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Examples of indicators of supply chain to optimize

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"It's fine to give us tools of the LSS and the keys to understanding to implement them ... But I not know what I can optimize my business ...!?"

is what you need to tell you right now for some time if you're interested in the LSS on the net and more specifically on this blog.

To solve this problem here is a ticket where I'm going to recess some indicators of the supply chain and can be a project LSS.

Indicators for monitoring stock levels: The
stock level is followed by the rotation of stock. Stock rotation expressed in number of days until the product is in stock before being sold. It will be calculated on the basis of a stock J, divided by average sales per day.


Indicators for monitoring the reliability of forecasts:
The reliability of predictions concerns the forecast of sales and order forecasts. It gives the% of projected sales or orders established on N-1 compared to actual sales in N. It can be calculated in terms of turnover and / or quantity and established between the various links in the supply chain (Center bursting of the industrial point of sale, the retailer's distribution center). For example for a sales forecast of 160 and made 200, we get a gap forecast of 20% (40/200), which gives us a reliable forecast of 80%.

Indicators for monitoring service levels in the supply chain:
The service rate can be here on the command line, on the amounts or the number of pallets. The service rate is calculated by dividing what is delivered by what is ordered. This indicator will introduce the concept of "delivered on time" or "late (Untimely deliveries can not be counted.

Indicator Tracking backorders:
An indicator showing the number of days of delay may be introduced. It will be based on the number of days delay from the delivery date specified in the order (on line).

Monitoring Indicators rate customer service: For vision
rate service consumer side, two indicators can be used: one hand, the service rate in linear approach of calculating the number of days (or hours) where the product was available in linearly over a predetermined total upstream (in the month or week for example). On the other hand, the rupture rate in linear calculated on a number of statements about product availability. For example if the product was available 9 times over the past 10 surveys, the failure rate is 1 / 10 or 10%.

Indicators for monitoring possible:
Regarding the monitoring of deadlines, we have two indicators. The first defines the number of days (or hours) the period between the passage of the order and receipt. The second relates to the production. It makes the production time and is calculated by determining the number of days (or hours) elapsed between the production order and receiving the order.

Monitoring Indicators unplanned change:
Such monitoring can be achieved with several indicators. An approach
rush orders may be made by dividing the number of orders delivered within less than the contractual period, divided by the total number of orders.
A second indicator can detect changes in the number of changes on a business plan.
A final indicator allows to count the number of changes in the introduction of new products (dates of introduction, product launches etc ....)

indicator tracking unsold
This item may be followed by observing the rate of sale of obsolete products and / or the stock remaining at the end of promotional campaign .

Indicators for monitoring the distribution of products in stores:
monitoring indicators express mailing the presence of products in store. Digital distribution gives the% of stores with a reference product with respect to a universe of stores, a sign or a geographical area for example. The "value distribution" is digital distribution weighted by the turnover of the store.

Monitoring Indicators of Sales:
The retention rate of customers, changes in market share, changes in quantity of products sold by the buyer as well as changes in the volume of sales.

monitoring indicators of planning:
The performance of the planning can be measured by counting the number of days between the promotional plan from start of commercial activity in the store.
It can also be measured in days between the date of rebound orders and the date of supply of products.

Indicators for monitoring distribution constraints:
Optimizing distribution constraints focuses on filling the trucks and the cost of transport. Existing indicators may express a degree of filling. This is calculated by dividing the number of full truck (trucks are filled to more than 95% is considered complete) by the total number of trucks delivered.
can also define an average load per truck by dividing the number of pallets loaded with the number of places available in the truck. Inactivity trucks can also be assessed by counting the number of empty miles and dividing by the total number of miles traveled.
Regarding the cost of distribution: ratio of total transport costs reduced the turnover can be established.

monitoring indicators for data synchronization:
Regarding the synchronization of data as an indicator of compliance
bills can be analyzed. This is obtained by dividing the number of correct invoice lines by the number of invoice lines total.

I hope that this small sample of indicators Supply Chain will give you ideas for starting LSS project. Feel free to leave comments if you have any doubts about the soundness of an indicator selection ...! ;-)

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Accuracy, Repeatability, Reproducibility: GRR for friends ... VS

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So far I am doing so to make available the concepts ... But here we begin to return to the concepts a bit more obscure to managers hungry for Operational we are ... ;-)

If I tell you this: it is because this step appeared to me at first, relatively useless. The example of Smarties, by way of training, helping me do not particularly to assess the appropriateness of the tool ...

