Six Sigma Project Charter
|
|
- Grace Evans
- 8 years ago
- Views:
Transcription
1 rev 12 Six Sigma Project Charter Name of project: Reduce the time of producing admissions dashboard reports Green belt: Yes Submitted by: Xingming Yu Date submitted: May 21, 212 Date updated: February 15, 213 I. Project Selection Process Item Yes No Comments Key business issue Linked to a define process Customers identified Defects clearly defined x x x x Describe how and why project was selected. Reference any tools used, such as SIPOC, VOC plan, Affinity diagram, KANO model, CTS tree, etc. This project was selected following the DMAIC project selection criteria. The problem is a key business issue. Admissions dashboard reports are critical for senior administrators and admissions counselors to track the undergraduate admissions process and make sound decisions. The problem can be linked to a defined process. Internal and external customers can be defined to receive and use the reports from the process. The reports should be 1% accurate or errors-free before delivering to the customers. II. Project Description Project Title Reduce the time of producing admissions dashboard reports Date Charted Target Completion Date Actual Completion Date 5/21/12 1/31/12 Project Leader Team Facilitator Team Champion Xingming Yu Xingming Yu Brent Drake Estimated Cost Savings Actual Cost Savings Costs of implementing project Team members Bob Delcourt, Madonna Ritter Problem Statement Admissions dashboard is very important for tracking university admissions activities critical to achieve the strategic goals. It helps senior administrators and counselors with their decision-making process and helps them make adjustments if necessary. 1% accuracy and error-free data reporting is required for the production process. Preparing, validating, and delivering this report to its 1
2 customers in a timely manner is especially important for undergraduate admissions process. It takes almost 7 hours every Monday for three staff members to generate the admissions dashboard reports. How to reduce the production time and increase the productivity is the research for the team. rev 12 Project Goal and Metrics The project goal is to analyze the current process and develop a controllable and improved process to reduce the time of producing the undergraduate admissions dashboard reports. The metrics to be used will be the amount of production time decreased by a period of six months. Describe the challenges and support required The challenges are the full understanding of the process by the team members and the willingness to follow the process, and the intensive validation process to ensure the data accuracy. Administrative supervisory support is a key for the success of the process improvement and for this Six Sigma project. Project Schedule D1. Select the output characteristic. Date:5/15/12 The output is the time spent to produce the admissions dashboard reports. It will be measured in minutes. D2. Define the output performance standard. Date:7/18/12 The specification for the process will be 2 minutes to produce an admissions dashboard report. The total number of dashboard report is 15. The total time to process the 15 reports will be 3 minutes instead of the current 375 minutes. D3. Describe the process. Date:7/21/12 Required tools: SIPOC, Detailed process map The process starts with the export of Cognos admissions summary reports and ends with the validation of the admissions dashboard reports before their release to customers. Print out the PDF version of the summary reports, save the summary reports to LAN as the data source for the production, and open the reporting templates to update reports fill the process between the start and end. Please refer to the attached SIPOC and Detailed Process Map. M1. Validate the measuring system. Date:7/28/12 Required tools: Gage R&R/Attribute Agreement Analysis Since my project has variable data, I conducted a variable Gage R&R analysis with Minitab. Please refer to the attached Gage R&R results and charts. It turned out the measuring system is a pretty good one. The total Gage R&R is 21.51%, lower than the 3% or less guideline, and the Part-To-Part is 97.66%, higher than the 7% or more criteria. 2
3 rev 12 M2. Establish current process capability for the output. Date:7/29/12 Required tools: Process capability, Control chart Process Capability Sixpack was utilized. The related charts and statistical results are attached. From the Capability Histogram and the Normal Prob Plot we can see that the collected data has a normal distribution, which is important for statistical analysis. The p value for the measurement is over.5. The I-Chart tells us that the current process is in control, and the mean is From the Capability Plot table we can see we don't have the Cp and Pp values because we only care about the USL, not the LSL. However the Cpk (short term) and the Ppk (long term) values are pretty good: -.57 and -.34 for the measurement, which indicate that the process average is close to the specification limits. The values are negative because the USL is lower than the current process average. M3. Determine project objectives. Date:8/1/12 The average time for the current process is around 25 minutes a report. Each Monday we have 15 similar reports to produce. The current total production time is about 375 minutes for the team. The project objective is to reduce the time to produce a report to 2 minutes in a period of six months. If we work out an improved process, the total time for