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fkiQuality
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Добавлен 16 фев 2015
Here you will find the method to the madness and stop putting off fires for good.
My name is Francisco, and I work on improving the performance of all types of companies. My channel is all about learning a new way to look at your operations that will show you what really matters and take corrective or proactive steps. I integrate Lean, Six Sigma, and the Deming management methods.
So, if you want to make your operations more agile and sustainable, leaner and faster, subscribe to my channel right now.
If you are interested in Lean Six Sigma certification, email us at info@fkiquality.com
Don't miss this opportunity to join me and start your journey to operational excellence.
See you on the channel!
Francisco Pulgar-Vidal
My name is Francisco, and I work on improving the performance of all types of companies. My channel is all about learning a new way to look at your operations that will show you what really matters and take corrective or proactive steps. I integrate Lean, Six Sigma, and the Deming management methods.
So, if you want to make your operations more agile and sustainable, leaner and faster, subscribe to my channel right now.
If you are interested in Lean Six Sigma certification, email us at info@fkiquality.com
Don't miss this opportunity to join me and start your journey to operational excellence.
See you on the channel!
Francisco Pulgar-Vidal
Peru - Los Bancos de Oro
Francisco Pulgar-Vidal, proposes a human interpretation of the saying of the "gold bench" at the 130th anniversary celebrations of the Sociedad Geografica de Lima, February 22, 2018.
It is often said that Peru is like a blind man sitting on a gold bench who does not know and does not take advantage of the natural riches at hand.
Francisco suggests an alternative vision where the gold bench are the Peruvians themselves, who do not recognize, develop or take advantage of our own human wealth.
This is the main message of Dr. Javier Pulgar Vidal, Francisco's father, who dedicated his life to the study of natural resources and the development of Peruvians through the foundation of several unive...
It is often said that Peru is like a blind man sitting on a gold bench who does not know and does not take advantage of the natural riches at hand.
Francisco suggests an alternative vision where the gold bench are the Peruvians themselves, who do not recognize, develop or take advantage of our own human wealth.
This is the main message of Dr. Javier Pulgar Vidal, Francisco's father, who dedicated his life to the study of natural resources and the development of Peruvians through the foundation of several unive...
Просмотров: 471
Видео
DPMO Method for Process Capability | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 10 тыс.4 года назад
The DPMO method to calculate the capability of a process is useful when there is more than one aspect of quality being measured. With two or more quality aspects, the Sigma method (ruclips.net/video/vtnNz3cckQs/видео.html) does not work. Measure only quality characteristics that matter, don't go overboard, this is why they are called "critical to quality" or CTQs. The table used in this video i...
Sigma Method for Process Capability | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 3,6 тыс.4 года назад
The Sigma method is used to measure how capable or "satisfying" a process is. Sigma tables display sigma values and their associated yield (in percentage) and defective proportion (in defects per million opportunities - DPMO). The table used in this video is derived from the standard Normal distribution N(0,1) and is free of the arbitrary 1.5 sigma adjustment featured in many books. The 1.5 sig...
Six Sigma | Real-world Effects of Low Quality | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 4414 года назад
The quality of an entire process can be measured by its yield, which is calculated as the ratio of good results to the totality of results. That is, yield = number of good results / total number of results. The concept and calculation are the same for each individual process step. For this reason, it is easy to think that the quality of the entire process would be the same as that of the indivi...
LEAN work is fast work | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 7295 лет назад
One key Lean outcome is that the flow of work accelerates. Watch this healthcare example which takes less time to deliver better care. Lean achieves this by focusing more on the flow of work and its speed than on maximizing the use of equipment and personnel. Another key result is a higher sense of accomplishment for the employees, who feel that they are actually having an impact, which is a ke...
Six Sigma | The x-bar R Control Chart | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 2,1 тыс.5 лет назад
Use the x-bar R control chart to monitor and improve processes where data can be collected at about the same time and/or under similar conditions. The chart will display the variation between the sets of data, called subgroups, in the x-bar section and between the individual observations in the R section. This way, the x-bar section shows how the process being measure changes day after day, whi...
