英文版培训课件：Mesure Performnce sigm

MeasurePerformanceIntroductionandDetermineWhattoMeasureVersionNov2002Page21.0DefineOpportunities2.0MeasurePerformance3.0AnalyzeOpportunity4.0ImprovePerformance5.0ControlPerformance1.1ValidateBusinessOpportunity1.2DocumentandAnalyzeProcesses1.3DefineCustomerRequirements1.4BuildEffectiveTeams2.1Determinewhattomeasure2.2Managemeasurement2.3Understandvariation2.4DetermineSigmaPerformance2.5Excellentteamperformance3.1processstratificationandAnalysis3.2determinerootcauses3.3validaterootcauses3.4managecreativity4.1Generateimprovementideas4.2evaluateandselectsolution4.3presentrecommendations4.4Implementchange5.1DevelopandExecutepilotplan5.2planandimplementsolution5.3processintegration5.4closureandrecognitionDefineOpportunitiesMeasurePerformanceAnalyzeOpportunityImprovePerformanceControlPerformanceVersionNov2002Page3ReviewandTransitionInSection1.4,welearnedhowto：Understandtheroleofeffectiveteamsinprocessimprovement.Applyteamevaluationtoolstoidentifyopportunitiestoimproveteameffectiveness.Section2.0，MeasurePerformance,coversthefollowingareas:1.1ValidateBusinessOpportunity1.2DocumentandAnalyzeProcesses

1.4BuildEffectiveTeams1.3DefineCustomerRequirementPreparedTeam2.1Determinewhattomeasure2.2ManageMeasurement

2.4DetermineSigmaperformance

2.3UnderstandVariation2.5ExcellentTeamPerformanceVersionNov2002Page4Summaryof2.0“MeasurePerformance”2.1DetermineWhattoMeasureUnderstandtherolethatdataplaysinprocessimprovementUnderstandthecauseandeffectrelationshipsthatoccurinsidetheteam’sprocessDeterminetheindicatorsneededtoevaluatecurrentprocessperformance2.2ManageMeasurementUnderstanddifferenttypesofdataandhoweachtypecanprovidetheteamwithdifferentinsightsandknowledgeofaprocessDevelopoperationaldefinitionsanddatacollectionplansthatbuildvalidityandconsistencyinthedatawhichtheteamgathers2.3UnderstandVariationUnderstandtheconceptofvariationandhowaprocesscanbeevaluatedbyassessingitsvariationovertimePlotandcalculatethevariationoftheteam’sbusinessprocessGainhandsonexperiencewiththeuseofthestatisticalsoftwarepackageMINITABTM2.4DetermineSigmaPerformanceUnderstandthevariouscalculationsassociatedwithdeterminingprocesssigmaCalculatethesigmaperformanceoftheteam’sprocessCalculatetherolled-upSigmaforthebusiness2.5ExcelTeamPerformanceUnderstandtheroleofhigh-performanceworkteamsinprocessimprovementUseteamdiagnosticsandassessmentstoevaluatetheteamstrengthsandopportunitiesforimprovingitsownperformanceMeasurePerformance-2.1DetermineWhattoMeasureVersionNov2002Page62.1DetermineWhattoMeasureObjectiveToidentifydifferenttypesofmeasuresandanunderstandingofhowthemeasuresrelatetocriticalcustomerrequirements.KeyTopicsPerformanceMeasurementInput,Process,andOutputIndicatorsIndicatorRelationships2.4DetermineSigmaPerformance2.1DetermineWhattoMeasure2.2ManageMeasurement2.3UnderstandVariation2.5ExcelTeamPerformanceVersionNov2002Page7PerformanceMeasures-