I'm going now to explain why at first appeared to me useless tool, then the path that led me to judge it necessary step in the DMAIC Measure.

G (Gauge = accuracy) R (repeatability) & R (Reproductibility) measures the reliability of the measurement system Y . In
transactional processes we have to do mostly with indicators that are derived from the information system. Also, if a decision tool (BW, BO, Pentaho ... etc..) I realize the same query twice (repeatability): it is little chance that the tool I provide two different measurements! Similarly for reproducibility, if someone other than me throwing the same query, I can not imagine the system provide me with a different value than it previously took me out ...! Finally with respect to the accuracy of the measurement ... Even so, the measure proved partially wrong: what would my power to identify from which the gap measure?

is why I was skeptical: I do not understand the value of verifying the reliability of data transmitted by an information system that is specifically designed to provide reliable indicators.

But if the system is reliable, the human it is not ... And if the information processing is performed by system upstream of this processing chain we have a human being who feeds the system. So it is necessary to verify the variability of information that is indicated in the system.

Consider an example in customer service (hotline) we have that store operators in disputes. Disputes that are recorded are assigned to a specific coding. If, according to the operators where the mood of the operator, interpretation and codification of the case which is devoted to change: we will encounter problems. For example, if litigation resulting from mistakes of VRPs were recorded in the proceedings from the customer service (to the order entry example): when we work on reducing litigation generated by the customer service: we will be annoyed because Are we may not evolve as we predicted (since it includes errors of VRP (which are outside the project LSS).

Now: how?
As much as possible: it is preferable to obtain paper documents that are the source of treatment. In our example we can imagine that calls litigation followed a confirmation by fax from the client to the statement of its case. It must then collect a sample of these statements and in our view if the request falls under what we want to measure is included. Here is a chart that illustrates my example:

This example illustrates that the measurement accuracy and repeatability ... (For measurement of reproducibility, it had been that I feel that all operators were asked to treat each case ...). Here we get 80% reliability of our measurement system. That's enough! The practice of LSS project set at 80% the threshold (if we consider that our indicator is reliable at 80% minimum, we will act on at least 80% of what causes us to think that our actions will have a significant impact on the indicator measured).

If I had obtained a reliability rate of less than 80% would have required that I carry out actions to retake the test successfully (staff training, clarification of coding, resegmentation classifications of disputes etc ....)
The test
GR & R is a "go right" to enter the next step "analysis." This step is crucial and if the reliability test of the measurement system does not pass then It absolutely must not move forward on data analysis. Because if I analyze data that are poorly coded upstream: so my analysis is wrong.

I realize that this concept of reliability of the indicator is not easy to assimilate ... also feel free to ask questions or leave comments! ;-)

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Pareto Benford - 3rd installment of "War of the indicators"

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I had decided to return to the fundamentals of the LSS but I am definitely passionate about the struggle being waged " Indicators Famous "and" Indicators of the shadows. " On side we have the couch potatoes and illusionists Average, Min and Max and the other we have the needy and robust median, quartiles, standard deviation. So far it seems very difficult to decide ... Then, the ring, two laws of distributions come do the show ...! ;-)

To my right, built like an ox, down from its 20-80 we have: Mr. Pareto ...
my left lying like a log, precision random: Mr. Benford ...

DDDDDDDRRRRRRRRrrrrrrrrrrriiiiiiiinnnnnnnnnnngggggggggg!

Well ... then I think you're conditioned enough to get into the thick of it. It was a few years, I was required to establish a computing cost of logistics products stored on a platform. So I had masses of apportionment for each item based on key distribution (also called work units). You agree, for logistics such as storage or shipping it was appropriate to take into consideration the volume of parcels. Also most of our calculation reallocated charges based on volume (volume stored, the volume received, shipped volume ... etc). So I made a pretty matrix in excel, with beautiful macro to update the zany and after a few days of work I before my eyes production costs by product ... ... Oh miracle!

