control to identify and remove defects in processes. It uses statistical tools and follows a DMAIC or DMADV model. While six sigma aims to improve processes and reduce defects, some critics argue it is more focused on appraisal than prevention and does not always yield quality improvements.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
Six Sigma is a business management strategy that seeks to improve quality by identifying and removing defects. It uses statistical methods and creates teams of experts to implement projects. Projects follow the DMAIC or DMADV methodologies, which involve defining problems, measuring processes, analyzing data, improving processes, and controlling future processes. Many large companies have implemented Six Sigma and achieved savings of 1-4.5% of revenue through reduced defects and waste.
Five Steps For Continuous Improvement of a South Carolina Business ProcessStephen Deas
Find links and research for continuous improvement of a South Carolina business process: Charleston, Florence , Greenville, Columbia, the Lowcountry, the Midlands, and the Upstate. Stephen Deas gives five steps for continuous improvement of a wide range of South Carolina processes: manufacturing, hospitality, healthcare, education, and municipal government. Stephen Deas is the President of Quality Minds Inc based out of Charleston, SC He is a Certified Six Sigma Black Belt with twenty plus years experience in production, engineering, purchasing, and quality. Stephen Deas was certified as a Quality Engineer in 1991 and has a Bachelors of Industrial Engineering (Georgia Tech) and a Masters of Industrial Statistics (University of South Carolina)
Six Sigma is a methodology that aims for near perfection by striving for no more than 3.4 defects per million opportunities. It was developed by Motorola in 1986 and focuses on eliminating defects through statistical analysis. The DMAIC methodology includes five steps: define, measure, analyze, improve, and control. Companies like Motorola, General Electric, and Honeywell have saved billions of dollars through Six Sigma projects that streamline processes and reduce defects.
Lean Six Sigma Green Belt Services Certification BrochurePartner
Lean Six Sigma Green Belt Training and Certification Program Brochure by eXample Consulting Group (SMS "leansigma" to 56070 for program schedules or visit http://www.examplecg.com (or) E-mail to sixsigma at examplecg.com)
This document discusses process quality management. It examines key elements of process management including research and development, design, management of process quality for all work units and suppliers, systematic quality improvement and quality assessment. It also discusses the history of quality control and various quality control tools and techniques like statistical process control, Pareto analysis, quality function deployment, market research, and the benefits of just-in-time. It emphasizes the importance of controlling processes on a daily basis and moving from inspection to process control through problem solving for continuous improvement.
Based in Louisville, Mediscribes is one of the fastest growing transcription & document management solution providers in United States.
Mediscribes is an ISO 9000-2001 certified company, rendering cost-effective consolidated transcription solutions to major hospitals, clinics, and other healthcare facilities.
The firm specializes in providing highly accurate transcription services, while adhering to the Association for Healthcare Document Integrity (AHDI) guidelines providing turnaround time service levels that are beyond industry reproach.
7QC Tools Study Materials - LSSGB - Quality Control.pptxsboral2
This document provides an overview of statistical process control (SPC) and the 7 main quality control tools used in SPC. It discusses the history of SPC dating back to 1924 and Dr. Walter Shewart. It then defines key SPC terms and concepts. The rest of the document focuses on explaining each of the 7 quality control tools: check sheets, stratification, Pareto charts, cause-and-effect (fishbone) diagrams, histograms, control charts, and scatter diagrams. For each tool, it provides the purpose, when to use it, an example, and the benefits. The overall goal is to introduce the reader to SPC and how these tools can be used to monitor and improve process quality.
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 overview of Lean Six Sigma and its application in healthcare. It discusses Lean Six Sigma concepts like eliminating waste, enhancing value-added operations, and reducing process variation. Examples of Lean Six Sigma projects at St. Elizabeth Regional Health are presented, focusing on improving patient outcomes, safety, and throughput while controlling costs. Common Lean and Six Sigma tools are outlined, such as process mapping and statistical process control. The benefits of Six Sigma level performance for reducing errors and defects are also reviewed.
The document discusses quality management processes from the PMBok. It defines quality management as determining quality policies, objectives, and responsibilities to ensure a project satisfies its intended needs. It outlines the key quality management processes of quality planning, quality assurance, and quality control. Quality planning involves identifying quality requirements and standards. Quality assurance audits the quality requirements and quality control measurements. Quality control monitors quality activities and recommends necessary changes. The document also defines important quality terms and concepts.
Lean Six Sigma Yellow Belt Certification BrochurePartner
The document provides an outline for a Lean Six Sigma Yellow Belt training program. The 3-day course aims to impart an understanding of Six Sigma methodology and equip participants with the skills to identify and implement Yellow Belt level improvement projects. The course covers Six Sigma frameworks, terminology, and the DMAIC (Define, Measure, Analyze, Improve, Control) methodology. It includes exercises in problem identification, data analysis, cause-and-effect analysis, and process improvement planning. Participants are assessed through a written test and provided with a Yellow Belt certificate upon completion. Past participants have rated the program highly and found it applicable to their work.