CustomerValueAchieved?供货商流程输入业务流程流程产出关键客户要求Market基于联合客户期望和流程业绩表现的重要决定输入衡量流程衡量产出业绩表现衡量客户价值VersionNov2002Page8ProcessElementsandIndicatorRelationshipsInputIndicatorsProcessIndicatorsOutputIndicatorsMeasuresthatevaluatethedegreetowhichtheinputstoaprocess,providedbysuppliers,areconsistentwithwhattheprocessneedstoefficientlyandeffectivelyconvertintocustomers-satisfyingoutputs.Examples:#ofcustomerinquiriesTypeofcustomerinquiries#oforders#ofpositionsopenTypeofpositionopenAccuracyofthecreditanalysisTimelinessofthecontractsubmittedforreviewMeasuresthatevaluatetheeffectiveness,efficiencyandqualityofthetransformationprocesses-thestepsandactivitiesusedtoconvertinputsintocustomer-satisfyingoutputsExamples:AvailabilityofservicepersonnelTimerequiredtoperformcreditreview%ofnon-standardapprovalsrequired#ofqualifiedapplicantsTotalcostofservicedeliveryTotalovertimehoursMeasuresthatevaluatedimensionsoftheoutput-mayfocusontheperformanceofthebusinessswellasthatassociatedwiththedeliveryofservicesandproductstocustomers.Examples：#ofcalls/hourtakenbyeachservicerep2ndyearcustomerretentionfiguresTotal#ofmealsdelivered%customercomplaintsEffectiveimprovementrequiresinformationfromtheentiresupplier-customer,causeandeffectrelationship.Customers:Suppliers:Inputs:Outputs:ProcessStartBoundary___________EndBoundary____________VersionNov2002Page9Input,ProcessandOutputIndicatorsEfficiencyMeasuresCostpertransactionTimeperactivityAmountofreworkTurnaroundtimeVariabilityofanactivityEfficiencyMeasuresPercentdefectiveNumberoferrorsTotalresponsetimeInvoice/billingaccuracyRevenueInputIndicatorsProcessIndicatorsOutputPerformanceIndicatorsCTQ’SCTP’SVersionNov2002Page10ProcessOutputIndicatorsinclude

CTQ’s&CTP’sVOB-VoiceoftheBusinessCBR-CriticalBusinessRequirementsCTP-CriticaltotheProcessVOC-VoiceoftheCustomerCCR-CriticalCustomerRequirementsCTQ-CriticaltoQualityVOBBusinessIssuesCBR’SCTQ’SCTP’SOutputIndicatorsCCR’SCustomerIssuesVOCVersionNov2002Page11CTQ&CTPExamplesCTP’SCost/UnitProductivityCompliancewithRegulationsChangeoverTimeSafetyTrainingHoursCTQ’SPrice/UnitDeliveryTimeDimensionsPurityReliabilityColorServiceLevelProcessOutputIndicatorsCTQ’SCTP’SCriticalto:TheCustomerTheMarketCriticalto:TheBusinessTheRegulatorTheEmployeesVersionNov2002Page12SuccessDerivedFromProjectFocus