Then came the time of the analysis ... And there: problem! I found myself with items that generated staggering costs ... A little research, I finally realize that no measures were inconsistent products ... :-( I called
the logistics manager and asked him to check the products that I had identified ... He returned with the good things ... So I redid the crunching and such ... zinzin articles dating back to surface with errors ...!
The problem is that it was impossible to ask to remeasure all 6000 products stored on platform! So I had me a nice dilemma: how to be sure of the reliability of my data without having to measure all of my products and redo endless iterations on taking new measures .. .!?

My first instinct was to turn to the Pareto law. As everyone knows Pareto highlighted a distribution law that is "arch-used" in business. This law says for example that 80% of my sales are generated by 20% of my clients. I decided to leave the 20% of my items that generate 80% of my volume. Also I leave the 80% of my items in stock representing 20% of my value Global stock. So if I meet my two files I end up with items that have the highest volumes with the lowest values so I can identify aberrations! In one detail that I almost had assumed (somewhat debatable ;-) my bulkiest items were necessarily the most expensive. And actually I could identify new aberrations ...

So: I relaunched the zany ... and always the same ... He left with errors Articles ... But I had another problem: the errors were smaller in magnitude because I corrected the 20% of my article that generated 80% of my erroneous volumes (Pareto is sacred!;-P).

After a few days the light brightened. If the law of Pareto distribution was limited by my problem: when I was going to use another distribution law, the latter much less known, but much more efficient for the problem I had to solve: Benford's law .

For those who do not know: Benford's law refers to a random observation of the phenomenon that we reserve nature. In any digital distribution (the list price of a supermarket, the list size of all trees in the territory, the list of net wages inhabitants of a country ... etc.) if we take the first digit (different from 0) and we account for these figures: while we have consistently said distribution:


not strange ...!? Whatever you take as distribution, if you count the number of 1 in first position, 2 in first place ... etc, you will always get this%. Even stranger is that there are more than 1 2 of 2 than 3 ... etc.. But it's like this ... To the extent that the distribution is random it would look like this.

I therefore decided to compare my distribution with that of Benford and here's what I got:
The result was obvious! I had too much of 5 and not enough three. So I made an extraction of all my items with a 5 in the first volume of my character and I review the list. I quickly see that all items of a family (those shoes) were the same size. The ingratitude of the task had led the people in charge of measures to copy-paste. They are justified by the fact that all the shoe boxes were the same size. In a proportion, perhaps, but you can not take the Benford's law, by default, so ...! The shoeboxes are not the same size when it comes to dress shoes, fishing boots or booties for children ... etc..

After measuring each of the references to the family shoe found in the warehouse, I redid an analysis of my new layout and here is what it gave:
This time I seemed reliable file ... I remoulins the zany and obtained success with the calculation of my costs back as expected ... ;-)

For leisure I LSS projects in a post to come, you talk about the tool that tests the reliability of data for registration thereof (GR & R) but often project starts with data already now registered and in such cases it is necessary to verify consistency of the data before providing any analysis ...!

Bravo to you Mr. Benford ... You won this battle hands down! ;-P

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Min \\ Max VS Standard Deviation: The War of the indicators (2) VS

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is in the most total humiliation that our war is the average of the distributed battlefield during the last fight. .. It became aware of its weaknesses: it is aided by his two companions, Minimum and Maximum, she decided to return to the front ... ;-) And yes ...

During my last demonstration I set the default using the average to report a distribution (a set of data). But the average has two indicators that could help account for a data set: the minimum and maximum. So can we use the average if it is accompanied by the minimum and maximum indicators ...!?

To try to answer them I will rely on the memory of an error management system that strongly influenced me.
The head of a purchasing department had to define the goals of his team for the upcoming year. The objective of the previous year was based on the cumulative service rate to the year (the service rate shows the fraction of orders that are delivered). For our example we assume the service rate target last year was set at 97% (ie that on average: 100 lines of when orders are placed by customers, 97 will be delivered, the other 3 undelivered lines corresponding to stockouts).

Here is the result of the year just past ...
As you can see, there were large variations during the year. And our manager remembers well the pressure he had suffered on the part of clients and its hierarchy, during weeks 20 to 24 ... He did not want to relive it, so he decided to set two goals for his team: the first will remain on the annual average (97% of its proud, he stood on it), and the second would cover a maximum rate of only minimum service to not exceed (say 96 %)...

