Practice probem 2 Answer (1)
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509LEC
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Industrial Engineering
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Dec 6, 2023
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1. Match the Six Sigma players to their corresponding roles (justify your choices):
Roles and Responsibilities
Six Sigma Players
Works full-time on SS projects
Black Belt
Expert in statistics. Helps teams and resolves
conflicts
Master Black Belt
Responsible for implementing solutions
Process Owner
Responsible for ensuring project completion and delivery of results
Project Champion
Works part-time on SS projects.
Green Belt
2. (20 pts) Think about three specific examples of the seven wastes of Lean that could be addressed with a Six Sigma project. This could be at your workplace or a generic process you are familiar with. Then, try to operationalize the "what is wrong." Identify the process and where it occurs. What would be the primary metric associated with this project? Be concise. Use the table below as a reference.
Waste Example
Describe what is
wrong Process
Primary Metric
Transportation
Waste The train has inefficient headways and routing Increased power consumption, Bad review from
customer, increased cost Evaluating transportation planning and route selection using historical data to optimize future routes Input
Inventory Waste Often request 25% inventory based on conventional policy. For the new project it keeps the same %. Increased cost, can not update with new parts, unorganized stock room, Helps Create an inventory control process and configuration management process Output Motion Waste Maintenance team takes longer time to get the tools, spare parts, and information in their hand.
Long time to troubleshot, compromised quality of repair,
provide information on how process structure and work environment optimization might minimize motion waste.
Input 3. (10 pts) What is a SIPOC diagram (map)? How is it used in the Define phase?
SIPOC Diagram is a high-level process map and a tool that summarizes the Input and output of one or more processes in table or diagram form commonly used in the defined phase of the six sigma DMAIC.
It’s an acronym that stands for S= Supplier I= Input P=Process O=output C=Customer. The SIPOC diagram helps the company in determining how a process operates. It identifies the project's owner and server and makes an estimation of how well an input is utilized in the process. It also determines if the output is
satisfactory and eliminate or create or change a process accordingly. This tool came out in 1980’s in use as part of the total quality movement. And today it is vastly used in six sigma, lean manufacturing, and BPM (Business Process Management) Using SIPOC in the Define step resembles the following:
For example, In New York City Transit a systemwide cable replacement project is 2 years behind. We need to identify the process that we want to improve at the beginning of the project. Then identify the suppliers, Inputs outputs and the end users or the customers. In the very first steps we list down all the elements SIPOC diagram. For an Example: Supplier Input
Process
Output Customer 1. Cable company-EIS Wire and Cable
2.Tray Manufacturer- Selco 3. Installer and Contractor- Comstock 1.
Scope of Work
2.
Contractor
Proposal 3.
Proposed Schedule 4.
Budget 5.
Survey and Drawings 6.
Cable Spec
7.
Tray Spec
1.
Review Contractor Proposal
2.
Review Drawings
3.
Inspect Cables and Trays 4.
Inhouse Coordinator 5.
Witness testing 6.
Sign the deployment
. 7.
Accept Deliverables
1.
Cables 2.
Trays
3.
Installation of New Cable 4.
Installation of Cable Tray 1. New York City Transit
2. Department of Transportation
4. Develop a SIPOC of ordering groceries online and having them delivered to your customer's home.
Supplier Input
Process
Output Customer 1.
Wholesal
e supplier 2.
Grocery with online platform 3.
Delivery service provider 1. inventory 2. Stock Availability 3.Customer
customer grocery order 4. payment information
5.delivery address 6. Delivery time 1.
Customer selects item.
2.
Order goes to the cart. 3.
Customer reviews and
confirms. 4.
Online platforms process the order and
send this to grocery and delivery service. 5.
Grocery packs that order. 6.
Delivery service sends
his driver.
7.
Driver delivery the order to the customer
1.
Order confirmation
2.
Receipt
3.
Delivered groceries. 4.
Confirm delivery. 5.
Tips 1. Customer
placed the order 5. Megasigma Corp. has a process they believe is operating near the Six Sigma level and wants to verify this. If the specification for a critical part in the process is 2.75 cm +/- 0.05, and the standard deviation is 0.02, at what sigma level is the process operating?
USL= 2.75+.05= 2.80
LSL= 2.75-.05= 2.70 Standard Deviation σ= 0.02 Σ Sigma Level = (USL-LSL)/2σ= (2.80-2.70)/ (2*.02) =2.5
The process is operating at 2.5 sigma level.
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6) Puragua Corporation makes water meters sold to contractors and municipal water departments. Analyze their quality costs, group them into the four standard cost categories (prevention, appraisal, internal failures, and external failures), and prepare a Pareto chart showing the company's quality costs incurred over the past year. How might this information be used to help define an SS project?
