Control Charts - pt2

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Do curso por University System of Georgia

Six Sigma and the Organization (Advanced)

244 classificações

University System of Georgia

Six Sigma and the Organization (Advanced)

244 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

Picking up where we left off,

the components of the control chart include a center line,

an upper and control control limits.

Quality characteristic values are plotted along the vertical axis.

There are two types of control charts, attribute and variable.

With control charting we can know when to take corrective action,

the type of remedial action to take,

when to lead the process along,

the process capability, and the possible avenues for quality improvement.

Before we can eliminate variation,

we must recognize that there are really two types of variation at play.

Special cause is assignable variation,

something that is not inherent in the process.

Common cause is due to chance.

Variability due to common or chance causes is something inherent in the process.

Demming believed that 15 percent of all problems are due to special causes.

Action on the part of management and workers can reduce special causes.

Demming also believed that about 85 percent of all problems are due to common causes.

These can only be solved by management since you must change the system.

The center line is where the average or target value will reside.

Typical processes can be deemed out of control

when points are outside the control limits,

there are nonrandom patterns,

or if target values are on only one side of the center line.

If the process is under statistical control then we can estimate the process parameters,

the mean, the standard deviation,

and the process capability.

Per the central limit there,

as we increase the sample size,

the control limits will be drawn closer together.

This is due to a decrease in the variance.

Control limits are usually placed at plus or minus three sigma.

This captures 99.74 percent of the behavior of the sample statistic.

This is our indicator that the process is in control and

our process consistently performs within these limits.

In most cases sampling is done in time order or by process.

We call this type of sampling the instant of time method.

Observations are selected at

approximately the same time for the population under consideration.

If we want to detect a small shift,

a large sample size is needed.

Choosing large samples frequently provides

the most information but is not always feasible.

We must consider whether we have destructive testing and the cost of sampling.

Once you have localized and eliminated assignable causes we should

remove out of control points and revise the center line and control limits.

There is no need to maintain control charts if

the process demonstrates consistent capability.

Instead, focus your attention and resources on other areas.

Be aware that the control limits on

a control chart are influenced by the variability in the process.

As such, these control limits will change.

Today's technology makes this a very manageable behavior.

Control charts are easy to set but very difficult to maintain.

Often our failure to maintain comes down to our inattention,

in other words, failing to make adjustments when the control chart detects an issue.

Prioritization of productivity also overshadows control charting.

Lack of training can also derail a control charting program

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