统计过程控制简介.ppt

连接控制图方法与流程改进方法LinkControlChartmethodstotheProcessImprovementMethodologyTM讨论不同类型的变差Discussdifferenttypesofvariation介绍各种类型的控制图IntroducevarioustypesofControlCharts讨论如何解释控制图DiscusstheinterpretationofControlCharts,目的Objectives,我们是否应该采取行动？Shouldwetakeaction?,每天我们都被数据淹没,而且不得不作出决定Everydaywearefloodedbydataandweareforcedtomakedecisions,工厂产量下降PlantsOutputDecreasesBy4%美国贸易赤字增加亿USTradeDeficitRisesBy$40Billion某公司获利比上季度降低亿CompanyXsEarningsAreOff$240MillionFromPreviousQuarter,我们需要解释数据的方法WeNeedWaystoInterpretData,今天采集什么样的数据？WhatTypeOfDataIsCollectedToday?,制造业Manufacturing:_非制造业Non-Manufacturing_,如何分析数据？HowIsItAnalyzed?,制造业Manufacturing:_非制造业Non-Manufacturing_,得知数据好坏后该当如何？WhatHappensIfItIsBad/Good?,制造业Manufacturing:_非制造业Non-Manufacturing_,客户需求下限Lower“Customer”Requirement,这一方法THISMETHOD告诉你关于客户的需求Tellsyouwhereyouareinregardstocustomersneeds不告诉你怎么满足用户需求及下一步怎么办ItwillNOTtellyouhowyougotthereorwhattodonext,客户需求上限Upper“Customer”Requirement,我们管理数据的方式过去(历史来讲)的方式TheWayWeManageDataHistorically,不用管它,不会坏的LeaveItAlone.ItAintBroke,痛苦,受累Pain-DonaldJ.Wheeler博士“Failuretousecontrolchartstoanalyzedataisoneofthebestwaysknowntomankindto:increasecostswasteeffortandlowermorale.”-Dr.DonaldJ.Wheeler,统计流程控制图显示不同的解释,可为什么呢?SPCTellsADifferentStory,ButWhy?,S=统计技术:检查偏差Statisticaltechniquesusedtoexamineprocessvariation,C=控制过程通过积极管理Controllingtheprocessthroughactivemanagement,P=过程,任何过程Process,ANYProcess,现在我们管理数据的方法-SPCTheWayWeManageData-TodaySPC,显示过程偏差随时间变化的图形,控制图方法ControlChartsMethod它从哪里来的?WhereDidItComeFrom?,19世纪20年代-西部电器的WalterShewhart博士:1920s-WesternElectric/Dr.WalterShewhart惯于确认受控的theyareinternaltotheprocess控制极限是根据样本数据计算得出的;是过程的内部特征Specificationlimitsaredeterminedbyyourperformancestandard;theyareexternaltotheprocess规范极限是由执行的标准决定的;是过程的外部特征Knowwhenaprocessisoutofcontrol:WesternElectricRules.知道过程何时失控:WesternElectric规则Controlchartsareonlyasgoodastheactionsthatyoutaketokeeptheprocessundercontrol.控制图和采取的纠正行动共同使过程保持受控,连续数据控制图小结TakeAwaysVariableControlCharts,AttributeControlCharts逻辑数据控制图,属性型变量,连续型变量,数据类型？连续变量VS属性变量,数据分组还是单个数据?,缺陷数VS缺陷比例?,GROUPS(Averages)(n1),INDIVIDUALVALUES(n=1),X-BarRX-BarS,IndividualsMovingRange,缺陷数,缺陷比例,IsTheProbabilityOfADefectLow?,IfYouKnowHowManyAreBad,DoYouKnowHowManyAreGood?,PoissonDistribution,BinomialDistribution,IndividualsMovingRange,NO,YES,YES,样本大小一定？,YES,NO,cChart,uChart,样本大小一定？,npChart,NO,YES,pChart,如何选择控制图ChoosingtheCorrectControlChart,NOTE:X-BarSisappropriateforsubgroupsizes(n)of10,重要定义ImportantDefinitions,ADefect(缺陷)Asinglecharacteristicthatdoesnotmeetrequirements不满足要求的单一特性ADefective(缺陷率)AunitthatcontainsoneormoreDEFECTS包含单个或多个缺陷的单位,AttributeChartsCanConsiderEitherCaseDependingOnTheChartTypeChosen根据所选择的控制图类型，逻辑数据控制图可以考虑两者之一的情形,逻辑数据控制图的分类ClassificationofAttributeChartTypes,c,u,np,p,ConstantLot/UnitSize样本数不变,VariableLot/UnitSize样本数变化,Defects缺陷数,Poisson泊松分布,Binomial两项式分布,Defective缺陷率,AttributeControlChart逻辑数据控制图C-Chart(C图),属性型变量,连续型变量,数据类型？