November 15, 2011

6 Sigma Improvement!!!

PUISS kicks off with this interactive PMI e-learning yellow belt series.
A mix of theoratical and practical learning points amalgamated into 26 15-20min each modules.

Giving the audience a complete idea of how a single six sigma project is implemented.
going into the exact details of the documentation required.
Figuring out the issues surrounding the process and then identifying the most problematic one of them (selecting a priority) leading to further processes which dwell deeper into the problem to find the root cause behind the priority (problem).
By this stage, i had realized the realistic importance of the scatter diagram, pareto chart and even the fish bone (cause - effect diagram). On an honest note, i had read and studied these charts earlier as well but never knew whether they could they be practically applied.

if one does abridge the learning material that was available to us in the PMI yellow belt training, there is one fact which Jan also explicitly mentioned during his lecture.
The Socio-emotional factors contribute to somewhere around 80-90% of the issues when implementing a six sigma project/approach.

Apparently i underwent such a socio-economic factor today during our experiments session where we were to implement the concepts we had learned in the PMI yellow belt.

Yes, the first day of the exercise when we had observers was a really fun day.
we learned about the process and Oliver's comments as our Quality person were an addition to our thoughts and experience aswell.

According to the exercise yesterday the 14th of November, we as a group of 7 operators were given different tasks and were meant to assemble this aeroplane by the use of microscopic tools.

i do admit, it seemed pretty easy to me in the beginning as well, but once we started to assemble this as a trial for our very first try i was the last
Itperson to finish at around 4min for
my Operation! This was one of the
14 operations which we had to finish.

The quality checks proved that most of our assembled units still had bolts which had to be tightened, in certain areas the parts were not correctly installed and a few parts were not assembled according to the assembly guide given to us.

today, the 15th seemed to be a welcoming day as we studied further into the practices or our assembly the day before.
Graeme had already worked out the Individual Control Charts and the Moving Range charts for us to enable us to visually understand and make sense of our averages and upper & lower limits and also bring upon a comparison to the target average time and tolerances which were allowed to us by the customer.

Apart from making a loss due to the delay in delivery we had, we were giving the company a loss which in professional terms an unbearable loss to bear so we had to come up with changes which would remove this deviation from the target and bring the assembly in line/ on target with the customer demand/requirement.
Thus came in Kairu Ishikawa's Cause and effect diagram (generally known as the fishbone diagram), we as Team1 proceeded with the formation of our fishbone diagram which lead to a bringing all of us a clear picture of the problems which we had gathered together as a team.

Now, as far as i had in my mind, we were to just note down the problems we saw in the process; which included that some of the parts had to be adjusted as well in such a manner that the materials (screws and nuts) could be placed with an easier and time effective situation, but to my surprise we were all informed by Graeme and Jane that we are to proceed with the improvement process!

This meant, work out the possible problems which can be resolved and then go for the hit&trial method where we were to time the assembly process and check whether the improved process was within the customer requirements or not. If NOT, then go back to resolve the issue again in an effective manner or deal with another issue if the first problem could not be adapted anymore.

Currently we stand at a point where we are quite positive that we will deliver on the customer requirements.
But nothing can be said at this point...
final result will come tomorrow.
till then, i leave this as the W.I.P we left today for the trials we will have tomorrow.

W.I.PAbdul Out.

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