I saw two constraints in the choice of this indicator:
- First: when the threshold is exceeded: the teams are unmotivated because the goal would be missed and premium objective with. :-(
- Secondly: weeks with a very low level indicator make it more "vulnerable" to the inevitable failures (the delivery problem supplier) and inversely surges of activity could cause disruptions and technical lead exceeding the threshold.
In summary the calculation was not representative of the variation in the rate of service or motivating the team to Purchaser.

So I proposed a target based on the standard deviation and increased service levels as shown in this graph:

The objective was to reduce the standard deviation (corresponding to the average change) half (the orange line past the previous graph line on the light green graph). And reassess target at 97.5% for average annual service rate (dark green). Knowing that after a short study, the removal of outliers that were the weeks 20 to 24, easily could achieve this new rate. Thus reducing the average change was a direct result of an improvement in the rate of annual service.
I saw two well done:
- The measurement of the change on the whole of the motivation remains.
- Improving service levels to improved overall customer satisfaction, hierarchy and department employees who could be proud of having achieved a real goal.

What the manager decided:
Following my suggestion, the manager was trying to validate this type of calculation in setting its target ... only problem: he did not master the math ...!
And considering that he was unable to master the calculation of the indicator he shortens it wrong he was unable to control the indicator and thus the aim of its staff ... So he set his minimum goal by adding a tolerance threshold is exceeded over a week.

Epilogue: In mid-year heat wave came ... Product sales Mosquito exploded ... Suppliers were unable to meet market demand ... The suppliers were very well done Leut work ... and had no premium on their goal ... but the main thing was this: they could explain it!

This time: the Min and Max have won the battle because they blew the market away type ... but admit that the case is rather unfair! is not it?!

Will it one final battle to decide the ...!? ;-)

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Average Median: The War of the indicators is launched ...! What

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The idea of this post came to me after a response to a comment. The commentary, by Bernard Sady (which I highly recommend consulting his blog for his interest and perseverance in the updates) raised the question of the necessity of using complex indicators such as median and quartiles ...

We all have in mind, the "conventional wisdom" ... It is these "ideas" (already transmitted to our brains many times, either by listening or by doing) that allow us to think faster and move forward in our thinking. There is therefore no question of criticizing the belief as such but to ensure they not make us too lacking ... For amidst the thousands of ideas are hidden misconceptions ...

So when the question of the complexity of the indicator "median and quartiles," I have been asked: I was myself have fallen into the trap and said to myself ... it's true that the median is more complex than the average but it is more "robust" ... Overall this is wrong! The median is equally accessible to the average ... I would say even more accessible! ;-P

So let's make the demonstration ...

The example of the average basket.
In retail, the average basket lets you know on average how much Customers buy goods when they pass in hand. In short: the average revenue per checkout. I remember during a visit to store a large sign, having listened to the complaints director of a marketing campaign implemented by the franchise. For 20 euros purchase, the store was a gift. The wrath of the director was that the 20 euros corresponded to average basket (or even slightly below) and therefore, this action did not encourage commercial customers to buy more than they used to take. The reasoning is the road is not it ...!?
But after a very brief study a sample of receipts we can realize that our director was in the wrong ...
Here is a "box plot" resulting from treatment of this sample:


A "box plot" is a graphical representation of a data set. It shows the average (mean in English) + / - standard deviation (which corresponds to the change in average) and quartiles (ie cutting the distribution 4). So we can observe that the average basket was 23.64 euros with an average change of 29.60. The median is 15.66 euros which means that half customers buy less of goods of 15.66 and a half in purchases more than EUR 15.66. With the 1st and 3rd quartile we find that half the customers buy between 7.87 and 29.42 euros in goods. Finally a quarter of the best clients buy between 29.42 euros and 1379 merchandise.
So now let us return to our problem of commercial action ... According to what we just saw 50% of customers buy up to 15.66 worth of goods ... So if we offer a gift from 20 euros purchase we encourage more than half the customers to buy more than usual. In conclusion this commercial action is not so meaningless as that ...! ;-)

To reverse the conventional wisdom ... The average is used and controlled by each. And because human nature abhors a change: so people prefer to use tools they have mastered at the expense of the correctness of their judgments. But upon reflection is that the median is more difficult to access than the average? The median is a value that is in reality the data processed. The median is the value that bisects the data, this value is existing, it really does not emanate from a calculation. While the average has no reality. I think that in France women have 1.8 children on average 1.8 ... This is not "traceable" to reality, while the median, she would be!