连续变量VS属性变量,数据分组还是单个数据?,缺陷数VS缺陷比例?,GROUPS(Averages)(n1),INDIVIDUALVALUES(n=1),X-BarRX-BarS,IndividualsMovingRange,缺陷数,缺陷比例,IsTheProbabilityOfADefectLow?,IfYouKnowHowManyAreBad,DoYouKnowHowManyAreGood?,PoissonDistribution,BinomialDistribution,IndividualsMovingRange,NO,YES,YES,样本大小一定？,YES,NO,cChart,uChart,样本大小一定？,npChart,NO,YES,pChart,如何选择控制图ChoosingtheCorrectControlChart,NOTE:X-BarSisappropriateforsubgroupsizes(n)of10,C-Chart(C图),Chartfordefectsperunit(subgroup)描述每单位或子群所包含的缺陷的控制图BasedonPoissondistribution根据泊松分布而来Highprobabilityoffindingdefectofsometype.Largesamplesareneededifdefectprobabilitiesarelow.发现某些缺陷的可能性高；如果缺陷概率低的话，需要大样本。Lowerprobabilityofadefectofagiventype特定类型缺陷发生的可能性低Worksbestoncomplexunitofproduct在产品单元复杂时效果最佳Constantsubgroup/lotsize子样大小为常数,C图实例,AttributeData逻辑数据ManufacturingdataindicatesthatasignificantlossoccursfromweldingnonconformancesonpartAdetectedatNDT.ThedataonthenumberandgeneraltypeofnonconformityforeachparttestedismaintainedbyserialnumberintheNDTlogbooks.生产数据表明部件A的焊接不合格造成了可观的损失，测试的每个部件不合格的数目和类型都有相应的记录。TodeterminethecurrentperformanceoftheweldingprocesswewillplotthenumberofnonconformitiespersubgroupoftwopartsonaC-Chartusingthedatafromthelogbook:为了确定目前焊接过程的表现，根据记录的数据用C图画出每一子样(2个部件)的不合格数,Date日期6/16/26/36/46/56/86/9,Numberof42561056Nonconf.328576per7499Subgroup每一子样的不合格数75745667,ExamplePartI.实例第一部分：ThefileC_chart,columnweld_I,containsthedatagivenabove.以上数据在文件C_chart中的weld_I列1.UsingMinitab,createaC-Chart.用Minitab画出C图2.Isthehighlevelofnonconformanceweareexperiencingduetoanassignablecauseorrandomvariation?目前的高水平的不合格品是由可归因原因还是随机原因引起的偏差3.Whataresomeactionsforconsiderationtoreducethelevelofnonconformancesgeneratedbythisprocess?为了降低过程的不合格水平，需要考虑采取什么措施？4.WhatistheProcessCapability?过程能力怎样,MINITABFILE:Cchart.mtwMINITAB文件:Cchart.mtw,C图实例,C图实例,AttributeControlCharts逻辑数据控制图U-Chart(U图),属性型变量,连续型变量,数据类型？连续变量VS属性变量,数据分组还是单个数据?,缺陷数VS缺陷比例?,GROUPS(Averages)(n1),INDIVIDUALVALUES(n=1),X-BarRX-BarS,IndividualsMovingRange,缺陷数,缺陷比例,IsTheProbabilityOfADefectLow?,IfYouKnowHowManyAreBad,DoYouKnowHowManyAreGood?,PoissonDistribution,BinomialDistribution,IndividualsMovingRange,NO,YES,YES,样本大小一定？,YES,NO,cChart,uChart,样本大小一定？,npChart,NO,YES,pChart,如何选择控制图ChoosingtheCorrectControlChart,NOTE:X-BarSisappropriateforsubgroupsizes(n)of10,U-Chart-defectsperunit,variablelot(subgroup)sizeU图描述子样数变化时每单元的缺陷数SamelogicasC-Chart,exceptvariablelot(subgroup)size(n)除了子样数n可变外，原理与C图相同,U图,InfileU_chart.mtw,column“errors”containstimeorderdataofcustomerpartsorderdefectsfoundeachday.Adefectisdefinedtobeinaccurateinformationfoundonapartsorderrequisition.Boththenumberofdefectsandthedailynumberofordersarerecorded.