Multiple Authors
By: Afaq Ahmed, Yves Van Nuland

New technologies have empowered customers to seek out the best products and services at the lowest cost and shortest delivery times. Customers can compare price and delivery information as well as reviews about product quality. Thus, the importance of sustaining outstanding quality in order to stand out from competitors and be profitable is critical. It requires a sustainable quality culture with intrinsically motivated employees who view quality not as a chore but as a source of satisfaction.

Ken Levine’s picture

By: Ken Levine

How do you determine the “worst case” scenario for a process? Is it by assuming the worst case for each process task or step? No. The reason is that the probability of every step having its worst case at the same time is practically zero. What we’re looking for is a value that will occur a very small percentage of the time, but still be a possibility.

Jim Benson’s picture

By: Jim Benson

We are all cursed with “surprises” at work. We come in, sit down, get ready for the day. We select a task to start on, and about halfway through, it explodes on us. The seemingly simple task now has 30 subtasks all lined up, ready to destroy our day.

This is stressful. Since we’re likely already overloaded, this new surprise just adds more work to the day and delay to our backlog.

Fred Schenkelberg’s picture

By: Fred Schenkelberg

What if all failures occurred truly randomly? Well, for one thing the math would be easier.

The exponential distribution would be the only time to failure distribution—we wouldn’t need Weibull or other complex multi-parameter models. Knowing the failure rate for an hour would be all we would need to know, over any time frame.

Multiple Authors
By: Kimberly Watson-Hemphill, Kristine Nissen Bradley

Editor’s note: This is an excerpt from the new book, Innovating Lean Six Sigma, by Kimberly Watson-Hemphill and Kristine Nissen Bradley.

Matthew Barsalou’s picture

By: Matthew Barsalou

The start of a failure investigation may involve brainstorming, but empirical methods will be required to actually identify a problem's cause. Implementing an improvement action without a confirmed root cause risks a reoccurrence of the issue because the true root cause has yet to be addressed.

Steve Daum’s picture

By: Steve Daum

In daily conversations, I field questions from plant managers, quality managers, engineers, supervisors, and plant production workers about the challenges of applying statistical process control (SPC) methods. Following are the five most prevalent and costly mistakes I witness in the application of SPC.

Multiple Authors
By: George Chemers, Patricia Cronin

Multiple Authors
By: Darin Marcuz, Laron Colbert

This article describes a novel approach to calculating the financial aspect of overall equipment effectiveness (OEE), with the result referred to as $EE (as in monetary units). By using $EE, a management team readily can “SEE” their operation in financial terms. Employees are then better able to focus on underperforming operations to improve the bottom line.

Eston Martz’s picture

By: Eston Martz

When we take pictures with a digital camera or smartphone, what the device really does is capture information in the form of binary code. At the most basic level, our precious photos are really just a bunch of 1s and 0s, but if we were to look at them that way, they'd be pretty unexciting.

In its raw state, all that information the camera records is worthless. The 1s and 0s need to be converted into pictures before we can actually see what we’ve photographed.

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