Example:MedicalDiagnosticTubeLifeAfter8projectsJanuary’96toMay‘97averagetubelifedoubled.Yy1OilDielectricQualityGTD-3y2FocalSpotControlGTD-7y3GeneratorsSpitsGTD-17y4RotorFailuresGD-14ynX4,1X4,2X4,3X4,4X4,NX2,NX3,NX2,4X2,3X2,2X3,1X3,2X3,3X3,4X2,1X1,NX1,4X1,3X1,2X1,1ToplevelYisbigenoughtobeseenatOBUlevel-anoperationalbusinessobjective.FrequentlytheparentprojectdoesatleastaverificationofthistoplevelYwiththecustomerGBmaterialSIGMAVersionNov2002Page13CCR’sandMultipleOutputIndicatorsIntheprevioussection,teamstranslatedavarietyofVOCdataintocriticalcustomerrequirements.Teamswerecarefultorecognizethatsomecustomerfeedbackandstatementsneedtobeclarified,andthataprocessforspecifyingCCRsinvolvesconsideringkeyissuescustomersmayhavewithaproductorservice.Fromtheseissues,theteamwasabletospecifythecriticalcustomerrequirementsoftheprocessoutput.SomeCCRsmaybemeasuredintermsofonespecificexpectationacustomerhas.Othersmayrequireseveraloutputindicators.ThetableshowshowoneCCRcanhaveoneorseveralassociatedoutputindicators.OutputIndicatorProductdeliverycycletimefromthecompletionofthecustomerordertothedeliveryoftheproductNumberandtypeofvehiclespecificationsdeliveredcorrectlyActualdeliverytimeVSpromisedDeliverytimeforeachvehicleNumberoftimesvehiclesweredeliveredtolocationotherthanwhatisspecifiedonagreementCriticalCustomerRequirementProductisdeliveredwithinthreehoursofordertaken.RightvehicleisdeliveredattherighttimetotherightlocationOutputIndicatorNumberandtypeofvehiclespecificationsdeliveredcorrectlyActualdeliverytimeVspromiseddeliverytimeforeachvehicleNumberoftimesvehiclesweredeliveredtolocationotherthanwhatisspecifiedonagreementcriticalCustomerRequirementThevehicledeliveredmeetsthevehiclespecificationsasdescribedinthecontract.Thevehicleisdeliveredwithinthetimespecifiedinthecontract.Thevehicleisdeliveredatthelocationspecifiedinthecontract.VersionNov2002Page14SelectingtheRightProcessIndicatorsInadditiontomakingsurethattheindicatorsprovidetheteamwithvalidandquantifiabledata,teamsmustbesurethatwhattheyaremeasuringactuallyenablesthemtoevaluatethecauseandeffectrelationshipsoccurringinsidetheprocess.Belowisalistofquestionsthateachteamshouldreviewafteridentifyingoutput,process,andinputindicators.Areeachoftheprocessindicatorstrue“predictors,”orleadingindicators,ofatleastoneoutputindicator?Dotheprocessindicatorsevaluateareasoftheprocessthatareknowntoadverselyaffectthequalityoftheprocessoutput?Hastheteamidentifiedprocessindicatorsfortheprocessvariablesthatmostinfluencetheabilityoftheprocessinmeetingcriticalcustomerrequirementsandthereforetheoutputindicators?Ifacriticalcustomerrequirementisnotmet,doestheteamknowwhy(rootcause)?Whatadditionalprocessindicatorsmaybeneededtoanswerthisquestion?VersionNov2002Page15SelectingtheRightInputIndicatorsInputindicatorsallowmeasurementoftheconsistencyoftheinputstotheprocess.Dotheinputindicatorsmeasurethecriticalrequirementswehaveofoursuppliers’productsorservices?Dotheindicatorsmeasureelementsoftheinputthatareknowntoaffecttheabilityofourprocesstomeetcriticalcustomerrequirements?Aretheinputindicatorstrue“predictors,”orleadingindicators,ofatleastoneprocessindicator?Dotheindicatorsmeasureaspectsoftheinputthatwould,withinaspecifiedtolerance,eliminatesignificantinspection,scrap,reworkorexcessivecycletime?VersionNov2002Page16IndicatorRelationshipsLinkOutputPerformancetoProcessandInputIndicatorsFirstlooktoestablishoutputindicatorsbecausetheyindicatehoweffectiveyourprocessisatmeetingCCRs.Onceyouunderstandthekeyoutputperformancemeasures,determinewhatkeyinputandprocessindicatorsyouneedinordertomeetthedesiredoutcomesandthereforesatisfycustomerrequirements.Youcanusearelationshipmatrixtohelpshowtherelationshipbetweentheoutputperformancemeasuresandkeyinputandprocessmeasures.Therelationshipmatrixwillhelpprioritizethemostimportantmeasures.Note:Thestrengthoftherelationshipisbasedonhowlikelychangesintheinputofprocessindicatorwillcausechangesintheoutputindicator.VersionNov2002Page17LinkOutputPerformancetoProcessandInputMeasuresExample:CallCenterRelationshipofProcess&InputMeasuresNote:Thestrengthoftherelationshipisbasedonhowlikelychangesintheinput/processmeasurewillcausechangesintheoutputperformancemeasure.process&Input