Well, the first battle (the one that pitted the average median) is completed ... but the war continues! Soon the battlefield will oppose the min and max cons standard deviations ... ;-)

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indicator your Lean Six Sigma project ...?

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is done ... you have decided: you start a project lean six sigma ...! You have completed your "project charter", you have defined your processes with "process map" of the "value stream map" ... etc.. And then you arrive at the crucial stage of your choice indicator. What is your Y? The value that you will follow in time, analyze, dissect in detail to see what it is, the phenomena that led him to change ... etc.. For projects of lean manufacturing this step is less critical because the indicator is often the number of defects found on the chain of production or productivity indicators. But in the services we will see that the choice is less easy. The fundamental

: Your Y must be your problem! (As would the other: it goes without saying but I feel better by saying it) That is to say that if your indicator is changing the way you want, the problem that you identified when you start your project must be eradicated . I followed the LSS project a key account manager. His problem was that its customers undertook six months in advance and that D-Day of the promotion there could be disruptions or delays in delivery that made his client did not have the goods he had ordered . The first reflex of the green belt was to watch the side of Rupture ease led them to choose the service level indicator. So we ask the question: what if I upgrade my service rate, I'm sure my client sent me his order six months in advance will be delivered? Well no! The service rate accounts for the fraction of the order is delivered. So there is no notion of time in this indicator. If the customer is delivered all of its order with 15 days late the rate of service of this order will be 100%. The reverse reaction may be to choose the time between required delivery date and the date of final delivery of the order. But there again if we rely on what comes late, it means that we reject what is never delivered ... This indicator is not indicative of our problem. Here the Y closest to the problem of our green belt is OTD (On Time Delivery) which represents the portion of the command that is delivered on time. So yes the number of days of delay and the number of breaks will play on our Y, but there may be many other indicators in conjunction with our problem. For example, if an order has not reached the minimum order, it will be nice to have the stock and shipping high-performance ... the command will not be delivered because ... this is not validated So a new indicator related to our problem: the number of blocked control. All these indicators that revolve around our issues will help in the analysis phase ... but let's face it: during the selection phase of our Y: they clutter up our mind and make it difficult to choose our main indicator .

To conclude: when you choose your there you have a question for you: If I improve this indicator is that I'm sure my problem goes away?

Feel free to submit issues to comment if you have any doubts in the your choice of indicator LSS! ;-)

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How to use the value stream map on a transactional process?

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The Value Stream Map is involved in a project LSS several levels. Initially it will allow us to define a process (in step Define) and then we can also serve us in step and Improve Analysis for ideas to improve and develop.

Here is an example of MSM:


Using the Value Stream Map is very common in plants. This tool allows to visualize the distribution of time across the manufacturing process, between what is of value and what is the waste of time. The value stream map also identifies bottlenecks and in-process inventory between each production shift. For the uninitiated this video will understand the concept of VSM:


After these few introductory material on the VSM will be readily understood that implementation of this tool for transactional process falls no sense. Effectively in our desks, we have little stock, a notion of productivity, in-progress, etc .... We have the transactions! Then we can really establish VSM under a proposed organizational audit type LSS. The answer is yes and I go, this not show you how: I've

specially constructed an example (based on my experience on a few projects LSS). This is a process of processing a request to amend tariffs.
Here's what the MSM would look like this type of process:

So here is our process with reduced 4-step. The first one is to issue PCR (Price Change Request) request to amend tariffs, and then we have a manager who approves the request, then it is sent to finance that finally validates the claim that it is integrated into the system last. (This example is intentionally simplistic to understand the interest and the cog in the MSM in our office ;-)

On the bottom line you can view the working time for the treatment of a rate change. That is what we call value added. The client process, ie one that creates the demand to amend tariffs spend 30 minutes to 1 hour, then the manager will spend one quarter of an hour to view and validate ... etc..
On the top line you're waiting times between each operator. This period is expressed as an average and is husked by an analysis of the distribution that we present each quartile and the median. Here we can observe that the person who handles the integration of data into the system (the last link in the chain) does the job an average of 0.9 days after receiving the request. We can realize with the third quartile in the three quarters of cases the application is processed the same day that his show.
In the end table you can see from this example that the process contains 1hr value and it can take between 0 and 46 days.

