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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.