Matthew J. Savage’s picture

By: Matthew J. Savage

Lori, a software customer, phoned to ask if Cpk is the best statistic to use in a process that slits metal to exacting widths. As a PQ Systems technical support analyst, I too wondered what index would be best suited for her application, a highly specialized one. Perhaps Cpk, Ppk, Cpm, or some other index offers the best means of reporting the capability of her product or process.

Bruno Scibilia’s picture

By: Bruno Scibilia

My main objective is to encourage greater use of statistical techniques in the service sector and present new ways to implement them.

Bob Emiliani’s picture

By: Bob Emiliani

Let’s get rid of value stream maps. I can hear it now: “Why would you say such a thing? Value stream maps are great. We can’t see waste without them.”


John Flaig’s picture

By: John Flaig

Engineers have used safety margins for centuries to protect their companies and customers from the consequences of product degradation and failure. Sometimes the safety margins are fairly obvious (e.g., maximum-load limits posted in elevators), and other times they’re not.

Eston Martz’s picture

By: Eston Martz

In part one, I shared a case study of how a small bicycle-chain manufacturing company in India used Six Sigma’s DMAIC approach to reverse declining productivity. After completing the define, measure, and analysis phases, the team had identified the important factors in the bushing creation process. Armed with this knowledge, they were ready to make some improvements.

Eston Martz’s picture

By: Eston Martz

Using data analysis and statistics to improve business quality has a long history. But it often seems like most of that history involves huge operations. After all, Six Sigma originated with Motorola, and was embraced by thousands of other businesses after it was adopted by a little-known outfit called GE.

Donald J. Wheeler’s picture

By: Donald J. Wheeler

By: John J. Flaig and Nipun Girotra

A few days ago we received an email from a friend at a machine shop. He had just finished a process capability analysis for a critical feature (a runout on a cylindrical part) and was shocked by the output. The spreadsheet software he used showed him a process capability (Cpk) of 0.39 (see figure 1 below).

Carly Barry’s picture

By: Carly Barry

In part one, I discussed how to avoid a lean Six Sigma project failure, specifically if the reason behind the failure is that the project solution never gets implemented. Now let’s discuss a few other project roadblocks that prevent teams from completing projects and some suggestions for overcoming them from Minitab trainers.

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