the 15 reports will be 3 minutes instead of 375 minutes. For the complete process, 75 minutes will be cut or 2% of time will be reduced from the current process. A1. Identify and list all potential causes (inputs). Date:8/15/12 Required tools: Process map, Brainstorming, Fishbone diagram, Cause and effect matrix, Potential X matrix We organized a team meeting, used the Brainstorming method and the detailed Process Map with inputs and outputs to identify the potential causes. Then I categorized/classified the list of potential causes into the Fishbone Diagram attached with this document. A2. Screen potential causes. Date:8/16/12 Required tools: See A1 Explain how the inputs were screened and attach records. Describe your input reduction process. We voted on the potential inputs and picked up four inputs that might affect the output significantly. Cause and effect matrix was also used to screen the inputs and in the input reduction process. The detailed matrix was attached. A3. Determine the f(x) key input variable(s) Date:9/25/12 Required tools: One factor at a time experiment Explain how the KPIV(s) were chosen. 3
4 rev 12 The potential X matrix was used in this step and the matrix was attached. I-1. Establish operating tolerances for key inputs and output. Date:9/25/12 Describe how the solution was derived and how it will be implemented. Describe the operating tolerances and how they were selected. With the efforts of teamwork, and voting on the solutions, cause and effect matrix and potential X matrix were used. The method of brainstorming was also initiated to derive the possible solutions. Communications between team members during the production process, take notes about stop point when interrupted, two-minute break from one report to another, and open two Excel applications for data check and report update will be implemented. 1-2 minute a report was chosen for the operating tolerance of the output. This tolerance of the output also complies with the RUMBA: it is reasonable, understandable, measurable, believable, and attainable within the team. By changing the method we expect to reduce the current process time for our 15 admissions dashboard reports without compromising the 1% accuracy. The selection process also follows the Establish Operating Tolerance guidelines: customers expectations, feasibility, measuring accuracy, and cost effectiveness. I-2. Re-evaluate the measuring system. Date:9/26/12 Required tools: Gage R&R/Attribute Agreement Analysis Describe statistical results and any actions taken. Attach records. Data were collected again after the solutions were implemented in the process. Variable Gage R&R analysis was conducted to re-evaluate the measuring system. The statistical results and graphs were attached to this document. Total gage R&R was 34.14% and the part-to-part value was 93.99%, which tells us that the measuring system is valid. I-3. Establish final capability for key input(s) and the output. Date:9/26/12 Required tools: Process capability, Control chart Describe statistical results and any actions taken. Attach records. Another process capability analysis was conducted and the graphs and output were attached. The average time for the new process was Hence the USL was set at 15 instead of the first value 2. The Cpk is -.13 and the Ppk is -.6 which means the process average is close to the USL. Here the values are negative because the USL is set lower than the process average. C1. Implement process controls for the key inputs. 4
5 rev 12 Date:9/27/12 Required tool: Four levels of control, error proofing List controls including error proofing. Utilize highest level of control possible. Categorize controls, 1, 2, or 3. We use level III controls for the process with mistake-proofing (Poka-yoke) because they can 1% prevent defect and can save time and money. Follow-up to ensure effectiveness. Date:1/1/12 List follow-up activities. Make sure every team member understands the new process and is willing to implement the solutions. Time for producing each report will be recorded and monitored. Trainings and documentation will be provided. The process will be improved. Black Belts must utilize the following additional tools: FMEA, hypothesis testing, regression, design of experiments, and one lean tool of their choice. 5
6 SIPOC SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMERS List Suppliers, internal and external. List Inputs to Process: Data, information, materials, Map Process Below. Do not get led by the form! List Outputs to Process: Data, information, materials, List customers, internal and external. manpower, environment, equipment, resources. List as many steps as necessary to descriibe the MACRO manpower, environment, equipment, resources. Office of Admissions Admissions data process. The purpose of his exercise is to examine scope, to E-copy of dashboard reports Admissions committee Student Assessment Excel data source list primary inputs and outputs, Hard copies of reports Office of admissions Student Analytics PDF data source and to list high-level customer Binder filing Admissions counselors Student Reporting Dashboard template/shell expectations. Hard copy distribution Colleges and schools ITAP Report producers e-copy distribution College Deans Banner PCs Historical data recorded Senior administrators EMAR Printers Information shared EMAR Punches File binders Calculators Measuring rulers Printing paper Pens and pencils The process is a timeintensive and accuracymust and teamwork. Admissions recruiters Housing services Budgeting Office Space management Financial aid office Export Cognos admissions summary reports Print out admissions summary reports Save admissions reports to LAN as data sources Open templates to update to the weekly reports Validate updated dashboard reports