The VSM allows us to have here first elements of answers from which the observed differences in time. But if this tool is sufficient in itself to a production plant to see exactly where the problem occurs, it will be in a transactional process of digging the reasons for the delay. Because in this example: what tells us that the time taken by finance does not come from a poor manager who requires validation of finance to make return trips to get the information necessary to process data. Similarly what we are told that the fare integration in the system is not too fast and that it should require additional checks ... etc..

Voili voilo ... I hope this example will help you understand a little better how the Value Stream Map can be useful in the analysis of a transactional process.

If you have any questions, feel free to submit a comment. I'd be happy to answer them ;-)

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Project Charter - The project kick off LSS

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Well, as you say I am not very excited about writing this ticket.

For the "project charter" is not a fundamental methodology in the LSS. If it is not used, it does call into question any way the success of your project ... Basically I personally think we could do without it!

So why talk about it!?
I'll talk about because even if the "project charter" does not bring much in a purely operational, function and unifying symbol in turn is required!

The "project charter" (which you can download an example isixsigma.com ) symbolizes the start of the project and thereby return a LSS project is a project in itself ...

And as such it is worth remembering que votre projet LSS comportera :
un début, une fin, un planning, un périmètre d'action, une équipe, un objectif...etc.

La project charter sert donc à cela : à appréhender les éléments fondamentaux qui permettront au projet de se dérouler sereinement. Tout au cours du projet, si un doute nait d'une discussion sur le périmètre ou l'objectif du projet, c'est une consultation de la project charter qui permettra d'avancer. Et en ce sens la project charter tient un rôle fédérateur. Lors des réunions d'avancement présentées devant la direction, là encore c'est la project charter qui permettra d'introduire le projet en rappelant les objectifs fixed upstream ... etc.. Finally

for someone who has never fought a LSS project is a good tool for asking the right questions before you start and put the answers on a formal document.

Namely:
What is my purpose? Do I have already identified a problem? What is my project integrity? What does not fall within the scope of my project? Is my hierarchy is aware of this problem? On whom can I continue my support for the project in case of problems? What skills will I need on this project? What I enjoy resources to conduct this project? Who will be able to attend upon the data processing? What planning can be implemented? ... Etc..

Voili voilo ...

One last thing: the project charter is a document that lives throughout the project ...! If during the data analysis I realized that the scope of action is not the right one, so I return the document, modify it and I continued my project ... It is a document that allows you to frame things ... not to lock them up! ;-)

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To lose weight: nothing like a 6 sigma project

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Good ... I read here and there to attract readers it was eye-catching headlines ... I think on this one I'm very good!

;-) But as I am an honest ... the paper I leave you here is to match the ambition it displays!
Come on, enough blah blah: here we go ...!

Define:
On July 14 I weigh myself (yes I like to weigh 14 July ;-)... and oh surprise ... I'm 98 kg quintal approaches and frighten me a bit! The aim of my project is 6 sigma to lose weight!
The customer's voice here is my conscience tells me: Florent! You gotta lose weight! My
Y is the weight in kilograms, it seems to me quite as indicator.

Measure:
I 14 July 98 Kg
My ideal weight is 75kg as I'm 1m75 (mnemonic formula for men: remove a meter and you get the weight for women is the same but must deduct 10 cm in size, which would have 65kg).
I consider my limitations to + / - 10 because below 65 kg I become anorexic and that above 85 kg I am a whale ...
:-( I can not remember the last 5 years to have weighed between 65kg and 85kg, I infer that I am at 0 sigma ... Because every time I weighed myself I was Aside from my weight limits when I correct my weight.
What measurement system Now ...?
To ensure the reliability of my system as I decide I will weigh myself every Sunday morning on my scale mechanics. There will be no problem due to variations in measurements being agein or not, measurement of electrical or mechanical scales ... etc..

Analysis:
What has the greatest impact on my weight ...?
I could have made an experimental testing the different elements but I will limit myself to a personal assessment ... So I determine what is the impact on my weight is in order:
- lack of sports
- the amount of food ingested during meals
- lack of balance in the foods I eat
- do not eat in the morning and the evening meal
my biggest meal - eat between meals

Improve:
- Playing sports several times
week - Less
eat - Eat lots of fruits and vegetables
- Do not eat between meals
- More food for lunch and less at night

Control:
Develop a dashboard to monitor the Make
weight weekly updates on the number of times I played sports
To review the number of extra I made (by extra I mean to enjoy myself for a meal without limit myself) . A poke
yoke would have been possible: settle to avoid a ring that I eat too much (but my case does not require this kind of operation).