在文件U_chart.mtw的“errors”列中记录了每天发现的客户零件订单缺陷的数据.缺陷定义为在零件订货单上发现的不准确信息，缺陷数和每天的订单数都有记录。UsingMinitab,constructaU-Chartofthedata.用数据在Minitab中画出U图UsingtheSixSigmaProductReportobtaintheProcessCapabilitydataforthispartsorderingoperation.用SixSigmaProductReport得出零件订货操作过程的过程能力数据Whatareyourobservations?观察结果如何？,U图实例,MINITABFILE:U_Chart.mtwMINITAB文件:U_Chart.mtw,U图实例,U图实例,AttributeControlCharts逻辑数据控制图P-Chart(P图),属性型变量,连续型变量,数据类型？连续变量VS属性变量,数据分组还是单个数据?,缺陷数VS缺陷比例?,GROUPS(Averages)(n1),INDIVIDUALVALUES(n=1),X-BarRX-BarS,IndividualsMovingRange,缺陷数,缺陷比例,IsTheProbabilityOfADefectLow?,IfYouKnowHowManyAreBad,DoYouKnowHowManyAreGood?,PoissonDistribution,BinomialDistribution,IndividualsMovingRange,NO,YES,YES,样本大小一定？,YES,NO,cChart,uChart,样本大小一定？,npChart,NO,YES,pChart,如何选择控制图ChoosingtheCorrectControlChart,NOTE:X-BarSisappropriateforsubgroupsizes(n)of10,MINITABFILE:Pchart.mtw(MINITAB文件:Pchart.mtw),InfileP_chart.mtw,column“voids”containsdatafornumberofpartscontainingcoatingvoidsfoundatinspectionafteracoatingoperation.在文件P_chart.mtw中的“voids”列记录了在涂层操作后的检测中发现的包含无效涂层的零件数。UsingMinitab,createaP-Chartofthedata.根据数据在Minitab中画出P图Whatareyourobservations?WhatisneededtoestimatetheProcessCapability?观察结论是什么？为估计过程能力，还需要什么信息？,P图实例,P图实例,AttributeControlCharts逻辑数据控制图NP-Chart(NP图),属性型变量,连续型变量,数据类型？连续变量VS属性变量,数据分组还是单个数据?,缺陷数VS缺陷比例?,GROUPS(Averages)(n1),INDIVIDUALVALUES(n=1),X-BarRX-BarS,IndividualsMovingRange,缺陷数,缺陷比例,IsTheProbabilityOfADefectLow?,IfYouKnowHowManyAreBad,DoYouKnowHowManyAreGood?,PoissonDistribution,BinomialDistribution,IndividualsMovingRange,NO,YES,YES,样本大小一定？,YES,NO,cChart,uChart,样本大小一定？,npChart,NO,YES,pChart,如何选择控制图ChoosingtheCorrectControlChart,NOTE:X-BarSisappropriateforsubgroupsizes(n)of10,NP-chart:numberconforminginsubgroupNP图：子样大小一致Samelogicasthep-chart,exceptconstantlotsize(n)除子样大小n恒定外，原理同P图,NP图,InfileNp_chart.mtw,column“switches”containsinspectiondatafrom25consecutivelotsofelectricalswitches.在文件Np_chart.mtw中的“switches”列中记录了25组连续的电器开关子样的测试数据。Thelotsizeisconstantat100switchesperlot.子样大小为每组恒定100个电器开关。UsingMinitab,createanNp-Chartofthedata.根据数据在Minitab中画出NP图。Whatareyourobservations?观察结论是什么？WhatistheProcessCapability?Whatdoyouneedtoknowtoanswerthis?过程能力怎样？为了回答这一问题，需要做些什么？