g We bring good things to life What Is Six Sigma? Impact The Roadmap to Customer Making Customers Feel Six Sigma Quality Globalization and instant access to information, products and services have changed the way our customers conduct business — old business models no longer work. Today’s competitive environment leaves no room for error. We must delight our customers and relentlessly look for new ways to exceed their expectations. This is why Six Sigma Quality has become a part of
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Management 360 Review (Chs. 16,17,18) Chapter 16 Any control system has three components: (p. 354) 1. a performance standard or goal 2. a means of measuring actual performance and 3. comparison of actual performance with the standard to form the basis for corrective action The 1:10:100 Rule: If a defect or service error is identified and corrected at the design stage, it might cost $1 to fix. If it isn't discovered until the production process, it may cost $10 to fix
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Unit 1 Quality Manageent MT435-02 -Operations Management Professor: Jason Jackson Magida Taracena 8/2/2014 A business may manufacture goods and to meet their clients needs. It is obvious that many customers always know that some businesses make better products than others, and therefore buys accordingly to it. So, that means that the business must reflect on how the client labels the word quality. I think that quality should be meant at the requirements of the customer
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CURRENT LITERATURE PA N E L D I S C U S S I O N “Six Sigma Black Belts: What Do They Need to Know?” Publication: Journal of Quality Technology T he October 2001 issue of the Journal of Quality Technology (JQT) contains a panel discussion on the training of Six Sigma Black Belts. According to JQT’s editor, William H. Woodall, the discussion centers on a paper by Roger W. Hoerl of General Electric (GE) entitled “Six Sigma Black Belts: What Do They Need To Know?” The Abstract Six Sigma improvement
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improvement process, the acronym DMAIC stands for: Define which is the project definition phase: what is critical to quality, Measure is converting the real problem into statistical problem, Analyze is the current data which can mean quantify the capability of the process, Improve is continuously striving to improve the process and the quality grade, and Control is sustaining the efforts to maintain the improvements achieved. This is a great way to come up with the best possible solutions to the problem
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WHAT IS SIGMA ? • A term (Greek) used in statistics to represent standard deviation from mean value, an indicator of the degree of variation in a set of a process. • Sigma measures how far a given process deviates from perfection. Higher sigma capability, better performance 3 WHAT IS SIX SIGMA? • Six Sigma - A highly disciplined process that enables organizations deliver nearly perfect products and services. • A philosophy and a goal: as perfect as practically possible. • A methodology and
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EXAMINATION 1, Version F Use a Scantron Form No. 886-E to record your choice of the best answer to each of the following questions. You have the full period to answer the questions. The following questions are worth three (3) points each. 1. Operations management is the business function that plans, coordinates, and controls the resources needed to produce a company’s products and services. a) True b) False 2. Firms that focus on quality as their primary competitive priority
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function involves capability evaluation in fields of tools/equipment/processes /materials/components Pre-requisite Basic statistical knowledge about standard deviation, normal distribution and control charts is required Objective After this course, trainees should be able to correctly perform capability evaluation and to precisely grasp its implication on studied characteristics 2 Confidential 2 Outlines of Cp & Cpk introduction •0. Overview – 0.1. What’s capability index ? – 0.2
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company’s strategy and its implementation are increasing shareholder value. However, financial measures tend to be lagging indicators of the strategy. Firms monitor nonfinancial measures to understand whether they are building or destroying their capabilities—with customers, processes, employees, and systems—for future growth and profitability. Key nonfinancial measures are leading indicators of financial performance, in the sense that improvements in these indicators should lead to better financial
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EXERCISES 2.7. Explain the importance of tollgates in the DMAIC process. At a tollgate, a project team presents its work to managers and “owners” of the process. In a six-sigma organization, the tollgate participants also would include the project champion, master black belts, and other black belts not working directly on the project. Tollgates are where the project is reviewed to ensure that it is on track and they provide a continuing opportunity to evaluate whether the team can successfully
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