7 Process Map: Start Export Cognos summary reports Print out summary reports Save summary reports to LAN as data source U C Open reporting template to update Validate dashboard reports Finish U U U U
8 Identify Inputs/Outputs: Start U Banner Excel output C Template Dashboard U ODS Export Cognos PDF output U MS Office Open reporting updated C Cognos summary reports U PC template to update Finish product U PC Historical data recorded Graphs updated U Printer PDF hard U PC Print out summary copy summary C Excel Accurate C Send out reports reports C spreadsheet Validate dashboard reports printing task C PDF hard reports Accurate copy data recorded Previous year data U Mouse PDF copy U Keyboard Save summary on LAN U Adobe reports to LAN Excel copy U MS Office on LAN Finish
9 Measurements Material Personnel Previous year data Documentation of univ, school & Communications 1% accurate/error-free Unified reports Report producers 15 dashboard reports Reporting templates A team of 3 producers Complete, validate and upload Excel data source Process training and best- Prior to 4PM Monday PDF data hard copy Practice share 2-min break b/t dashboards Printing paper, pens & pencils Column designation Dashboard Reports Interruptions!!! Formula editor expand Workstation PC Banner data entry errors: Reduce spreadsheet window Printer Accuracy; Time Take notes about stop points/time Punches ODS Spot check total #s, comp & sig % Calculators Cognos Trade off Adcom report & validation Measuring rulers Open 2 Excel applications Crosscheck reports Dual PC monitors Adobe and MS Office programs EDW cube dashboard??? Environment Methods Machines
10 Relevance to Customer (Y) 9 x 6 9 x x x x x 9 Outputs Accurate reports Accurate data recorded Graphs updated Dashboard updated Excel copy on LAN PDF copy on LAN PDF copy printed out Excel output PDF output Finished product Cause & Effect Matrix Inputs Score Communications Report producing team Training & best-practice share PC Documentation Reporting templates Excel data source PDF hard copy 1 9 Column designation Formula editor expand Take notes about stop point Spot check total #s and % Previous year data minute break Interruptions 1 9 Adobe and Office programs ODS 1 9 Cognos 1 9 Banner data entry Open 2 Excel applications
Six Sigma Project Charter
rev 12 Six Sigma Project Charter Name of project: Streamline Incomplete Applicant Follow-ups Black belt: Green belt: X Submitted by: Emily Vazquez & Angela Love E-mail: evazquez@purdue.edu & ajcampbe@purdue.edu
More informationSix Sigma Project Charter
rev 12 Six Sigma Project Charter Name of project: Reduction in the Percentage of Processing Errors Green belt: Submitted by: Misty Tarrh e-mail: tarrhm@purdue.edu Date submitted: October 4, 212 I. Project
More informationSix Sigma Project Charter
rev 12 Six Sigma Project Charter Name of project: An Examination of Cohort Default Rates: A Causal Analysis for Prevention Green belt: Jennifer Howells Submitted by: Jennifer Howells e-mail: jhowells@purdue.edu
More informationSix Sigma Project Charter
rev 2 Six Sigma Project Charter Name of project: Decreasing percent of transferred out calls by 50% Green belt: Submitted by: Joy May e-mail: joy@purdue.edu Date submitted: May 2, 202 I. Project Selection
More informationBODY OF KNOWLEDGE CERTIFIED SIX SIGMA YELLOW BELT
BODY OF KNOWLEDGE CERTIFIED SIX SIGMA YELLOW BELT The topics in this Body of Knowledge include additional detail in the form of subtext explanations and the cognitive level at which test questions will
More informationCourse Overview Lean Six Sigma Green Belt
Course Overview Lean Six Sigma Green Belt Summary and Objectives This Six Sigma Green Belt course is comprised of 11 separate sessions. Each session is a collection of related lessons and includes an interactive
More informationUnit 1: Introduction to Quality Management
Unit 1: Introduction to Quality Management Definition & Dimensions of Quality Quality Control vs Quality Assurance Small-Q vs Big-Q & Evolution of Quality Movement Total Quality Management (TQM) & its
More informationWhy Is EngineRoom the Right Choice? 1. Cuts the Cost of Calculation
What is EngineRoom? - A Web based data analysis application with an intuitive, drag-and-drop graphical interface. - A suite of powerful, simple-to-use Lean and Six Sigma data analysis tools that you can
More informationCertified Six Sigma Yellow Belt
Certified Six Sigma Yellow Belt Quality excellence to enhance your career and boost your organization s bottom line asq.org/cert The Global Voice of Quality TM Certification from ASQ is considered a mark
More informationComparison of EngineRoom (6.0) with Minitab (16) and Quality Companion (3)
Comparison of EngineRoom (6.0) with Minitab (16) and Quality Companion (3) What is EngineRoom? A Microsoft Excel add in A suite of powerful, simple to use Lean and Six Sigma data analysis tools Built for
More informationLearning Objectives Lean Six Sigma Black Belt Course
Learning Objectives Lean Six Sigma Black Belt Course The overarching learning objective of this course is to develop a comprehensive set of skills that will allow you to function effectively as a Six Sigma
More informationGetting Started with Quality Companion