This document provides an overview of quality and quality management tools and philosophies. It defines quality, discusses dimensions of quality for both products and services. It introduces Total Quality Management (TQM) as a philosophy involving continual improvement and customer satisfaction. Key quality gurus and their contributions are outlined. Quality tools like statistical process control, ISO standards, Six Sigma, and PDCA/PDSA cycles are explained. Challenges, benefits, and criticisms of quality initiatives are also summarized.
The document provides an overview of Six Sigma management. It defines Six Sigma as a statistical concept that measures quality in terms of defects, with the goal of 3.4 defects per million opportunities. It describes the Six Sigma phases of Define, Measure, Analyze, Improve, and Control (DMAIC). Key tools for Six Sigma include process mapping, design of experiments, measurement system analysis, and control plans. Critical roles include Champions, Master Black Belts, Black Belts, and Green Belts. Implementing Six Sigma can help reduce costs and improve customer satisfaction, quality, and competitive advantage.
This document provides a high-level summary of the Agile and CMMI conference held in Kiev, Ukraine on September 23-24, 2011. The conference addressed some common myths about Agile and CMMI, providing context on both frameworks. It also reviewed the history and structure of CMMI, outlining the key process areas covered at different maturity levels.
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.
Six sigma is a statistical approach to process improvement that aims to reduce defects. It was developed by Motorola in the 1970s to improve quality. The six sigma method includes phases such as Define, Measure, Analyze, Improve, and Control to identify and remove defects in processes. It uses statistical tools and follows a DMAIC or DMADV model. While six sigma aims to improve processes and reduce defects, some critics argue it is more focused on appraisal than prevention and does not always yield quality improvements.
1. Statistics and Lean Six Sigma:
A Perfect Combination
ASA Colorado/Wyoming Spring Meeting
April 15, 2011
Presented By
Scott Leek
Senior Member, ASQ
Managing Director & MBB
Sigma Consulting Resources
2. Outline
Background
– Recent History of Quality & Statistics
– What is Six Sigma?
– What is Lean?
– Merging Of Lean And Six Sigma
Statistics Role In Lean Six Sigma
The Statistician’s Role In Lean Six Sigma
4. Recent History of Quality & Statistics
Birth of
Quality Control
& Quality
Assurance
1915 1940
• Bell Labs nurtures
QC/QA methods
• Shewhart develops
the Control Chart
• Dodge develops
Acceptance Sampling
• Deming, Grant, et al
also working at the
Labs
5. Recent History of Quality & Statistics
Birth of
Quality Control
& Quality
Assurance The War Years
1915 1940 1945
• Bell Labs nurtures • Statistical Quality
QC/QA methods Control embraced by
the War Production
• Shewhart develops Board
the Control Chart
• SQC wildly
• Dodge develops
successful improving
Acceptance Sampling
war production
quality and
• Deming, Grant, et al
also working at the productivity
Labs
6. Recent History of Quality & Statistics
Birth of
Quality Control
& Quality The Maturation
Assurance The War Years of Quality
1915 1940 1945 1980
• Bell Labs nurtures • Statistical Quality • In 1946 American
QC/QA methods Control embraced by Society for Quality
the War Production Control (ASQC) is
• Shewhart develops Board founded, now (ASQ)
the Control Chart
• Statistical methods
• SQC wildly continue to be
• Dodge develops
successful improving developed (Box,
Acceptance Sampling
war production Hunter, Shainin, et al)
quality and
• Deming, Grant, et al • Hit or miss process
also working at the productivity
improvement
Labs
7. Recent History of Quality & Statistics
Birth of The
Quality Control Renaissance of
& Quality The Maturation Process
Assurance The War Years of Quality Improvement
1915 1940 1945 1980 Present
• Bell Labs nurtures • Statistical Quality • In 1946 American • In 1980 Deming and
QC/QA methods Control embraced by Society for Quality Crosby start to get
the War Production Control (ASQC) is C-Suite attention
• Shewhart develops Board founded, now (ASQ)
the Control Chart • Formal Total Quality
• Statistical methods Management (TQM)
• SQC wildly continue to be
• Dodge develops Programs become
successful improving developed (Box, wide-spread
Acceptance Sampling
war production Hunter, Shainin, et al)
quality and
• Deming, Grant, et al • Hit or miss process • Motorola develops the
also working at the productivity
improvement first Six Sigma
Labs program in 1986
8. What Is Six Sigma?
Originated at Motorola in the mid 1980’s
Multiple Dimensions
- Enterprise process improvement initiative
- Metric and performance measure
- A set of improvement methods and tools
- A management philosophy of satisfying customer needs profitably
Common characteristics of Six Sigma Initiatives
- Emphasis on strong management leadership and support
- Focus on achieving measurable results with financial returns
- Infrastructure of Champions, Master Black Belts, Black Belts, etc.