,NP图,MINITABFILE:Npchart.mtwMINITAB文件:Npchart.mtw,NP图,NP图,逻辑数据控制图小结SummaryofAttributeCharts,Usefulwhenvariabledatanotavailable当连续数据无法得到是很有用Usecount/classificationdatapass/fail,good/bad使用诸如合格/不合格、好/坏等记数/分类数据Samegeneralrulesforinterpretationasvariablecharts一些通用规则与连续数据控制图相同Usefulasend-to-endoverview;usevariablechartsforfurtherstudyofproblems对分析概况很有用，使用连续数据控制图对问题可做进一步研究Canusedatagatheredforotherpurposes可使用为其它目的收集的数据Generallylessexpensivetoadminister,buttellyouless通常需要较少资源管理，但得到的信息亦较少,Shortcomings缺点：Includingtoomanyvariablesmakesinterpretationdifficult包含太多变量，使解释较为困难MustfittheparametersyouareevaluatingtotheoreticaldistributionPoisson(C,U-Charts),Binomial(P,NP-Charts)必须满足所评估的参数的理论分布(C图U图泊松分布、P图NP图二项式分布)Needtoevaluatewhetherconstant/non-constantlotsizewillhelpyouwithrootcauseanalysis须评估子样大小是否恒定对根本原因分析的影响Sensitivityisdependentonmagnitudeofdefectlevel敏感性取决于数量和缺陷水平,逻辑数据控制图小结SummaryofAttributeCharts,Attributecontrolchartsareusedtomonitorthelevelofnonconformanceofaprocess.逻辑数据控制图用来监控过程不合格品的水平Selecttheappropriateattributecontrolchartbasedupon根据以下两项选择适当的逻辑数据控制图constantvs.variablelotsize子样大小是否恒定defectsvs.defectives缺陷数/缺陷率Defect(缺陷)Asinglecharacteristicthatdoesnotmeetrequirements不满足要求的单一特性Defective(缺陷率)AunitthatcontainsoneormoreDEFECTS包含单个或多个缺陷的单位,逻辑数据控制图小结SummaryofAttributeCharts,对控制图有效使用的要求RequirementsforEffectiveUseofControlCharts,管理必须建立并且支持促进适当的行动，且支持对控制图上信息的收集ManagementMUSTestablishandsupportanenvironmentthatpromotesproperactionandsupporttotheinformationcollectedonthecontrolcharts控制图只在改善能够给公司或客户带来好处的过程中运用实施ControlChartsareimplementedONLYonKeyProcessesonwhichimprovementwillbringbenefittotheorganizationand/orthecustomer数据从能力测量系统中收集的过程是有效的DatacollectedfromtheprocessisvalidatedthroughtheuseofaCAPABLEmeasurementsystem,控制图程序的最大问题BiggestFailureOfControlChartPrograms系统被控制图淹没，没有对数据做任何行动Floodthesystemwithcontrolcharts,thendonttakeactiononthedata,分组：案例学习1Sub-grouping:CaseStudy#1,Paccar要求一个康明斯发动机厂运行X条-R图过程的特征:油漆厚度ACumminsengineplantwasaskedbyPaccartorunXbar-Rchartsonaprocesscharacteristic:paintthickness名字至少5种不同方式X-R图能被设定Nameatleast5differentwaysanXbar-Rchartcouldbesetup1._2._3._4._5._,计划2:Plan2:每天将有5个发动机被取样5engineswillbesampledeachday5个发动机从一个油漆点选取The5enginesareselectedfromonepaintbooth5个发动机喷涂的平均厚度绘制当天的点Paintthicknessforthe5enginesareaveragedtogethertoplotthatdayspoint第二天将选择另外油漆点的Onthefollowingdayanotherpaintboothisselected,分组：案例学习2Subgrouping:CaseStudy#2,Paccar告诉康明斯发动机厂开始运用X条-R图的过程特征:喷涂厚度。工程师们提出了2个不同计划，并谈论各个方法的利弊。CumminsEnginePlantwastoldbyPaccartobeginrunningXbar-Rchartsonaprocesscharacteristic:paintthickness.Theengineeringteamproposed2differentplans.Discussprosandconsofeachmethod.,计划1Plan1：每天将有5个发动机被取样5engineswillbesampledeachday从每5个油漆点选取1个发动机1engineisselectedfromeachofthe5paintbooths5个发动机喷涂的平均厚度绘制当天的点Paintthicknessforthe5enginesareaveragedtogethertoplotthatdayspoint,Mch1Mch2Mch3Mch4Mch5Avg20.3420.6419.9424.4224.0221.8719.2219.0