Getting Started with Quality Companion 2012 by Minitab Inc. All rights reserved. Minitab, the Minitab logo, Quality Companion by Minitab and Quality Trainer by Minitab are registered trademarks of Minitab,
More informationBody of Knowledge for Six Sigma Green Belt
Body of Knowledge for Six Sigma Green Belt What to Prepare For: The following is the Six Sigma Green Belt Certification Body of Knowledge that the exam will cover. We strongly encourage you to study and
More informationSix Sigma Continuous Improvement
Chapter 4 Six Sigma Continuous Improvement The signifi cant problems we face cannot be solved at the same level of thinking we were at when we created them. Albert Einstein 4.1 SIX SIGMA CONTINUOUS IMPROVEMENT
More informationSix Sigma. Breakthrough Strategy or Your Worse Nightmare? Jeffrey T. Gotro, Ph.D. Director of Research & Development Ablestik Laboratories
Six Sigma Breakthrough Strategy or Your Worse Nightmare? Jeffrey T. Gotro, Ph.D. Director of Research & Development Ablestik Laboratories Agenda What is Six Sigma? What are the challenges? What are the
More informationAmerican Society for Quality (ASQ) CERTIFIED SIX SIGMA GREEN BELT (CSSGB) BODY OF KNOWLEDGE 2014
American Society for Quality (ASQ) CERTIFIED SIX SIGMA GREEN BELT (CSSGB) BODY OF KNOWLEDGE 2014 Included in this body of knowledge (BOK) are explanations (subtext) and cognitive levels for each topic
More informationLean Six Sigma Black Belt-EngineRoom
Lean Six Sigma Black Belt-EngineRoom Course Content and Outline Total Estimated Hours: 140.65 *Course includes choice of software: EngineRoom (included for free), Minitab (must purchase separately) or
More informationTHIS PAGE WAS LEFT BLANK INTENTIONALLY
SAMPLE EXAMINATION The purpose of the following sample examination is to present an example of what is provided on exam day by ASQ, complete with the same instructions that are given on exam day. The test
More informationLearning Six Sigma Theory
Independent Learning Pursuit FX Competency The following essay was written by a student in the School for New Learning, in support of an Independent Learning Pursuit (ILP). The student has agreed to share
More informationImproving Healthcare at. Lean Six Sigma
Lean Six Sigma in Healthcare Improving Healthcare at Presbyterian Healthcare Services Using Lean Six Sigma Learning Objectives Why we need to improve our processes What is Lean Six Sigma Why do we need
More informationStatistical Process Control (SPC) Training Guide
Statistical Process Control (SPC) Training Guide Rev X05, 09/2013 What is data? Data is factual information (as measurements or statistics) used as a basic for reasoning, discussion or calculation. (Merriam-Webster
More informationUniversally Accepted Lean Six Sigma Body of Knowledge for Green Belts
Universally Accepted Lean Six Sigma Body of Knowledge for Green Belts The IASSC Certified Green Belt Exam was developed and constructed based on the topics within the body of knowledge listed here. Questions
More informationSPI HS70. Remote Control of Multiple Lines with RMCworks. Systematic Process Management by Inspection Spec Server
SPI HS70 Remote Control of Multiple Lines with RMCworks Machine Status Monitoring It costs highly to post process analysis technicians for each production line. RMCworks provides solution that one technical
More informationDMAIC PHASE REVIEW CHECKLIST
Project Name Project Lead Champion Kick-Off Date: _mm / dd / yyyy Project CTQ & Target D-M-A-I-C: DEFINE Project Identification: Big Y linkage identified Customer(s) & Customer type identified Voice of
More informationSPC Response Variable
SPC Response Variable This procedure creates control charts for data in the form of continuous variables. Such charts are widely used to monitor manufacturing processes, where the data often represent
More informationOAHHS LEAN WEBINAR DECEMBER 9, 2014. Purdue Research Foundation
OAHHS LEAN WEBINAR DECEMBER 9, 2014 1 Overview A3 Improve Key Components Control tools Deeper dive into a tool Questions? 2 DMAIC 3 4 Project Title and Area: Date: Organization: Authors: Pre- Define Measure
More informationSTUDY GUIDE FOR THE LEAN SIX SIGMA (LSS) CERTIFICATION EXAM
STUDY GUIDE FOR THE LEAN SIX SIGMA (LSS) CERTIFICATION EXAM LSSYB LSSGB LSSBB ATMAE ATMAE ATMAE NOTE: An individual can become lean six sigma black belt certified by earning an 80% or higher on this exam.
More informationLean Specialist Certification Program
Lean Specialist Certification Program ADVANCED INNOVATION GROUP PRO EXCELLENCE Lean Specialist Certification Program Certification from AIGPE has upheld the highest standards in the field of quality excellence
More informationLean Six Sigma Analyze Phase Introduction. TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY
TECH 50800 QUALITY and PRODUCTIVITY in INDUSTRY and TECHNOLOGY Before we begin: Turn on the sound on your computer. There is audio to accompany this presentation. Audio will accompany most of the online
More informationBQF Lean Certification Process
BQF Lean Certification Process Overview The CI/Lean Certification process provides for four levels of BQF certification. These are: BQF CI/Lean Associate; BQF CI/Lean Practitioner; BQF CI/Lean Advanced
More informationDefine. Measure. Analyze. Improve. Control. Project Name/Description. DMAIC Step Work Done/Tools Used by Team My Role/Contribution
Six Sigma Green Belt DMAIC Project Logbook Please fill out this document (use as many pages as necessary). Detail what your team and you did in each step of the DMAIC. If the Project is a Kaizen Event,
More informationDesign for Six Sigma +Lean Toolset
