| 1-Sample Sign Test |
Test the probability of a sample median being equal to hypothesized value.
H0: m1=m2=m3=m4 (null hypothesis)
Ha: At least one is different (alternate hypothesis)
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| 2-Sample t Test |
2 - Sample t Test : The two sample t-Test is used for testing hypothesis about the location two sample means being equal.
1 - Sample t Test : The one sample t-Test is used for testing hypothesis about the location of the sample mean and a target mean being equal.
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| 3P |
A 3D model of TQM, having People, Product and Process as the 3 axis.
For Implementing TQM, all the 3 parameters should be improved.
1. People: Satisfaction of both Internal and External customer.
2. Product: Conforming to the requirements specified.
3. Process: Continuous Improvement of all the operations and activities is at the heart of TQM.
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| 5 Why's |
The 5 why's typically refers to the practice of asking, five times, why the failure has occurred in order to get to the root cause/causes of the problem. There can be more than one cause to a problem as well. In an organizational context, generally root cause analysis is carried out by a team of persons related to the problem. No special technique is required.
An example is in order:
You are on your way home from work and your car stops:
Why did your car stop? Because it ran out of gas.
Why did it run out of gas? Because I didn't buy any gas on my way to work.
Why didn't you buy any gas this morning? Because I didn't have any money.
Why didn't you have any money? Because I lost it all last night in a poker game.
I hope you don't mind the silly example but it should illustrate the importance of digging down beneath the most proximate cause of the problem. Failure to determine the root cause assures that you will be treating the symptoms of the problem instead of its cause, in which case, the disease will return, that is, you will continue to have the same problems over and over again.
Also note that the actual numbers of why's is not important as long as you get to the root cause. One might well ask why did you lose all your money in the poker game last night?
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Here's another example. I learned the example using the Washington Monument used when demonstrating the use of the 5 Whys.
The Washington Monument was disintegrating
Why? Use of harsh chemicals
Why? To clean pigeon poop
Why so many pigeons? They eat spiders and there are a lot of spiders at monument
Why so many spiders? They eat gnats and lots of gnats at monument
Why so many gnats? They are attracted to the light at dusk.
Solution: Turn on the lights at a later time.
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Read the iSixSigma article on the 5 Whys.
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| 5C |
5C ia a 5 step technique very similar to 5S to stabilise, maintain and improve the safest, best working enviroment to support sustainable Quality, Cost and Delivery.
What are the 5Cs?
Clear Out: Separate the essential from the non essential
Configure: A place for everything and everything in its place.
Clean and Check: Manualy clean to spot abnormal conditions.
Conformity: Ensures that the standard is maintained and improved.
Custom and Practice: Everyone follows the rules, understands the benefits and contributes to the improvement.
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| 5S |
5S is the Japanese concept for House Keeping.
1.) Sort (Seiri)
2.) Straighten (Seiton)
3.) Shine (Seiso)
4.) Standardize (Seiketsu)
5.) Sustain (Shitsuke)
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I think the concept of 5S has been twisted and its real meaning and intention has been lost due to attempts to keep each element in English word to start with letter 'S', like the real Nippongo words (seiri, seiton, seiso, seiketsu, and shitsuke). Well, whoever deviced those equivalent English words did a good job,they're close, but the real interpretation is not exactly the correct one. For the benefit of the readers who would like to develop and establish their own understanding and applications, the following are the real meaning of each element in English:
Japanese - English Translations
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Seiri - Put things in order
(remove what is not needed and keep what is needed)
Seiton - Proper Arrangement
(Place things in such a way that they can be easily reached whenever they are needed)
Seiso - Clean
(Keep things clean and polished; no trash or dirt in the workplace)
Seiketsu - Purity
(Maintain cleanliness after cleaning - perpetual cleaning)
Shitsuke - Commitment (Actually this is not a part of '4S', but a typical teaching and attitude towards any undertaking to inspire pride and adherence to standards established for the four components)
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Reference: The Improvement Book
By: Tomo Sugiyama
Productivity Press, Cambridge, MA / Norwalk, CT
FIRST S-SORTING(GOOD AND BAD, USEABLE AND NON USEABLE)
SECOND S- SYSTEMIC ARRANGEMENT(ONCE SORTED KEEP SYSTEMATICALLY TO HAVE TRACEABILITY)
THIRD S-SPIC AND SPAN(KEEP ARRANGED THINGS ALWAYS READY TO USE AND IN DIRT FREE AND TIDY STATUS)
FOURTH S-STANDARDIZE(MAKE A PROCESS FOR ABOVE THREE STAGES AND MAKE STANDARDS AND ALSO KEEP ON REVIEWING THESE.)