Six Sigma | Mis-managing with Numbers | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 9005 лет назад
We always compare pairs of numbers! This month's results to last month's, this year's to last year's, ... how much does this tell you? Then, how do you try to explain every change up or down ... or even that there was no change? There's a big difference between describing numbers and understanding the operations that produced them. Discover the control chart to see results in time sequence and ...
LEAN | The Kaizen Staircase | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 1,1 тыс.5 лет назад
Masaaki Imai, the man who popularized the concept of "kaizen" describes how real progress is achieved not only by implementing large-scale, disruptive change, but also small, daily changes throughout the entire company.
LEAN | 3 Nevers for a Perfect Process | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 6965 лет назад
A perfect process is one that is continually improving itself, so it's not a destination but a journey worth starting. (Timestamps below) 3 key behaviors are key to achieve a process that produces near-perfect outcomes based on continual process improvement: 1) Never make a defect 2) Never pass a defect 3) Never accept a defect These behaviors help avoid the risk of unawareness of poor quality ...
Six Sigma | Project Management & Lean Six Sigma Go Together | Green Belt 2.0® | fkiQuality HD
Просмотров 8 тыс.5 лет назад
2 similarities and 2 differences between PM and LSS show us what to learn from these complementary methods. Timestamps: 0:39 - First Similarity Between PM & LSS - Complementary 1:04 - PM & LSS are Complementary Slide 1:38 - Second Similarity Between PM & LSS - More Effective Together 1:48 - First PM Concept - LSS Projects Structured in Stages 3:26 - Second PM Concept - LSS Projects launched by ...
Green Belt workshop - Lean Six Sigma
Просмотров 1496 лет назад
Our Green Belt course is the best - here is why you need it: * To quit fire-fighting and solve your operational challenges. * To find and fix the changes that really hurt your operations. * To go beyond quick fixes and apply “a method to the madness”. * To learn to attack the non-value-added tasks accepted “as part of the job”. * To make your teams’ best effort really effective. * To stop damag...
Six Sigma | Never build a control chart this way! | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 3 тыс.6 лет назад
Avoid this common mistake: placing control limits at 3 standard deviations from the average. Instead, control limits are calculated correctly from the variation within the sample or from one observation to the next. (x-mR and x-bar-R charts) Based on a paper by Jean-Marie Gogue, French Deming Association.
A Course Fit for All Organizations | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 506 лет назад
Process improvement with emphasis on cultural change. Solve problems once. Sustain excellence every day. Become Lean and efficient. Education by fkiQuality Contact us at info@fkiquality.com
See and Solve Problems Differently | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 746 лет назад
fkiQuality courses will let you see problems differently and solve them better. Turn your teams into problem-solvers. Become Lean and efficient. Education by fkiQuality Contact us at info@fkiquality.com
Six Sigma | ZERO Defects 1: You don't want this | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 2,5 тыс.6 лет назад
Fat-free. No-lead. Free-range. Zero defects is a negotiated value dependent on how "zero" is defined, a compromise. Instead of a compromise, know what you want - your target value - and continually seek to achieve it.
Six Sigma | Overview of the Control Chart | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 9 тыс.6 лет назад
Six Sigma | Overview of the Control Chart | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Six Sigma | Histograms can't show behavior | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 8936 лет назад
Six Sigma | Histograms can't show behavior | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Six Sigma | The Price of Acting without Knowledge | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 9446 лет назад
Six Sigma | The Price of Acting without Knowledge | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
ONE THING you are doing WRONG when Improving a Process | fkiQuality Lean Six Sigma Green Belt 2.0®
Просмотров 2,8 тыс.6 лет назад
ONE THING you are doing WRONG when Improving a Process | fkiQuality Lean Six Sigma Green Belt 2.0®
Today is not Tomorrow | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 996 лет назад
Today is not Tomorrow | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Six Sigma Overview | Fishbone Diagram | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 48 тыс.6 лет назад
Six Sigma Overview | Fishbone Diagram | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
LEAN | 116 Innovators Discussion | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 9486 лет назад
LEAN | 116 Innovators Discussion | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
5 Steps DMAIC Overview | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 75 тыс.6 лет назад