Stephan Lunau (Ed.) Christian Staudter Jens-Peter Mollenhauer Renata Meran Olin Roenpage Clemens von Hugo Alexis Hamalides Design for Six Sigma +Lean Toolset Implementing Innovations Successfully 4y Springer
More informationMultiplexer Software. www.elcometer.com. Multiplexer Software. Dataputer DATA-XL Software
Multiplexer Software Multiplexer Software There are two ways that data can be collected Electronically, where there is no human intervention, and Manually, where data is collected by the User with the
More informationSix Sigma Application in Health Care
Six Sigma Application in Health Care Expediting Nursing Home Discharges in a Community Hospital Long Island Chapter of American Society for Quality Carolyn Sweetapple, R.N., C.P.A. Six Sigma Master Black
More informationEstablishing Business Process Continuous Improvement Capabilities
Establishing Business Process Continuous Improvement Capabilities Choosing the course & planning the journey Overview August 2009 Establishing continuous improvement capabilities requires top-down commitment
More informationCopyright 2010-2012 PEOPLECERT Int. Ltd and IASSC
PEOPLECERT - Personnel Certification Body 3 Korai st., 105 64 Athens, Greece, Tel.: +30 210 372 9100, Fax: +30 210 372 9101, e-mail: info@peoplecert.org, www.peoplecert.org Copyright 2010-2012 PEOPLECERT
More informationLean Six Sigma for Healthcare
Lean for Healthcare Yellow Belt Green Belt Black Belt Lean Fundamentals Advanced Lean for Healthcare The Lean for Healthcare Yellow Belt program is designed to provide a basic introducti to Lean Six Sigma
More informationCertified Quality Improvement Associate
Certified Quality Improvement Associate Quality excellence to enhance your career and boost your organization s bottom line asq.org/certification The Global Voice of Quality TM Certification from ASQ is
More informationJanuary 2011 Six Sigma SIG Meeting
Six Sigma and Project Management ASQ 502 Baltimore LSS SIG Geoffrey Withnell Dynamics Research Corp. January 2011 Six Sigma SIG Meeting I ll Ill give you a moment to digest this Some truthinpresenting
More informationApplied Business Improvement. Introduction to ABI and Statgraphics Centurion
Introduction to ABI and Statgraphics Centurion 1 Nobody gives a hoot about profits. Deming Successful Businesses Disagree.. Statgraphics Centurion TM and ABI can HELP your business INCREASE PROFIT Statgraphics
More informationApplying the DMAIC Steps to Process Improvement Projects
Applying the DMAIC Steps to Process Improvement Projects Define, Measure, Analyze, Improve, Control is the Roadmap to Improving Processes By Harry Rever, MBA, PMP, CSSMBB, CQM, CQC Project managers, in
More informationSix Sigma Acronyms. 2-1 Do Not Reprint without permission of
Six Sigma Acronyms $k Thousands of dollars $M Millions of dollars % R & R Gauge % Repeatability and Reproducibility ANOVA Analysis of Variance AOP Annual Operating Plan BB Black Belt C & E Cause and Effects
More informationUSING SIX SIGMA FOR CONTINUOUS IMPROVEMENT IN ENGINEERING TECHNOLOGY 5
USING SIX SIGMA FOR CONTINUOUS IM- PROVEMENT IN ENGINEERING TECHNOLOGY Sarai Hedges, University of Cincinnati; Virginia Westheider, University of Cincinnati Abstract A grassroots team at the College of
More informationCABM. Certified Associate Business Manager Exam. http://www.examskey.com/cabm.html
APBM CABM Certified Associate Business Manager Exam TYPE: DEMO http://www.examskey.com/cabm.html Examskey APBM CABM exam demo product is here for you to test the quality of the product. This APBM CABM
More informationTHE SIX SIGMA YELLOW BELT SOLUTIONS TEXT
THE SIX SIGMA YELLOW BELT SOLUTIONS TEXT 2014 by Bill Wortman - All rights reserved SECTION II SIX SIGMA FUNDAMENTALS - SAMPLE QUESTIONS 2.1. The DPMO for a process is 860. What is the approximate six
More informationProcess Improvement Program Project Process
Process Improvement Program Project Process 1 P a g e 12/3/2014 The Process Improvement Program is part of the City of Fort Lauderdale s FL 2 STAT Approach to Exponential Improvement. Its objective is
More informationFigure 1: Working area of the plastic injection moulding company. Figure 2: Production volume, quantity of defected parts, and DPPM
1. Title : BLACK DOT DEFECT REDUCTION IN PLASTIC INJECTION MOULDING PROCESS 2. Student Name: Mr. Itthiwat Rattanabunditsakun / ID: 557 12290 21 Advisor Name: Assoc. Prof. Parames Chutima, Ph.D. 3. Problem
More informationQuality Guideline. European Six Sigma Club - Deutschland e.v. Education. Six Sigma Green Belt Minimum Requirements. Training
Quality Guideline European Six Sigma Club - Deutschland e.v. Education European Six Sigma Club Deutschland e.v. Telefon +49 (0)911 46 20 69 56 Telefax +49 (0)911 46 20 69 57 E-Mail essc@sixsigmaclub.de
More informationCause and Effect Matrix. SixSigmaTV.Net
Cause and Effect Matrix SixSigmaTV.Net Vital Few Identification We must identify the Vital Few root causes from the many probably root causes The Vital Few are those input and process factors (Xs) That
More informationKeywords Agile, Scrum Methodology, Tools for Scrum, Six Sigma tools, scrum and six sigma
Volume 4, Issue 3, March 2014 ISSN: 2277 128X International Journal of Advanced Research in Computer Science and Software Engineering Research Paper Available online at: www.ijarcsse.com Integrating Six
More informationTable of Contents. Glossary. Copyright 2006 Robert E, Shank
Table of Contents Page Introduction - Define and Measure Phases Course Overview.... 2 Introduction to Process Management........ 4 Introduction to Six Sigma.. 12 Basic Statistics for Process Management.....