So of course I am not yet at 6 sigma ... But for this project I had no master black belt and above all, I have no premium on it if it is my own satisfaction. Note that even when I lost 8 pounds the first two months and I stay on a good slope

;-) Here you see the 6 sigma is accessible to everyone!

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Define: The matrix of Kano

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After some generalities, you agree that it would be interesting to go to a more operational Lean Six Sigma ...

Some authors present the "voice of customer" as a fundamental element of the first phase of LSS. I think I will have the opportunity in an upcoming article, detailing why I have mixed feelings about the need for such tools ... However, in some cases it may be very useful to identify the customer's need. To do this: the practitioner has several tools that the matrix of Kano.

I personally had the opportunity to use it to evaluate training provided by high school Commercial ...

Here's how I proceeded:
1 - List the functions of the product or service you want to evaluate.
2 - Prepare a spreadsheet in a model to identify the opinions of each student.
3 - Simplifying the lives of clients by preparing dropdowns for the answers.
4 - Ask clients to learn the layout.
5 - Collect data

You will have noticed that customers must "note" each function depending on whether it is present or absent.
In this example for the "Apply the tools" each student must say what he thinks if indeed it can apply tools for training (if it makes him happy, if this is the minimum for him, if he does not care if he accepts it, or if it bothers him much). It will then do the same by imagining that the function is absent, ie if it does not apply the tools.

Following the data collection: it does not make an average of what everyone thinks ... It makes no sense because it is not a quantitative assessment! We must determine the "mode", ie the response that had the most instances. It should also verify that the answers are relatively close. Indeed judgments very heterogeneous pourraient laisser place à une conclusion biaisée du besoin réel des clients. Si vous vous retrouvez face à ce type de résultat il y a deux hypothèses : soit les clients ont mal appréhendé l'utilisation du l'outil (la matrice de kano peut paraître complexe si on n'est pas sensibilisé) soit les fonctionnalités ne sont pas révélatrices du produit ou de la prestation évaluée.

Pour mettre en valeur le recueil de vos données vous pouvez en faire une représentation comme ci-après :
A présent, vous disposez des tous les éléments pour définir quelle sera la typologie de chaque fonction. La typologie de la fonction se détermine with the following schedule:
List of types of function: A
- Function attractive
P - O
proportional Function - Function binding
I - C Function indifferent
- Function not (hostile)
D - Fault or understanding coding

example "original animation" is an attractive feature because students have valued their presence and they liked that they were missing when the latter accepted it.
Once you've determined the type of each function you can present on the matrix of Kano as below:

It'll then have to read the matrix. For example you can see that functions as attractive "to an original animation" or "make an animated presentation" to have more training but is not harmful if they are absent.
functions "example to illustrate" and "dynamic leader" are proportional. That is, the more the dynamic will host more students will enjoy the training. Attention, the reverse also works, training with a facilitator sluggish displeasing to the students. Finally
remain mandatory functions as a "brief introduction" or "meeting goals" that seem essential for students. It is at that AC does not necessarily satisfy them but it had disturbed many go without.

Voili voilo, we toured the use of the matrix of Kano. I personally find that its scope is very limited. But when you can use it, it provides a way of interpreting the appreciation of the different functions of a product or service very interesting.

Miu Miu Bow Selfridges

The DMAIC step by step ...

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For novices, it is very difficult to memorize the path of a project lean six sigma. It's one thing that strikes me more ... At each magazine with a green belt, it is necessary to remember where we come from and the steps.

This is not trivial because the success of a project based on its methodology LSS!

The methodology implements through 5 steps:

1 - Define: The objective of this step is to define the overall project, its scope of action, the project team composition, goals, problems encountered, etc ....
The "charter" of the project is the main deliverable of this step.

2 - Measure: This is a translation of the problem (identified in the previous step) as indicator (s) number (s) and verify that the measure of it is reliable.
The definition of the indicator is a strategic project LSS. The indicator should be as revealing as possible to the problem worked.