5 Steps DMAIC Overview | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
1 Secret Nobody Knew | The Red Beads Experiment 3 of 3 | fkiQuality Green Belt 2.0®
Просмотров 1,6 тыс.6 лет назад
1 Secret Nobody Knew | The Red Beads Experiment 3 of 3 | fkiQuality Green Belt 2.0®
For Finance decision-making | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 3106 лет назад
For Finance decision-making | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Valuable for all careers | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 1,1 тыс.6 лет назад
Valuable for all careers | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
7 Ways you're Managing People Wrong | The Red Beads Experiment 2 of 3 | fkiQuality Green Belt 2.0 ®
Просмотров 2,6 тыс.6 лет назад
7 Ways you're Managing People Wrong | The Red Beads Experiment 2 of 3 | fkiQuality Green Belt 2.0 ®
You Think You/re Managing with Facts? | The Red Beads Experiment 1 of 3 | Green Belt 2.0® fkiQuality
Просмотров 6 тыс.6 лет назад
You Think You/re Managing with Facts? | The Red Beads Experiment 1 of 3 | Green Belt 2.0® fkiQuality
LEAN | 8 Wastes - Why Do We Over-produce | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Просмотров 3,1 тыс.6 лет назад
LEAN | 8 Wastes - Why Do We Over-produce | Green Belt 2.0® Lean Six Sigma | fkiQuality HD
Six Sigma | ZERO Defects 2: How to get there matters | Green Belt 2.0® Lean Six Sigma
Просмотров 7 тыс.6 лет назад
Six Sigma | ZERO Defects 2: How to get there matters | Green Belt 2.0® Lean Six Sigma
Control charts show you so much more about the process in comparison to a histogram. The more variation you have, the more your control limits change.
Control charts are key for a manager because they allow you to look at trends and see where the resources need to be placed. Even the best processes can always be refined.
I'm more familiar with automatically generated control charts so it's helpful to see a simple one broken down into pieces within Excel, and it helps me to better understand conceptually what's going on in them.
The context that the numbers and values exist in are just as critical, if not moreso, than the numbers themselves. If they exist in a vacuum, you have nothing. Control charts help to add this context to understand the reality of whatever metric is being evaluated.
This video shows good demonstrations on building / evaluating control charts.
This video shows good examples on how control charts show you precise and current data. Using this you can address the problems and improve the process.
Control Charts provides a better understanding of a data than Histogram by showing us variations over time.
It's important to analyze and understand a set of data in a bird's eye view. Knowing the limits will paint a better picture if the data is really bad or is just a false interpretation.
I once worked for a company that drove this home well. We'd do 5Ys on all escapes, both from the perspective of "what caused the issue", and "how did we miss the failure and let it out?" That approach stuck with me and comes to mind when thinking QC vs QA.
Usually the challenge isn't in hitting a certain number or target, but doing so consistently. Everyone will be different, but starting off with reliable expectations that can consistently be met usually helps grow trust between companies. Anyone can promise fast, but proving consistency is what separates the good from the great. And once that variation is controlled, it's usually easier to improve upon the average.
It's one thing to get the buy-in, but part of the challenge is knowing when the buy-in is sincere, or just by virtue of "now they'll leave me alone and I can get back to work". Enthusiastic inclusion in the improvement process and listening to their ideas is critical for getting true buy-in.
While I agree that QA is a better solution than QC to catch issues and assure "good" parts, excessive inspection steps can prove ineffective due to cost/saving realization in the process.
Some tends to forget as well to review raw materials that could be the real root cause of the problem before overhauling the process.
One of the key point for me in this video is "stop thinking of quality as good or bad if you want high quality over the long run".
Sincerity is critical when working with and soliciting suggestions from all levels. It cannot be faked. If you try to fake it, you will often end up worse than you were previously.
Instead of the focus being quality control and quality assurance which is at the end of the process, steps should be implemented earlier into the process to help catch these issues before the product is finalized, because then that could lead to loss of product, lead time, customer receiving bad parts, rework and other costly things that would not benefit a company
This helped to open me to a new perspective on quality, from what I have learned in the past from previous experiences at my last job, everything was based on making sure we have zero defects.
In order to help drive positive change in a company, operators must be made aware of where the products they make go to. This will give operators a sense of accomplishment and ownership which will lead the operators into making better products leading to more growth for the company.