OutputIndicators

PerformanceIndicatorsAnswerSpeedEmployeeExperienceFirstTimeResolutionCallAbandonRateCustomerSatisfactionStrongRelationshipweakRelationshipmediumRelationshipBlankNoRelationship

VersionNov2002Page18ReviewandTransitionIn2.1DetermineWhattoMeasure,welearned:TherolethatdataplaysinprocessimprovementThecauseandeffectrelationshipsthatoccurinsidetheteam’sprocessHowtodeterminetheindicatorsneededtoevaluatecurrentprocessperformanceIn2.2ManagementMeasurement,wewilllearn:ThedifferenttypesofdataandhoweachtypecanprovidetheteamwithdifferentinsightsandknowledgeofaprocessHowtodevelopoperationaldefinitionsanddatacollectionplansthatbuildvalidityandconsistencyinthedatawhichtheteamgathers2.1DetermineWhattoMeasure2.2ManageMeasurement2.3UnderstandVariation2.4DetermineSigmaPerformance2.5ExcelTeamPerformanceMeasurePerformance2.2ManageMeasurementVersionNov2002Page202.2ManageMeasurementobjectiveToestablishadisciplineandamethodologytobecost-efficientandeffectiveincollectingdatatomeasureperformance.KeyTopicsDataCollectionOperationalDefinitionMeasurementPlanPerformanceDateVersusCauseDataSampling2.1DetermineWhattoMeasure2.2ManageMeasurement2.3UnderstandVariation2.4determineSigmaPerformance2.5ExcelTeamPerformanceVersionNov2002Page21DataCollectionMeasurementmanagementstartswithadatacollectionmethodology.DataCollectionMethodIdentifyMeasuresStep2DevelopmeasurementplanStep1DevelopoperationaldefinitionsformeasureStep3CollectdataStep4DisplayandEvaluatedataVersionNov2002Page22OperationalDefinitionStep1:OperationalDefinitionAnoperationaldefinitionisaconceptthathelpsguidetheteam’sthinkingonwhattheyneedtomeasureaswellasthekeyattributesofthemeasure:what,how,andwho.Itprovidesthefoundationfortheteamtoreachagreementandbuildconsistencyandreliabilityintodatacollection.Thishelpsensureanypersonusingtheagreed-ondefinitionwillbemeasuringthesamething.OperationalDefinitionAprecisedescriptionofthespecificcriteriausedforthemeasures(thewhat),themethodologytocollectthedata(thehow),theamountofdatatocollect(howmuch),andwhohasresponsibilitytocollectthedata(thewho).Provideseverybodywiththesamemeaning.Ensuresthatconsistencyandreliabilityarebuiltinupfront.Describesthescopeofthemeasure(whatisincludedandwhatisnotincluded).“anoperationaldefinitionputscommunicablemeaningintoaconcept。”W。EdwardsDemingExample:OperationalDefinitionPoor:Cycletimeforapplications.Good:CollectdatafromallapplicationsreceivedbyfaxfromJanuary3,1999toJanuary17,1999.Theresponsetimewillbedeterminedbythedateandtimeofthefaxreceivedasshownonthefaxedapplicationtothetimetheapprovalorrejectionletterisfaxedtotheapplicantasshownonthefaxlog.VersionNov2002Page23SixSigmaandOperationalDefinitionsOperationaldefinitionsenableateamtofullyagreeonhowaparticularcharacteristicofaprocessistobemeasured.Itistheprocesscharacteristicthatiscriticaltothesatisfactionofthecustomer.Therefore,whendevelopinganoperationaldefinition,itisimportantfortheteamtofullyunderstandandagreethatthedefinitionreflectsexactlywhatinformationtheteamisattemptingtogatherontheprocess.Clarityisevenmoreimportantwhendevelopingandselectingthemeasuresthatwillbeusedtodeterminethesigmaperformanceofaprocess.Operationaldefinitionsmaydetermineifateamistocountallthedefectsonaninvoice(requiredtocalculatedefectspermillionopportunities)orthetotalnumberofdefectiveinvoices(anyinvoicewithanydefect)orthetypeofdefectsencounteredonaninvoice(toeliminatethemostcommondefectsfirst).Eachofthesecasesmayrequireaverydifferentapproachforgatheringthedata.Operationaldefinitionshelpensurethattheteamdoesitrightthefirsttimewhenitcomestodatacollection.VersionNov2002Page24Exercise:OperationalDefinitionObjectiveTopracticedevelopinganoperationaldefinition.(20minutes)Instructions1.Selectoneofthefirstthreeexamplesbelowandonefromyourprocess.2.Writeanoperationaldefinitionforeachthatwillbecleartoallwhoneedtounderstandit.3.Preparetosharethedefinitionswiththeclass.A.On-TimeDepartures.Aconsumerorganizationwantstorateairlinesonhowsuccessfultheyareatmeetingthedeparturescheduleasputforwardbyairports.Butbeforetheorganizationcanstartitneedsanoperationaldefinitionofwhentheairplanedeparts.B.CustomerComplaintsReduction.Afastfoodrestaurantwantstoreducethenumberofcomplaintsitreceives.Itneedsanoperationaldefinitionofcomplaintsbeforeitcanstarttomeasureit.C.KnowledgeableStaff.Acustomerserviceorganizationwantstobeabletoassesshowknowledgeableitsstaffisatmeetingthecustomerneeds.Itneedsanoperationaldefinitiontohelpestablishabaseline.D.YourProcess.VersionNov2002Page25MeasurementPlanQuestionstoAnswerWhatprecisedatawillbecollected?Performancemeasurement?Causesofprocessdeficiencies?Doweanalyzeallrelevantdataorasample?Whatistherightsamplesize?Whatistherightfrequency?Whatwillbethesampleselectionmethod?Whattoolsarenecessary?Whatformatswillbeused?Whatlogswillbekept?Doweneedacomputer?Step2:MeasurementPlanDeterminingcurrentprocessperformanceusuallyrequiresthecollectionofdata.Whendevelopingameasurementplanensurethat:ThedatacollectedismeaningfulThedatacollectedisvalidAllrelevantdataiscollectedconcurrentlyWhatlogisticalissuesarerelevant?Whowillcollectdata?Whereisthedatalocated?Whenwillitbecollected?Whatadditionalassistanceisrequired?Whatyouwanttodowiththedata?Useddaily,weekly,etc.IdentifytrendsintheprocessdataIdentifydeficienciesintheprocessDemonstratecurrentprocessperformanceIdentifyvariationisaprocessIdentifyacauseandeffectrelationshipVersionNov2002Page26DevelopaMeasurementPlan-