520.7925.3923.7821.6418.5322.2319.9225.0423.4921.8420.2220.0719.7922.3024.0221.2821.1519.7221.5323.1025.1922.1319.3920.8019.2124.0323.6221.41.,Day1,Day2,Day4,Day5,Day6,Day3,案例学习2：计划1个样本数据CaseStudy#2:Plan1SampleData,Sam1Sam2Sam3Sam4Sam5AvgDay1Mch119.4119.1121.2620.6120.0920.01Day2Mch220.2020.7820.7619.4119.5520.14Day3Mch318.7519.0120.1817.8120.0019.15Day4Mch424.5924.1124.5326.0023.7924.60Day5Mch522.5923.7123.2823.5225.8623.79Day6Mch120.1620.9720.2519.9819.3620.14Day7Mch220.5620.2920.5521.8519.7420.60.,案例学习2：计划2个样本数据CaseStudy#2:Plan2SampleData,案例学习：计划1CaseStudy#2:Plan1,案例学习CaseStudy#2:Plan2,案例学习：计划2附加信息CaseStudy#2:Plan2AdditionalInformation,数据确认所知工程事实:Dataconfirmsknownengineeringfacts:点1,2,和3的表现不同于点4和5的Booths1,2,and3performdifferentlythanbooths4and5,BBHints,现在。至少在一个控制图上跟踪你的Y轴!TrackyourY(s)inatleastonecontrolchart,NOW!在自学时,找到最合适你的项目的图表Withselfstudy,learnthechart(s)thataremostappropriatetoyourproject准备开始跟踪你重要的X轴BepreparedtostarttrackingyourimportantX(s)我们将在许多领域使用控制图WewillusecontrolchartsinmanyareasMSA,能力研究,Multi-Vari研究MSA,CapabilityStudies,Multi-VariStudies,统计过程控制-摘要SPC-Summary,连接的控制图与DMAIC路线图方法LinkedControlChartMethodstotheDMAICroadmap讨论的不同类型的偏差Discusseddifferenttypesofvariation介绍的各种各样的控制图类型IntroducedvariousControlCharttypes讨论的控制图的解释DiscussedtheinterpretationofControlCharts,目的:Objective:分析专题研究如果你是销售副总裁，然后作为地方销售经理的AnalyzetheCaseStudyasifyouweretheVPofSalesandthenasoneoftheRegionalSalesManagers这是怎么回事?WhatsGoingOnHere?,质量进步-1997年6月QualityProgress-June1997“怎么教其他人运用统计思维“HowToTeachOthersToApplyStatisticalThinking”ByRogerHoerl,GalenBritz,DonEmerling,LynneHare,JaniceShade,案例学习CASESTUDY,假设Selit公司,销售的副总RonHagler,得到一个报告关于过去五年他管理之下的区域季度销售数据。他不满意其结果,打电话对他的秘书说。“Marsha,告诉地方经理我今天有话要说，今天下午大家必须出席!”SupposethatRonHagler,thevicepresidentofsalesforSelitCorp,hadjustgottenareportonthepastfiveyearsofquarterlysalesdatafortheregionsunderhisauthority.Nothappywiththeresults,hegotonthephonetohissecretary.“Marsha,telltheregionalmanagersIneedtospeakwiththemthisafternoon.Everyonemustattend!”Marsha是Hagler的秘书干了快十年。她知道由他声音和口气意味着什么,因此她与区域经理联系下午2点召开紧急会议。在1:55pm,区域经理都到了。当Hagler不高兴的时候他们被叫如会议室。MarshahadbeenHaglerssecretaryforalmostadecade.Sheknewbythetoneinhisvoicethathemeantbusiness,soshecontactedtheregionalmanagersabouttheimpromptumeetingat2pm.At1:55pm,theregionalmanagersfiledintotheroom.TheonlytimetheywerecalledintoameetingtogetherwaswhenHaglerwasunhappy.Hagler上来直接说“我刚收到季度销售报告。东北销售是意想不到的。史蒂夫,您不仅在第四嫉妒增长了17.6%,并且全年比去年大幅增加了20.6%。我不知道您怎么做的!”。史蒂夫微笑。他的关于在年末让客户大批储蓄的方式再次成功了。Haglerwastednotime.“Ijustreceivedthequarterlysalesreport.Northeastsaleswerefantastic.Steve,younotonlyimproved17.6%inthefourthquarter,butyoualsoincreasedsalesawhopping20.6%overthepreviousyear.Idontknowhowyoudoit!”