In order to help drive positive change in a company, it is important for operators to be aware of where their products are going to, that way it will help to establish a sense of accomplishment and ownership in the work they do which will lead to better products.
Important to detect the issue while in process to reduce the amount of overproducing products.
Watching the coffee demonstration helps to get familiar with adding in new values during the valuation process to better achieve minimal / zero defects.
The workers are the ones that are doing the assembly and know what would make their job easier and more efficient. Ownership of the process is a key factor
It’s the same concept between Accuracy vs. Precision. It’s really good to be accurate and precise all the time but cost, manpower, equipment and other factors should be evaluated as well. Thanks for sharing this video Francisco.
Early detection is crucial to minimizing customer impact, costs and time lost. It's so much easier to make up time, if you are only a portion of the lead-time behind due to a quality issue than it is to find the issue at final inspection and have to expedite replacements through the entire process which could be weeks or even months.
What do you do if your process is not capable of meeting the customer's specification tolerances? What if your customer cannot accept anything outside of the spec tolerance? You are at an impasse and the only alternative is to inspect 100% which increases costs, scrap, processing time, etc.
Getting the buy-in and change in mindset from the employees on the shop floor is definitely the first step. Those are the subject matter experts in their step of the process. Without their cooperation very little can be accomplished in projects like this. Just as important is management taking the suggestions from those SME's and applying them rather than brushing them off.
Catching stuff up front is key to reducing issues further down the road. When the issue is caught at the last step, it is too late. You are now having to have difficult conversations with an angry customer about how they are not getting their product and how they won't get it for weeks.
A majority of the time, companies are making product per what the customer wants rather than what manufacturing can hold. It is easier to have the conversation about increasing the tolerance up front rather than 20 years down the road. It will be a win win for both parties.
I think a key statement that was made in this video was that "Nobody will lose their job as a result of any process changes". If the CEO/company really stand by this statement, then everyone can work together to achieve success and make the company the most profitable and efficient as it can be.
Understanding constraints or limits of each process can assist the process of proactive quality.
When in "putting out fires" mode, zero defects is defined by the use of the whole range of tolerance versus achieving the nominal.
All employees should own their role in the process and take ownership of their responsibility and work with each other departments to ensure the whole process outputs good product and on time.
can you please share template?
great video that illustrates if a process is stable or not. It also highlights how moral from employee can suffer.
nice illustration of the importance of identifying root cause
interesting take on interpretating disparate data
Control Charts can be a manager's great "friend". It aids a manager to make an informed decision, instead of just looking at numbers and trying to impulsively make a decision based on the numbers.
This video/Lessons highlights the importance of using Control Charts. More importantly, it explains how production system put in place by management is crucial to the success of an employee and hence some management practices can be harmful to employees.
We can use statistics to create a Control Chart, look for problem areas, and predict future performance. In the Red Bead Experiment we can see that the Control Chart shows that all variation is common cause variation and has nothing to do with the workers performance.
The Red Bead Experiment reinforces that 94% of production problems come from the system. Since management owns the system and quality is the outcome of the system, quality must start with Managment. Rewarding or punishing workers has no effect.
The Red Bead Experiment is a good representation on how numerical goals can be meaningless if the system is flawed.
It really interesting to see how businesses can easily misinterpret data in making crucial operational decisions.
excellent example of how to back into a problem and address either yield or sigma to include in the charter respective of what is important to your audience.
great visual representation of how much satisfaction a customer will get from an improved process.
Informative video on the DPMO method and how it can be used to calculate Sigma, DPMO, and Yield when there are more than one CTQs.
Good explanation on the Sigma Method for process capability. Useful tool to see your progress when running Lean Six Sigma projects to increase process capabilities, which results in a higher yield and reduced DPMO.
I liked how the formula ca be used to show how to different targets can be met.
Having the graphical depiction of the different sigma values was very helpful in seeing how changes in the the average and/or the standard deviation affect the shape/position of the curve.
Another very informative video. The fishbone diagram visually helps to uncover the problems and their root causes. It can help in brainstorming to find the causes of problems; the ones that are not usually visible or likely obvious.
A great and "easy to understand" explanation of the uses of Control Chart. They help one to identify regular causes of variations or special causes of variations, calculate UCL and LCL, thereby investigate changes in data and make the right decision.