More informationOperational Excellence using Lean Six Sigma Amit Dasgupta
Operational Excellence using Lean Six Sigma Amit Dasgupta Amit Dasgupta 1 Contents Introduction to Operational Excellence Deployment Practice Our Services Amit Dasgupta 2 Operational Excellence using Lean
More informationLean Six Sigma Certified Black Belt 2014 Brochure
Lean Six Sigma Certified Black Belt 2014 Brochure This Brochure details the Lean Six Sigma certified Black Belt course for online, in public and in house training formats. The full curriculum is available
More informationThe Sum of the Parts: Greene, Tweed & Co. See the Full Picture with Qeystone and Minitab
CASE STUDIES The Sum of the Parts: Greene, Tweed & Co. See the Full Picture with Qeystone and Minitab When you supply parts and materials for air travel, fuel production, power generation and other critical
More informationCHAPTER 6 QUALITY ASSURANCE MODELING FOR COMPONENT BASED SOFTWARE USING QFD
81 CHAPTER 6 QUALITY ASSURANCE MODELING FOR COMPONENT BASED SOFTWARE USING QFD 6.1 INTRODUCTION Software quality is becoming increasingly important. Software is now used in many demanding application and
More informationSupplier Training 8D Problem Solving Approach. 2013 Brooks Automation, Inc.
Supplier Training 8D Problem Solving Approach What is the 8D method? 8D stands for the 8 disciplines or the 8 critical steps for solving problems. It is a highly disciplined and effective scientific approach
More informationContinuous Improvement Toolkit
Continuous Improvement Toolkit Mind Mapping Managing Risk PDPC Pros and Cons Importance-Urgency Mapping RACI Matrix Stakeholder Analysis FMEA RAID Logs Break-even Analysis Cost Benefit Analysis PEST PERT/CPM
More informationSoftware Quality. Unit 2. Advanced techniques
Software Quality Unit 2. Advanced techniques Index 1. Statistical techniques: Statistical process control, variable control charts and control chart for attributes. 2. Advanced techniques: Quality function
More informationASQ Boulder Chapter April 2012
ASQ Boulder Chapter April 2012 CH2M HILL OMI 2000 Baldrige Award Recipient Accelerant Performance Solutions Principal Baldrige Award Recipients Consortium former Chair RMPEx-CPEx Senior Examiner Team Lead
More informationGENERAL SERVICES ADMINISTRATION FEDERAL SUPPLY SERVICE AUTHORIZED FEDERAL SUPPLY SCHEDULE PRICELIST PROFESSIONAL SERVICES SCHEDULE
GENERAL SERVICES ADMINISTRATION FEDERAL SUPPLY SERVICE AUTHORIZED FEDERAL SUPPLY SCHEDULE PRICELIST PROFESSIONAL SERVICES SCHEDULE Federal Supply Group: CORP 520-11 520-11RC Accounting 520-12 520-12RC
More informationIMPROVING THE EFFICIENCY OF IT HELP-DESK SERVICE BY SIX SIGMA MANAGEMENT METHODOLOGY (DMAIC) A CASE STUDY OF C COMPANY
IMPROVING THE EFFICIENCY OF IT HELP-DESK SERVICE BY SIX SIGMA MANAGEMENT METHODOLOGY (DMAIC) A CASE STUDY OF C COMPANY 1 Introduction 2 This research is conducted based on the application of Six Sigma
More informationBUSINESS PROCESS BEST PRACTICES: PROJECT MANAGEMENT OR SIX SIGMA?
BUSINESS PROCESS BEST PRACTICES: PROJECT MANAGEMENT OR SIX SIGMA? Young Hoon Kwak, PhD John J. Wetter, PMP Frank T. Anbari, PhD, PE, PMP Introduction The aim of this paper is to evaluate the Six Sigma
More informationA Six Sigma Approach for Software Process Improvements and its Implementation
A Six Sigma Approach for Software Process Improvements and its Implementation Punitha Jayaraman, Kamalanathan Kannabiran, and S.A.Vasantha Kumar. Abstract Six Sigma is a data-driven leadership approach
More informationBody of Knowledge for Six Sigma Lean Sensei
Body of Knowledge for Six Sigma Lean Sensei What to Prepare For: The following is the Lean Six Sigma Certification Body of Knowledge that the exam will cover. We strongly encourage you to study and prepare
More information1 Define-Measure-Analyze- Improve-Control (DMAIC)
1 Define-Measure-Analyze- Improve-Control (DMAIC) Six Sigma s most common and well-known methodology is its problem-solving DMAIC approach. This section overviews the methodology and its high-level requirements,
More informationThe Seven Essen6al Prac6ces
The Seven Essen6al Prac6ces RMPEx Quest for Excellence X November 4, 2011 What is a Baldrige- Friendly Prac6ce? ADLI Approach is systema6c Deployed Learning and improvement Integrated The Seven Essen6al
More informationCertified Quality Process Analyst
Certified Quality Process Analyst Quality excellence to enhance your career and boost your organization s bottom line asq.org/certification The Global Voice of Quality TM Certification from ASQ is considered
More informationLean Certification Program Blended Learning Program Cost: $5500. Course Description
Lean Certification Program Blended Learning Program Cost: $5500 Course Description Lean Certification Program is a disciplined process improvement approach focused on reducing waste, increasing customer
More informationStatistical Process Control Basics. 70 GLEN ROAD, CRANSTON, RI 02920 T: 401-461-1118 F: 401-461-1119 www.tedco-inc.com
Statistical Process Control Basics 70 GLEN ROAD, CRANSTON, RI 02920 T: 401-461-1118 F: 401-461-1119 www.tedco-inc.com What is Statistical Process Control? Statistical Process Control (SPC) is an industrystandard