Particulars of Cost
Cost Incurred
Total Cost Incurred
Percentage
Preventive Costs
Quality Audits
10,000
10,000
1.38
Quality Training
27,500
37,500
3.79
Customer User Surveys
17,000
54,500
2.34
Supplier Rating
15,000
69,500
2.07
Appraisal Costs
Measurement Equipment
46,800
116,300
6.46
Laboratory
20,000
136,300
2.76
Support
Internal Failure Cost
Scrap Cost
200,000
336,300
27.59
Reinspection Retest
40000
376,300
5.52
Purchase Material Reject
34000
410,300
4.69
Design Corrective Action
12000
422,300
1.66
Rework Costs
150000
572,300
20.69
External Failure Cost
Customer Returns
63,700
636,000
8.79
Customer Penalties
55,000
691,000
7.59
Warranty Claims
34,000
725,000
4.69
Total Cost of Quality
725,000
100
According to the Pareto analysis, about 80% of the effects result from 20% of the causes; as a result, it may be used to identify the areas that require special focus if significant progress is to be made. Pareto analysis demonstrates that six sigma may be simplified to first eliminate losses.
Pietro analysis in a table:
particular of cost Scrap
200000
27.59
Rework
150000
20.69
Customer Returned
63700
8.79
Customer Penalties
55000
7.59
Reinspection
40000
5.5
Measurement Equipment
46800
6.46
Warranty Claims
34000
4.69
Purchased Materials Reject
34000
4.69
Total
86
In order to really profit from Pareto Analysis, as can be seen from the above, the entity must seek to reduce the costs associated with scrap and rework.
7. (30 pts.) You were given the following dataset related to the failures found on each day of the
week for the last six weeks. What would you do to start understanding the current state? What questions would you like to answer? Identify the graph that will answer, and then provide
some insights gained from the exploratory results. You are expected you use two different
tools.
Ans:
We have to arrange the table where we can see a trend
How have failures generally changed over the past six weeks?
Which day of the week had, on average, the most and least failures?
How does the failure distribution change from week to week?
Are there any obvious trends or irregularities in the data?
Are failures on various days of the week related to one another?
For the six weeks, compute simple descriptive statistics for each day of the week. For each day, you may figure out the mean, median, standard deviation, lowest, and maximum numbers.
To present these statistics, make a summary table.
Day
WK
1
WK
2
WK
3
WK
4
WK
5
WK
6
Tota
l
Mea
n Media
n
STD
Min Max
Percentag
e Sun
4
3
5
10
7
7
36
6.0
6
2.5
3
10
10.34%
Mon
9
7
6
9
7
4
42
7.0
7
1.9
4
9
12.07%
Tues
7
12
6
4
12
9
50
8.3
8
3.3
4
12
14.37%
Wed
s
10
5
7
10
12
6
50
8.3
8.5
2.7
5
12
14.37%
Thur
s
7
7
6
8
13
7
48
8.0
7
2.5
6
13
13.79%
Fri
13
11
6
8
13
10
61
10.2
10.5
2.8
6
13
17.53%
Sat
11
17
11
6
10
6
61
10.2
10.5
4.1
6
17
17.53%
Total
61
62
47
55
74
49
348
In my first analysis using Run Chart
I took defects of each day of the week for 3 weeks. If we start the week from Sunday we can see a upward trend where Friday and Saturday has the highest number of defects and we see it is a upward trend. So it is safe to say from total number , percentage of defects and
Avg defect, Friday and Saturday we have the more defects and Sunday is decrease. We can start focusing on that Friday and Saturday defects. Also from the Pareto Analysis
Day
Defect
Sun
36
Mon
42
Tues
50
Weds
50
Thurs
48
Fri
61
Sat
61
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Sun
Mon
Tues Weds Thurs
Fri
Sat
Sun
Mon
Tues Weds Thurs
Fri
Sat
Sun
Mon
Tues Weds Thurs
Fri
Sat
4
9
7
10
7
13
11
3
7
12
5
7
11
17
5
6
6
7
6
6
11
Defect vs The days for first 3 weeks
Also from the Pareto Analysis
we can see Friday Saturday carries the 35% of the defects. According to the Pareto analysis, about 80% of the effects result from 20% of the causes. So we can really focus on Friday and Saturday defects. I found another trend using Run Chart when I took wee and their total number of defects. I saw week 1 and 2 has high defects and week 3 decreases again week 4 and 5 has high defects and week 6 decreases. We can further analyze what measurement has taken to decrease the defects in week 3 and week 6 after
high defects or otherwise why high defects introduced after 1 low defects week. WK1
WK2
WK3
WK4
WK5
WK6
61
62
47
55
74
49
WK1
WK2
WK3
WK4
WK5
WK6
0
10
20
30
40
50
60
70
80
61
62
47
55
74
49
Week vs the Defects