3 - Analyze: Once the selected indicator, it is to analyze and trace the root causes of problems that generate the observed variations in the indicator.

4 - Improve: Following the identification of "root causes", a plan of action must be designed and submitted for assessment to determine their effectiveness and feasibility. This step involves also the implementation of the Action Plan.

5 - Control: This step is to verify that the desired improvements are effective and that the action plan implemented as it should impact the indicator. The test phase also includes the closure of the project and the formalization of new processes in place.

(Some works show a sixth step is to "standardize", but this step is usually included in step "Control")

To summarize the DMAIC is to define the project that we will conduct . Then a representative indicator of the problem définies doit être sélectionné. Puis il convient d'analyser et de remonter aux problèmes initiaux qui génèrent les variations de cet indicateur. Une fois les problèmes identifiés, des solutions doivent être trouvées et mises en place. La dernière étape consistant à vérifier que le plan d'action est efficace et que l'indicateur varie selon ce qui était attendu.

Voyez comme c'est fluide finalement... ;-)

Grapefruits And Coversyl

What belt are you?

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Sur le papier tout paraît simple... il y a des niveaux... et il faut répondre à des critères spécifiques pour atteindre different levels ...
However, in practice you can be without any black belt certification ... This confusion stems from the fact that we must distinguish two things: the level of certification that is both our mastery of the methodology and the functional level in everyday life.

Different levels
- White Belt or Yellow Belt: People who have followed one or two days of training ... Lets just know that the LSS is ...
- Green Belt: This is a person with an operational function that leads or participates in projects LSS for a short amount of time.
- Black Belt: It is a person who works full time on projects LSS. It Support also the green belt on their projects.
- Master Black Belt: It is a person who works full time on projects LSS. It is also referred to the implementation of complex tools. It is also in charge of the management team of Black Belt and suppervise all LSS projects.

These levels express the degree of involvement in LSS projects. Here it is understood that a black belt spends more time on projects than a LSS green belt. However, as I mentioned in the introduction, we use the same level to express the degree of mastery of the methodology. So to access the level of black belt masters: it must obtain certification black belt. Certifications are issued on the basis of different criteria chosen by the institution that issues the certifications).

It is therefore quite possible to work on projects LSS 100% of our time and be "functionally" a black belt and have no certification ... not even that of green belt.

Craigslist Thong Leotard

What is lean six sigma (LSS)?

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The idea here is not to reinvent the definition of Lean 6 Sigma (LSS) that you can find on many sites .. .

The idea is rather to clarify the concepts before going into the heart of the matter ...

one hand we have Lean is a toolbox for improving productivity by reducing waste (time, stock ...) and optimizing the value chain.
On the other hand we have the six sigma is a toolkit also comes with a methodology that tells us step by step what to do and what tools are at our disposal.

Both toolkits are very complementary ... If we combine them we get the Lean Six Sigma ... A toolbox with a methodology (DMAIC) and tools to implement it. By stage of the methodologies tools will be derived from Lean or Six Sigma, but whatever ... Now forget the distinction because we use the LSS.

You will notice the number of occurrences of "toolbox" in my text ... I did it in purpose! ;-) There is nothing else ... LSS is doing nothing other than using the right tools in the implementation of the methodology.

To avoid misunderstood: it is not necessary to be a pro statistics and know all the concepts of Lean to drive a successful project LSS.

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Why this blog?

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Me: My name is Florent Fouque, I work for 9 years in the supply chain and transactional processes.
You'll have more details on my course in the coming days in a section designed to ...

This will make almost a year since I'm interested in Lean 6 Sigma. At first I leaned on a theoretical question (6 reading books). Then I made a mission of six months which allowed me to finger the reality of a LSS project. So today I am passionate about the method and want to work at its implementation until the end of my days ... (That's maybe a little "too much" there ... ;-)

During this learning (which continues every day ...) I could understand how the methodology and tools it uses are not easily accessible to ordinary mortals. I was also able to account for the distance between the wishes of education of black belt and master their ability to make things intelligible. This blog displays

therefore achieve the following:
- Make accessible Lean 6 Sigma novices and interested
- Speaking of Lean 6 Sigma and specificities of the methods for services
- Present tools an operational approach

Welcome to this blog ;-)