1-Sample Sign Test - TKNE.net

Quality Dictionary - Definitions, Terms and Acronyms
????? ????? / ???? ???? 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) 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. 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. 5 Laws of Lean Six Sigma 5 Laws of Lean Six Sigma have been formulated to provide direction to
improvement efforts. The laws are a conglomeration of Key Ideas of Six
Sigma and Lean. Law 0: The Law of the Market - Customer Critical to Quality defines quality
and is the highest priority for improvement, followed by ROIC (Return On
Invested Capital) and Net Present value. It is called the Zeroth law as it
is the base on which others are built. Law 1: The Law of Flexibility - The velocity of any process is proportional
to the flexibility of the process. Law 2: The Law of Focus - 20% of the activities in a process cause 80% of
the delay. (Related to Pareto Principle) Law 3:The Law of Velocity - The velocity of any process is inversely
proportional to the amount of WIP. This is also called "Little's Law". Law 4: The complexity of the service or product offering adds more non-
value, costs and WIP than either poor quality (low Sigma) or slow speed (un-
Lean) process problems 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? _____
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. _____
Read the iSixSigma article on the
5 Whys. 5C 5C ia a 5 step technique very similar to 5S to stabilise, maintain and
improve the safest, best working enviroment to support sustainable Qyality,
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 Prctice: Everyone follows the rules, understands the benefits
and contributes to the improvement.
5S 5S is the Japanese concept for House Keeping. 1.) Sort (Seiri)
2.) Straighten (Seiton)
3.) Shine (Seiso)
4.) Standardize (Seiketsu)
5.) Sustain (Shitsuke)
____________________________________________
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
-------- --------------------
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)
____________________________________________ 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 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 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. 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. 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 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 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. 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 8 Wastes of Lean An easy way I