.Stevesmiled.Hisphilosophytoendtheyearwithabangbygettingcustomerstostockpileunitspaidoffagain.Hagler继续:“Terry,西南销售也不错。您显示了第四季度增量11.7%和11.8%年度增长”。Terry也在微笑。她不肯定他那么很好,但她肯定什么也不会改变。Haglercontinued:“Terry,Southwestsaleswerealsosuper.Youshowedan11.7%increaseinthefourthquarterandan11.8%increaseoverthepreviousyear”.Terryalsosmiled.Shewasntsurehowshedidsowell,butshesurewasntgoingtochangeanything.“Jan,在第四季度西北销售上升了17.2%,但比去年下降8.2%。”Hagler说。“你应该发现你应该早些做点什么什么以把你的销售有所突破。即使如此,您的表现在第四季度是好的“Jan设法掩藏他的尴尬。虽然他在11月收到一个大定单，,这是他在很长时间内的收到的第一个大订单。Jan,Northwestsaleswereup17.2%inthefourthquarter,butdown8.2%fromthepreviousyear.”saidHagler.“Youneedtofindoutwhatyoudidpreviouslytomakeyoursalesgothroughtheroof.Evenso,yourperformanceinthefourthquarterwasgood”Jantriedtohidehispuzzlement.AlthoughhehadreceivedabigorderinNovember,itwasthefirstbigorderhehadreceiveinalongtime.,QualityProgress-June1997“HowToTeachOthersToApplyStatisticalThinking”ByRogerHoerl(GE),GalenBritz,DonEmerling,LynneHare,JaniceShade,Hagler现在准备处理“问题”地区。“Leslie,北部中央销售第四季度下降5.5%,但比去年高4.7%。我理解你的销售变化这么大。是否你需要更多的奖金?”Leslie低下头。过去五年她工作非常艰苦并签了许多新客户。实际上,1994年她还获得新客户开发的奖金。Haglerwasnowreadytodealwiththe“problem”regions.“Leslie,NorthCentralsalesweredown5.5%inthefourthquarter,butup4.7%fromthepreviousyear.Idontunderstandhowyoursalesvarysomuch.Doyouneedmoreincentive?”Leslielookeddown.Shehadbeenworkingveryhardthepastfiveyearsandhadacquirednumerousnewaccounts.Infact,shereceivedabonusforacquiringthemostnewbusinessin1994.“KIM,中大西洋销售第四季度下降3.2%并比去年下降2.6%。我对您的表现非常失望。您曾经是我最佳的销售代表。我对你有很高的期望。现在,我只能希望,我们的第一季度结果显示有个好的开始。”KIM感觉她的面孔红了。她知道1996年比1995年她卖了更多。“无论如何Hagler知道,”她自己想。“他是空谈“。“Kim,Mid-Atlanticsalesweredown3.2%inthefourthquarteranddown2.6%fromthepreviousyear.Imverydisappointedinyourperformance.Youwereoncemybestsalesrepresentative.Ihadhighexpectationsforyou.Now,Icanonlyhopethatourfirstquarterresultsshowsomesignoflife.”Kimfeltherfacegetred.Sheknewshesoldmoreunitsin1996thanin1995.“WhatdoesHaglerknowanyway,”shethoughttoherself.“Hesjustanemptysuit.”Hagler转向了DAVE,感觉肾上腺素浪涌。“DAVE,南中央销售是最坏的!在第四季度销售下降了19.7%和比去年下降22.3%。您怎么解释这个?您重视您的工作吗?我想要看在这个季度有个戏剧般的改善或者其他的什么!”。DAVE感到麻木。这是一个艰难的区域,竞争非常激烈。当然，多年来丢失了不少客户,但那些丢失通常被新的替代了。他怎么能做的这么差?HaglerturnedtoDave,whofeltasurgeofadrenaline.“Dave,SouthCentralsalesweretheworstofall!Salesweredown19.7%inthefourthquarteranddown22.3%fromthepreviousyear.Howcanyouexplainthis?Doyouvalueyourjob?Iwanttoseeadramaticimprovementinthisquartersresultsorelse!”.Davefeltnumb.Thiswasatoughregion,withalotofcompetition.Sure,accountswerelostovertheyears,butthoselostwerealwaysreplacedwithnewones.Howcouldhebedoingsobadly?,QualityProgress-J