- Commitment to making decisions based on data, not opinion
9. What Is Lean?
Based on the Toyota Production System
Focus on eliminating the Seven Wastes (“muda”)
Define and analyze the Value Stream to:
- Eliminate/minimize non-value added steps
- Plan rapid improvement events ( Kaizen Events)
- Create Flow (eliminate “mura”)
A set of solutions
10. The Merging Of Lean And Six Sigma
Throughout the 1990’s Lean and Six Sigma existed
almost completely independently
As organizations used both methodologies, Lean and
Six Sigma become increasingly integrated
Integration varies from organization-to-organization
but involves a consistent body of knowledge
11. Statistics Role In Lean Six Sigma
Quality improves
by removing
special causes
Defect Levels
Time
Adopted from Deming, W. Edwards, Out of the Crisis (MIT Center for Advanced Engineering Study, 1982, p. 323).
12. Statistics Role In Lean Six Sigma
Quality improves
by removing
special causes
Defect Levels
Continued
improvement is
expected
Time
Adopted from Deming, W. Edwards, Out of the Crisis (MIT Center for Advanced Engineering Study, 1982, p. 323).
13. Statistics Role In Lean Six Sigma
Quality improves
by removing
But the process
special causes
has stabilized
Defect Levels
Continued
improvement is
expected
Time
Adopted from Deming, W. Edwards, Out of the Crisis (MIT Center for Advanced Engineering Study, 1982, p. 323).
14. Statistics Role In Lean Six Sigma
Quality improves
by removing
But the process
special causes
has stabilized
Defect Levels
Statistical
Continued methods close
improvement is this gap
expected
Time
Adopted from Deming, W. Edwards, Out of the Crisis (MIT Center for Advanced Engineering Study, 1982, p. 323).
15. Statistics Role In Lean Six Sigma
If your objective is to harvest the fruit
Where do you start?
16. Statistics Role In Lean Six Sigma
Special Causes fixed
Ground Fruit with intuition and
common sense
17. Statistics Role In Lean Six Sigma
Special and Common
Low Hanging Fruit Causes fixed with basic
analytical tools
Special Causes fixed
Ground Fruit with intuition and
common sense
18. Statistics Role In Lean Six Sigma
Common Causes
reduced with advanced
Sweet Fruit
tools and Design for Six
Sigma (DFSS)
Special and Common
Low Hanging Fruit Causes fixed with basic
analytical tools
Special Causes fixed
Ground Fruit with intuition and
common sense
19. The Statistician’s Role In Lean Six Sigma
Statisticians can and do serve in a variety of roles
but the most common is as a Master Black Belt
(MBB)
The American Society for Quality (ASQ) defines the
role of a Master Black Belt in the ASQ Certified
Master Black Belt Body of Knowledge that includes:
I. Enterprise-wide Planning and Deployment
II. Cross-functional Competencies
III. Project Management
IV. Training Design and Delivery
V. Mentoring Responsibilities
VI. Advanced Measurement Methods and Tools
20. Summary
Background
– Recent History of Quality & Statistics
– What is Six Sigma?
– What is Lean?
– Merging Of Lean And Six Sigma
Statistics Role In Lean Six Sigma
The Statistician’s Role In Lean Six Sigma
21. What Is Lean?
Seven Wastes
Based on the Toyota Production System
• Defects
• Over-production
Focus on eliminating the Seven Wastes (“muda”)
• Transportation
• Waiting
• Inventory
• Motion
• Over-processing
X
22. What Is Lean?
Lean Solutions
Based on the Toyota Production System
• Poka Yoke (mistake proofing)
• Set-up time reduction (SMED)
Focus on eliminating the Seven Wastes (“muda”)
• Kanban
Define Cell Design
•
and analyze the Value Stream to:
• Level Production
- Eliminate/minimize non-value added steps
• Total Productive Maintenance
- Plan • Reducing Batch Size
rapid improvement events ( Kaizen Events)
- Create Pull Scheduling “mura”)
• Flow (eliminate
• Line Balancing
A set • Uniform Loading
of solutions
• 5S (Sort, Set in order, Shine, Standardize, Sustain)
X
23. Statistics Role In Lean Six Sigma
Basic Analytical Tools
•
Flow Charts
•
Cause & Effect Diagrams
•
Time Series Plots & Control Charts
•
Capability Analysis
•
Graphical Plots
Special and Common
Low HangingBoxplots
- Fruit Causes fixed with basic
- Dotplots analytical tools
- Scatterplots
- Histograms Special Causes fixed
Ground Fruit X
with intuition and
common sense
24. Statistics Role In Lean Six Sigma
Advanced Tools
Y = f(X1, X2, X3, …, Xn)
Common Causes
reduced with advanced
• Measurement Systems Analysis
Sweet Fruit
tools and Design for Six
• Time Series Analysis Sigma (DFSS)
• Regression Analysis (multiple, logistic, non-linear)
• Hypothesis Testing Special and Common
Low Hanging Fruit
• General Linear Models (GLM) Causes fixed with basic
• Design of Experiments (DOE) analytical tools
• Response Surface Methodology (RSM)
• Monte Carlo Simulation Special Causes fixed
Ground• Fruit
Linear Programming with intuition and
• Advanced Statistical Process Control common sense
X