FIFTH S- SELF DISCIPLINE(INDIVIDUAL HAS TO COMMIT).
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| 5Z |
This standard defines the procedure of “5Z Accreditation” which is the scheme to promote, evaluate, maintain and improve process control using the Genba Kanri principles.
“5Z” is a general term for the following five actions ending with “ZU”…meaning “Don’t” in Japanese.
-UKETORAZU (Don’t accept defects)
-TSUKURAZU (Don’t make defects)
-BARATSUKASAZU (Don’t create variation)
-KURIKAESAZU (Don’t repeat mistakes)
-NAGASAZU (Don’t supply defects)
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| 6 Ms |
The traditional 6Ms are:
* Machines
* Methods
* Materials
* Measurements
* Mother Nature (Environment)
* Manpower (People)
Other definitions:
Machines
Methods
Materials
Measurements
Milieu (Mother Nature, surroundings, environment)
Manpower (People/mainly physical work)
Mindpower (Also people/mainly brain work)
Management (separate from Manpower/People because it considers Tampering)
Money
Miscellaneous
(the) Moon (so far unknown cause)
You can read more about it in the The Cause and Effect Diagram (a.k.a. Fishbone)
article.
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| 6 Serving Men of Creativity |
Remember Rudyard Kipling's famous poem that reads as under?
"I have Six Stalwart Serving Men,
They taught me all I know,
Their Names are What and Where and When,
And Why and How and Who."
After ascertaining the methods etc. of a process, by using the 5 questions of What, Where, When, How and Who, then question each and every detail Why?... Why?... Why?...
This is the secret of creativity.
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| 6W |
Your project planning should answer following question:
WHAT : What will you make/do this?
WHY : Why will you make/do this?
WHERE : Where will you make/do this?
WHO : Who will make/do this?
WHEN : When will you start/stop this (time scheduling)?
WHICH : Which will you make/do this (process, tooling, material sources etc…)?
______________________
ilhami YENiAYDIN, EE
After Sale Services Manager
GURIS Export, Import and Marketing Co.
ISTANBUL - TURKIYE
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| 7 QC Tools |
Histograms
Cause and Effect Diagram
Check Sheets
Pareto Diagrams
Graphs
Control Charts
Scatter Diagrams
These are 7 QC tools also known as ISHIKAWAS 7QC tools which revolutionised the Japane & the World in Sixties & Seventies
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| 7 Wastes Of Lean |
The 7 wastes are at the root of all unprofitable activity within your organization.
The 7 wastes consist of:
1. Defects
2. Overproduction
3. Transportation
4. Waiting
5. Inventory
6. Motion
7. Processing
Use the acronym 'DOTWIMP' to remember the 7 Wastes of Lean.
The worst of all the 7 wastes is overproduction because it includes in essence all others and was the main driving force for the Toyota JIT system, they were smart enough to tackle this one to eliminate the rest.
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| 8 D Process |
The 8D Process is a problem solving method for product and process improvement. It is structured into 8 steps (the D's) and emphasizes team. This is often required in automotive industries. The 8 basic steps are: Define the problem and prepare for process improvement, establish a team, describe the problem, develop interim containment, define & verify root cause, choose permanent corrective action, implement corrective action, prevent recurrence, recognize and reward the contributors.
Of course, different companies have their different twists on what they call the steps, etc...but that is the basics.
8 D is short for Eight Disciplines which oOriginated from the Ford TOPS (Team Oriented Problem Solving) program. (First published approximately 1987)
D#1 - Establish the Team
D#2 - Describe the problem.
D#3 - Develop an Interim Containment Action
D#4 - Define / Verify Root Cause
D#5 - Choose / Verify Permanent Corrective Action
D#6 - Implement / Validate Permanent Corrective Action
D#7 - Prevent Recurrence
D#8 - Recognize the Team
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| 8 Wastes of Lean |
An easy way I learned at a seminar to remember the wastes, they spell TIM WOODS
T - Transport - Moving people, products & information
I - Inventory - Storing parts, pieces, documentation ahead of requirements
M - Motion - Bending, turning, reaching, lifting
W - Waiting - For parts, information, instructions, equipment
O - Over production - Making more than is IMMEDIATELY required
O - Over processing - Tighter tolerances or higher grade materials than are necessary
D - Defects - Rework, scrap, incorrect documentation
S - Skills - Under utilizing capabilities, delegating tasks with inadequate training
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| A-square |
A-squared is the test statistic for the Anderson-Darling Normality test. It is a measure of how closely a dataset follows the normal distribution. The null hypothesis for this test is that the data is normal. So if you get an A-squared that is fairly large, then you will get a small p-value and thus reject the null hypothesis. Small A-squared values imply large p-values, thus you cannot reject the null hypothesis.
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