More information7/11/2012 ILLINOIS INSTITUTE OF TECHNOLOGY (IIT) STUDENT IPAD INITIATIVE
Leveraging Business Intelligence and ipad Applications for Financial Reporting Brian Laffey, AVP Finance and Controller Illinois i Institute t of Technology 1 Agenda University s ipad Initiative Financial
More informationLean Six Sigma Black Belt Body of Knowledge
General Lean Six Sigma Defined UN Describe Nature and purpose of Lean Six Sigma Integration of Lean and Six Sigma UN Compare and contrast focus and approaches (Process Velocity and Quality) Y=f(X) Input
More informationA Dose of. In 50 Words Or Less
A Dose of by Shirshendu Mukherjee In 50 Words Or Less Pharmacy sales at a hospital in India were lower than benchmarks, despite increased outpatient fl ow. A team used DMAIC and lean tools to tackle the
More informationMaximising the power of your Supply Chain
Maximising the power of your Supply Chain Tony Fedorowicz Orica Introduction Depending on how you define them, Supply Chains can encompass the whole business operation or represent a key component of it.
More informationInvestigating the Influence of Six Sigma Implementation in Khorasan Steel Plant in Year 2011
Research Journal of Applied Sciences, Engineering and Technology 6(13): 2296-2306, 2013 ISSN: 2040-7459; e-issn: 2040-7467 Maxwell Scientific Organization, 2013 Submitted: July 09, 2012 Accepted: November
More informationPerformance Excellence Process
Performance Excellence Process The Performance Excellence Process is a resultsoriented, long-term approach to the way government does business It uses several best practice methodologies, including Strategy
More informationQuality Companion 3 by Minitab
Quality Companion 3 by Minitab Contents Part 1. Introduction to Quality Companion 3 Part 2. What's New Part 3. Known Problems and Workarounds Important: The Quality Companion Dashboard is no longer available.
More informationZOINED RETAIL ANALYTICS. User Guide
ZOINED RETAIL ANALYTICS User Guide Contents Using the portal New user Profile Email reports Portal use Dashboard Drilling down into the data Filter options Analytics Managing analysis Saving the analysis
More informationPerformance Management Plan 2014-2015
North Dakota Department of Health Performance Management Plan 2014-2015 1 North Dakota Department of Health Performance Management Plan 2014-2015 CONTENTS Purpose 3 Policy Statement 3 Organizational Structure
More informationSix sigma project management
Six sigma project management Bizagi Suite Six sigma project management 1 Table of Contents Six Sigma Project Management... 3 Process Elements... 9 Project Charter... 9 Define... 11 Measure...12 Analyze...12
More informationCapability Analysis Using Statgraphics Centurion
Capability Analysis Using Statgraphics Centurion Neil W. Polhemus, CTO, StatPoint Technologies, Inc. Copyright 2011 by StatPoint Technologies, Inc. Web site: www.statgraphics.com Outline Definition of
More informationSix Sigma Applications in Healthcare. Muder Alkrisat PhD, MSN, RN, CSSBB, CSHA, HACP Director of Clinical Process Improvement
Six Sigma Applications in Healthcare Muder Alkrisat PhD, MSN, RN, CSSBB, CSHA, HACP Director of Clinical Process Improvement Insanity is continuing to do things the way you ve always done them and expecting
More informationThe Tie Between the Speaker & the Topic
purify protect Understanding the Difference Between Six Sigma and Lean in the Supply Chain transport Gary Jing, PhD, MBB Sept 18, 2006 The Tie Between the Speaker & the Topic MS in Reliability & Applied
More informationSIX SIGMA CASE STUDIES
5793ch16.qxd_cc 6/11/04 2:41 PM Page 487 P A R T IV SIX SIGMA CASE STUDIES CHAPTER 16 PAPER ORGANIZERS INTERNATIONAL CHAPTER 17 A PAPER HELICOPTER EXPERIMENT CASE STUDY 487 5793ch16.qxd_cc 6/11/04 2:41
More informationProject Management for Process Improvement Efforts. Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator
Project Management for Process Improvement Efforts Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator 2 Project and Process Due to the nature of continuous improvement, improvement
More informationTRAINING TITLE: CAPA System Expert Certification (CERT-003)
TRAINING TITLE: CAPA System Expert Certification (CERT-003) OVERVIEW: Medical devices, biopharmaceutical, and traditional drug manufacturing companies devote an important part of their resources dealing
More informationINFLUENCE OF MEASUREMENT SYSTEM QUALITY ON THE EVALUATION OF PROCESS CAPABILITY INDICES
METALLURGY AND FOUNDRY ENGINEERING Vol. 38, 2012, No. 1 http://dx.doi.org/10.7494/mafe.2012.38.1.25 Andrzej Czarski*, Piotr Matusiewicz* INFLUENCE OF MEASUREMENT SYSTEM QUALITY ON THE EVALUATION OF PROCESS
More informationMULTIMEDIA COLLEGE JALAN GURNEY KIRI 54100 KUALA LUMPUR
STUDENT IDENTIFICATION NO MULTIMEDIA COLLEGE JALAN GURNEY KIRI 54100 KUALA LUMPUR FIFTH SEMESTER FINAL EXAMINATION, 2014/2015 SESSION MGT2063 TOTAL QUALITY MANAGEMENT DMGA-E-F-3/12, DMGW-E-F-3/12, DMGQ-E-F-3/12
More informationStep 3: Go to Column C. Use the function AVERAGE to calculate the mean values of n = 5. Column C is the column of the means.