TypesofDataBeforedatacollectionsstarts,classifythedataintodifferenttypes:continuousordiscrete.Thisisimportantbecauseitwill:ProvideachoiceofdatadisplayandanalysistoolsDictatesamplesizecalculationProvideperformanceorcauseinformationDeterminetheappropriatecontrolcharttouseDeterminetheappropriatemethodforcalculationof6sContinuousMeasuredonacontinuumObjective•Time•Money•Weight•LengthSubjective•Satisfaction•Agreement•Extent•TypeoferrorDiscreteCountorcategoriesObjective•Countdefects•#approved•#oferrors•TypeofdocumentSubjective•Yes/No•Categories•Serviceperformancerating(good,poor)•Satisfaction•AgreementVersionNov2002Page27TwoBasicsTypesofDataContinuousorvariabledata-measuredonacontinuumorscale.Usuallycontinuousmeasurescanbedividedintopartsandstillmakesense.Forexample:Timecanbedividedintodays,hours,minutes,orseconds(cycletime)Moneycanlogicallybedividedorspecifiedinincrements(sales,costs,losses)Satisfactionifmeasuredwithacontinuousscale,(I.e.verydissatisfied,dissatisfied,neithersatisfiednordissatisfied,satisfied,verysatisfied)canlogicallybecalculatedandexpressedinanaveragelevelofsatisfactiononascale.Discrete,categoricalorattributedata-measuredbycounting.Forexample:Defects(yes/no,approved/disapproved,pass/fail,metcustomerrequirement/didnotmeetcustomerrequirement)Categories(daysoftheweed,locations,typeofcustomer,typeofproduct,risk-low/medium/high)Satisfaction(poor/fair/good/excellentordissatisfied/satisfied)VersionNov2002Page28CauseDataPerformanceDataDescriptiveFocusonResultsHelpsestablishabaselineMeasuresperformanceofaprocessShouldbecollectedfirstCauseDataFocusesonwhyprocessperformsthewayitdoesHelpsidentifypotentialrootcausesCollectthistypeofdatatoexplainperformanceproblemsCausedata,ontheotherhand,focusesonwhytheprocessperformsasitdoes.Causedatasupportsproblemsolvingbyhelpingtoisolaterootcausesofproblems.Don’tassume,however,thatyoushouldn’tgathercausedataandperformancedataatthesametime.Remember,resourcefulnessisoneofthekeystoeffectivedatacollection.Sometimes,you’llknowenoughaboutpotentialcausestomeasureperformanceandisolatepotentialcausesatthesametime.Mostofthetime,however,youwon’tknowenoughaboutpotentialcausesuntilyou’vedeterminedyourprocessescurrentperformancelevel.Bepreparedtodocumentcurrentperformancefirst,thenbrainstormpotentialcausesandcollectadditionaldatarelatedtothosecausesatalaterdate.PerformanceandCauseDataVersionNov2002Page29Step2:DevelopaMeasurementPlanEachSixSigmaimprovementteamshouldcompleteameasurementplanthatcontainsthefollowinginformation:Example:CycletimeforloanapplicationprocessingHowwilldatabeused?Howwilldatabedisplayed?IdentificationoftheLargestContributorsIdentifyingofDataisNormallyDistributedIdentifyingSigmaLevelandVariationRootCauseAnalysisCorrelationAnalysisParetoChartHistrogramControlChartScatterDiagramsPerformancemeasureoperationalDefinitionDataSourceandLocationSampleSizeWhoWillCollecttheDataWhenWillDatabeCollectedHowWillDatabeCollectedOtherDatathatshouldbeCollectedatthesametimeTimetoprocessaloanapplicationFaxdate,timeDecisionfaxdate,timeLoanapplicationsRepresentativefaxcenter289TimSmithDaveMannDuringthefirstweedofthemonth,10/1/99to10/7/99RandomlyselectedfromSeptember‘99TypeofloanAmountofloanDealerTimeofdayDayofweekVersionNov2002Page30Step2:DevelopDataMeasurementPlanExample:CycletimeforloanapplicationprocessingPerformancemeasureoperationalDefinitionDataSourceandLocationSampleSizeWhoWillCollecttheDataWhenWillDatabeCollectedHowWillDatabeCollectedOtherDatathatshouldbeCollectedatthesametimeTimetoprocessaloanapplicationFaxdate,timeDecisionfaxdate,timeLoanapplicationsRepresentativefaxcenter289TimSmithDaveMannDuringthefirstweedofthemonth,10/1/99to10/7/99RandomlyselectedfromSeptember‘99TypeofloanAmountofloanDealerTimeofdayDayofweekConsiderationsforotherdatathatshouldbecollectedatthesametime:Howwillyoudisplaythedata?Whatdoyouwanttodowiththedataafteritiscollected?Howdoyouwanttostratifythedata?Whatdatamightyouneedtoidentifyandverifyrootcause?Datacollectionisabalancebetweentimemoneyandaccuracy(gettingthedatayouneed).VersionNov2002Page31Step3:CollectDataFollowtheplan—noteanydeviationsfromtheplanConsistency—avoidbiasObservedatacollectionDiscussiononDataCollectionExperienceVersionNov2002Page32ObtainingtheMeasurementsThedatacollectedwillonlybeasgoodasthecollectionsystemitself.Inordertoassuretimelyandaccuratedata,thecollectionmethodshouldbesimpletouseandunderstand.Thereareseveralmethods.Themostcommonare:Checksheet–asimplelogof“tickmarks”representingthevolumeandtypeofworkTimestamps-arecordingofthetimethateachactivitybeginsandends.Example:ChecksheetApplicationsReturnedforMissingDataAlldatacanbecollectedmanually(writinginthelog,recordingthetime,etc.)orautomatically.Automaticdatacollectionassuresaccurateandtimelydata,andremovestheburdenofcollectionfromtheoperatoroftheprocess.But,itcanbeveryexpensivetosetup.Itusuallyinvolvescomputerprogrammingand/orhardware.Formostinitialefforts,apaperlogisthemostcosteffectiveformofdatacollection.ReasonMissingIncorrectSocialSecurityNumber///////StreetAddress////////PhoneNumber/////////EmploymentInformation////VersionNov2002Page33IdentifyToolstoHelpYouCollectDataHint:IdentifytypesofdatayouneedtocollectbeforeyoudesigntheformChecksheetsSimpledatacollectionformwhichhelpsdeterminehowoftensomethingoccurs.ConcentrationDiagramsPictorialchecksheetwhichhelpsyoumarkwheresomethingoccursorthetypeofproblem.WastefulEnergyHabitsWeek1Week2Week3TotalLongshowers//////6Lightslefton///////////11Windowsleftopen///3ACsetbelow72°/////5Doorleftopen/////////////13Total15121138NameAddress///Telephone//TypeofLoanNeeded/////IncomeLevel//////////OtherLoanInformation/////BankingInformation///////VersionNov2002Page34ProcessDistributionChecksheet.46.47.48.49.50.51.52.53.54.55..56.57.58.59.60.61.62////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////23581018142215131095431TotalsVersionNov2002Page35One-FactorAttributeChecksheetVersionNov2002Page36SamplingUsingasampleofdatayoudrawconclusionsabouttheentirepopulationofdata.Thisisknownas“statisticalinference.”Samplingsavescostsandtime.Samplingprovidesagoodalternativetocollectingallthedata.Identifyingaspecificconfidencelevelallowsustomakereasonablebusinessdecisions.EntirepopulationofdatasampleStatisticalinferenceparameters：M，SStatixtics:X，S，etc.SamplingfromapopulationanalysisVersionNov2002Page37SamplingSituationsDifferentsituationswhichdictatesamplingtechniques:ToanalyzeandcontrolaprocessTodescribealargepopulation(I.e.,typesofcustomersandbuyingbehavior)XXXsampleAveragecycletime(Xbar）No.ofdefectsProportiondefedtiveStandarddeviation（S）XXXXsampleXXX

XXXXSystematicProcesssamplingTypicalDescriptivestatistics:RandomsamplingfromapopulationVersionNov2002Page38Sampling

TypesProcess-subgroupsamplingXXXsampleXXXDay1Day2Day3Samplefromaparticularstepintheprocesseachday(hour,week,month)Population-stratifiedrandomsampleRandomlysamplingwithinalogicalcategory(location,shift,product,ect)AABBCCDDAABBCCDDsampleVersionNov2002Page39SamplingConsiderationsWhereLocationintheprocesswhereprocessstepsdirectlyaffectoutputs(strongrelationship)Maximizeopportunityforproblemidentification(causedata)FrequencyDependentonvolumeoftransactionsand/oractivityUnstableprocess—morefrequently(usesystematicorsubgroupsampling)Stableprocess—lessfrequently(usesamplesizeformula)DependentonhowprecisethemeasurementmustbetomakeameaningfulbusinessdecisionconsiderationsIsthesamplerepresentativeoftheprocessorpopulation?Istheprocessstable?Isthesamplerandom?Isthereanequalprobabilityofselectinganydatapoint?TheanswertoeachofthesequestionsmustbeyesbeforewecandrawstatisticallyvalidconclusionsVer