Control Charts - pt1

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Do curso por University System of Georgia

Six Sigma and the Organization (Advanced)

252 classificações

University System of Georgia

Six Sigma and the Organization (Advanced)

252 classificações

Curso 1 de 4 em Specialization Six Sigma Green Belt

This course is for you if you are looking to dive deeper into Six Sigma or strengthen and expand your knowledge of the basic components of green belt level of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes and performance. This course will introduce you to the purpose of Six Sigma and its value to an organization. You will learn about the basic principles of Six Sigma and Lean. Your instructors will introduce you to, and have you apply, some of the tools and metrics that are critical components of Six Sigma. This course will provide you with the basic knowledge of the principles, roles, and responsibilities of Six Sigma and Lean. Every module will include readings, videos, and a quiz to help make sure you understand the material and concepts that are studied. You will also have the opportunity to participate in discussions and peer review exercises to give you the opportunity to apply the material to your daily life. Registration includes online access to course content, projects, and resources but does not include the companion text The Certified Six Sigma Green Belt Handbook (2nd edition). The companion text is NOT required to complete the assignments. However, the text is a recognized handbook used by professionals in the field. Also, it is a highly-recommended text for those wishing to move forward in Six Sigma and eventually gain certification from professional agencies such as American Society for Quality (ASQ).

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Management and Planning Tools & Business Results for Projects

In this module, Dr. Bill Bailey will introduce you to management planning tools and business results for projects. This module also begins with a Yellow Belt Refresher Area, since some learners may have entered this course without having taken the previous yellow belt material. This refresher area does not serve as a "replacement" for taking the yellow belt material. It is only a "patch" for those who already have some knowledge of six sigma, but find the yellow belt specialization to be too introductory for their current situation. If you find yourself struggling with the green belt material in this course, it is highly recommended that you travel through the yellow belt specialization before attempting the green belt content.

Yellow Belt Refresher Areas Explained1:26

Cause and Effect Diagrams7:21

Checksheets4:46

Flow Charts and Process Mapping6:09

Defects Per Unit / Defects Per Million Opportnities5:55

Roll Throughput Yield4:20

Affinity Diagram0:59

Activity Network Diagram0:55

Multivoting0:49

Nominal Group Technique0:45

Force Field Analysis4:07

Prioritization Matrices7:08

Tree Diagrams1:14

Control Charts - pt14:02

Control Charts - pt24:00

Conheça os instrutores

David Cook, PhD
Assistant Professor of Mechanical Engineering Technology
Department of Mechanical Engineering Technology
Bill Bailey, PhD
Assistant Professor of Industrial Engineering
Department of Systems and Industrial Engineering

We control things to consistently meet standards.

In a control process we continually observe

the performance of a process to maintain gains,

analyze the variation, and move closer to a state of self-control.

The PDCA method is a fundamental yet effective means of driving change.

Before beginning we should understand what we are trying to accomplish,

what we can change to achieve the improvement,

and how we will measure improvement.

We can also explore economies in our process by standardizing as much as possible.

We cannot solve everything at once.

So starting with the most important root cause can give us the most substantial gain.

A control plan is the manner in which we sustain

the gain and implement the proposed change effectively and robustly.

As we deploy policy changes we must ask ourselves,

which corporate policy should be changed as a result of the project?

Have some policies been rendered obsolete?

Are new policies needed?

Did the project bring the organization into compliance with a standard?

Based on the outcomes of these questions we must be prepared

to modify procedures for the new process,

modify quality appraisal and audit criteria,

update prices and contract bid models,

change information systems, revise budgets,

revise forecasts, or modify training.

One useful approach in controlling a process is through dynamic control planning.

Dynamic control planning is a collection of

essential information that pertains to a process.

This information can include SOPs, control plans,

FMEAs, gauge control plans,

and quality planning sheets.

Document control plans are living documents that outline a larger scope of documents.

As such, when changes are needed,

operators have the responsibility to make these changes known so that

an update can be made and corresponding training can take place.

A gauge control plan focuses specifically on the instruments used

to monitor and assess the proper function of the process.

It is not meant to be a substitute for actual calibration,

but more a guide of what, how,

and when certain tasks shall be completed as pertains to the proper function,

performance, and upkeep of the instrument.

It also outlines contingency planning,

should certain conditions fail to be met.

Control charts show process variation while work is underway.

It provides a means for monitoring the state of

the process in real time and detecting issues.

SPC is a graphical tool used to monitor ongoing performance.

Control charts can trace their origins back to Shewhart at Western Electric in the 1920s.

Control charts established performance boundaries.

They also help us uncover assignable causes of

variation and distinguish these from chance causes.

There are over 30 types of control chart's in use today.

So control charting can be applied to many types of data.

They also assist in creating a foundation from which

professionals can discuss and address process performance issues.

Control charts are applicable for any scenario that varies over time.

We particularly are interested in using these types of tools to

assess process performance after an improvement has been implemented.

Remember, control charting is not just for monitoring.

It is also for detection.

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