EXAMPLES - SAMPLING DISTRIBUTION EXCEL INSTRUCTIONS This exercise illustrates the process of the sampling distribution as stated in the Central Limit Theorem. Enter the actual data in Column A in MICROSOFT
More informationStudy of Productivity Improvement Using Lean Six Sigma Methodology
International Review of Applied Engineering Research. ISSN 2248-9967 Volume 4, Number 1 (2014), pp. 33-38 Research India Publications http://www.ripublication.com/iraer.htm Study of Productivity Improvement
More informationREDUCING DAYS TO COLLECT THROUGH THE EXECUTION OF SIX SIGMA WITHIN BUSINESS PROCESS MANAGEMENT. Cosmin DOBRIN 1 Paul SOARE 2
REDUCING DAYS TO COLLECT THROUGH THE EXECUTION OF SIX SIGMA WITHIN BUSINESS PROCESS MANAGEMENT Cosmin DOBRIN 1 Paul SOARE 2 ABSTRACT Organisations are constantly looking out for ways of counteracting customer
More informationBest Practices of Project Management and Tracking Tools
Best Practices of Project Management and Tracking Tools A solid Lean Six Sigma deployment requires a mechanism for recording, storing, viewing, and reporting on the on going project work. This level of
More informationOracle BI Extended Edition (OBIEE) Tips and Techniques: Part 1
Oracle BI Extended Edition (OBIEE) Tips and Techniques: Part 1 From Dan: I have been working with Oracle s BI tools for years. I am quite the Discoverer expert (a free tool now from Oracle Corp OBISE standard
More informationPMBoK Edition 5. What s new? PMBoK upgrade. PMBok upgrade was developed by Probitis, specialist in Project-and Service Management. www.probitis.
PMBoK Edition 5 What s new? PMBoK upgrade PMBok upgrade was developed by Probitis, specialist in Project-and Service Management www.probitis.be 1 Maarten Koens 2009 - Consultant and Project manager at
More informationInstruction Manual for SPC for MS Excel V3.0
Frequency Business Process Improvement 281-304-9504 20314 Lakeland Falls www.spcforexcel.com Cypress, TX 77433 Instruction Manual for SPC for MS Excel V3.0 35 30 25 LSL=60 Nominal=70 Capability Analysis
More informationProject Cost Overrun Review Process Improvement
Project Cost Overrun Review Process Improvement xxx, IUPUI TECH 581 Quality and Productivity in Industry and Technology Abstract: This project used Lean Six Sigma tools to review the process performed
More information3. Deployment CHAMPION (CENTER MANAGER) Master Black Belt. Black Belt (GE-TS group) Black Belt (AUTOMATION group) Black Belt (GE-PS group)
Quality Improvement The Six Sigma Way Mala Murugappan and Gargi Keeni Tata Consultancy Services Abstract Six Sigma provides an effective mechanism to focus on customer requirements, through improvement
More informationLean Six Sigma Black Belt Blended Learning Program. Course Description. Blended Learning
Course Description Blended Learning Lean Six Sigma Black Belt Blended Learning Program Lean Six Sigma (LSS) is a disciplined process improvement approach focused on reducing waste, increasing customer
More informationCertified Quality Engineer
Certified Quality Engineer Quality excellence to enhance your career and boost your organization s bottom line asqmena.org/certification.php www.asqmena.org Certification from ASQ is considered a mark
More informationSix Sigma Methodology. December 5-6 & 11-13, 2015
Weekend Green Belt (5 days) Training Programme On Six Sigma Methodology during December 5-6 & 11-13, 2015 Conducted by SQC & OR Unit Indian Statistical Institute Room No 320, 3rd Floor Old C G O Building
More informationLEAN TECHNIQUES. Some of Our Lean Courses: --How to Implement Lean in Small Companies --Flow control/management
One Sunny Hill, Oxford, MA 01540 Phone: 1-877-987-3801 Email: info@qpsinc.com LEAN TECHNIQUES ARE YOU LOOKING TO LEAD THE INDUSTRY? For Manufacturing or Service Does your company: - Have adequate profitability
More information