IMPROVING PERFORMANCE THROUGH STATISTICAL THINKING

More documents

Recommendations

Info

Definitions • Common Cause – Variation a process would exhibit if behaving at its best • Special Cause – Variation from intervention of sources external to the process • Structural Cause – Inherent process variation (like common cause) that looks like special cause – Has a predictable onset 30
Common Causes • Numerous • Repetitive • Originate from many sources • Common to all the data • Predictable in terms of a band of variation 31
Page 1 and 2: IMPROVING PERFORMANCE THROUGH STATI
Page 3 and 4: Kahneman & Tversky Experiment #2 Wh
Page 5 and 6: Kahneman & Tversky: “Prospect The
Page 7 and 8: I. Introduction and Motivation
Page 9 and 10: Objectives • Obtain a common unde
Page 11 and 12: Flowchart of a Product Complaint Sy
Page 13 and 14: Doug Hlavacek Ecolab
Page 15 and 16: Definition Statistical Thinking is
Page 17 and 18: Evaluation Based on Data • Why is
Page 19 and 20: Systems and Processes Statistical T
Page 21 and 22: SYSTEM Supplier Supplier Supplier S
Page 23 and 24: Like it or not, variation is everyw
Page 25 and 26: Deming once said: If I had to reduc
Page 27 and 28: Specifications vs. Targets Bad Good
Page 29: Types of Variation • Common Cause
Page 33 and 34: The Special and Common Cause Spectr
Page 35 and 36: The Get A-Head Program Work hard Be
Page 37 and 38: Structural Causes of Variability
Page 39 and 40: Pitfall: Valuing Only Quantitative
Page 41 and 42: Robustness of Product and Process D
Page 43 and 44: Robustness in Management • Develo
Page 45 and 46: Three Ways to Reduce Variation and
Page 47 and 48: Steps in Implementing Statistical T
Page 49 and 50: Statistics and Improvement Statisti
Page 51 and 52: How Could Statistical Thinking Bene
Page 53 and 54: 3M Bob Mitchell
Page 55 and 56: Without Data • Everyone is an exp
Page 57 and 58: Without Statistical Thinking • Pr
Page 59 and 60: Improvement for Common Causes • A
Page 61 and 62: Process Improvement Strategy Steps
Page 63 and 64: Statistical Thinking for Business I
Page 66 and 67: Using Statistical Thinking Without
Page 68 and 69: Two Case Studies • Where’s the
Page 70 and 71: Use of Statistical Thinking Depends
Page 72 and 73: Examples of Statistical Thinking at
Page 74 and 75: Statistical Thinking Applications a
Page 76 and 77: Planning Direction Budgeting Manage
Page 78 and 79: Doug Hlavacek Ecolab
Page 80 and 81:
SOLUTION Alice (Racquet ball) Carol
Page 82 and 83:
Applications of Statistical Thinkin
Page 84 and 85:
What barriers stand between my orga
Page 86 and 87:
• Don't talk • Use “other”
Page 88 and 89:
Interrelationship Digraph • Place
Page 90 and 91:
Interrelationship Digraph • Compl
Page 92 and 93:
Barriers to Statistical Thinking Do
Page 94 and 95:
3M Bob Mitchell
Page 96 and 97:
Sphere of Influence I cannot contro
Page 98 and 99:
Tree Diagram Don’t want to be con
Page 100 and 101:
3M Stu Janis
Page 102 and 103:
Breakout Format • Take 45 minutes
Page 104:
Feedback for Improvement Did well C
show all

IMPROVING PERFORMANCE THROUGH STATISTICAL THINKING

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?