To transform or not when creating a control chart for non-normal data is question that is often asked. However, I suggest broadening this “control chart non normal distribution” question to a general question of how-to best determine and report process stability and capability of a process; i.e., not “control” the process. With this re-scoped question, the non-normality issue has a different perspective.
The initial control chart non normal distribution situation has been a controversy where it has been my experience that a strong position is taken either on one of the question or the other side. Several years ago Don Wheeler and I wrote several articles on this topic in Quality Digest, where we each presented their opinion on the question. Don was taking a position using traditional control charting methods (i.e., truly controlling a process with no capability assessment), where I was suggesting a process evaluation from a much higher point of view; i.e., 30,000-foot-level perspective.
Linkage to a 30,000-foot-level metric reporting peer-review article,which addresses these issues, is available at the end of this webpage.
Continue reading Control Chart Non Normal Distribution and Process Stability with Capability Assessment
My ″ Fitbit Charge 2 Reviews and Poor Customer Service Assessment ″ is an illustration of how a company can created a system that shouts, ″we are not interested addressing voice of the customer wants, needs, and desires″. Continue reading Fitbit Charge 2 Reviews and Poor Customer Service Assessment
A risk management process example for business is described in the published article titled ″High Vantage Point: Report-outs to reduce the Risk of Organizational Problems″ written by Forrest Breyfogle.
A PDF of this article below describes how an organization typically views its safety and other infrequent occurring events as lagging indicators. With this traditional risk management approach, each event is often discussed in isolation with the intent that changes be made to avoid re-occurrence. However, an effective time-series data analysis of the time-between safety violations (for example) often indicates that nothing has changed. Another alternative reporting methodology is needed that tracks these infrequent failure-events from a process output point of view. Continue reading Risk Management Process Example for Business
Organizations benefit when “avoiding survey bias questions” is given a priority. Biased survey questions can lead to a distorted image of the wants, needs, and desires of customers.
Customers’ opinions often change over time. A survey that has biased questions can lead to deception and lost customers because the provider of the service may not be in alignment with addressing current customer desires. However, the initiator of the survey needs to be aware that un-biased survey questions can lead to responses that are not ″what they want to hear″.
A survey written to avoid biased questions may lead to uncomfortable responses for the reviewer because an organization′s belief system (or its policies) can be challenged. However, this form of input can be very health when the organization is willing to accept and react to voice of the customer (VOC) inputs that suggest change is needed to their processes or paradigms.
Most of us have encountered biased survey questionnaires where it is obvious that the organization who is conducting the survey is not really receptive to our opinion but instead wants us to support their policies, beliefs, or ideologies. For this situation, it appears that the organization only desires feedback that either makes their service/product ″look good″ or supports the way they currently are doing business. Not sure how you feel, but I am annoyed when an organization wants me to respond to this type customer survey. Continue reading Avoiding Survey Bias Questions
This year is the 50th anniversary of my 1967 Chevrolet Malibu. This car was the first vehicle I ever owned, which was purchased new. This vehicle has been with me one half of a century!
Several years ago my Malibu was restored, which included returning its color to its original look; i.e., mountain green. The car′s 283 cubic inch engine still performs great. I did have air conditioning installed; however, most other components in the vehicle are original, including its hub caps.
Forrest W. Breyfogle III 50 Year Reflection
For the last 50 years about half of the time I was employed by IBM, while the other half was leading the company which I founded in 1992, Smarter Solutions, Inc.
Wikipedia nets out my business life over the last half century (https://en.wikipedia.org/wiki/Forrest_W._Breyfogle_III)
Over 100 Lean Six Sigma examples and/or exercises are provided in the book Integrated Enterprise Excellence Volume III and its Solutions Manual. This zip file provides the data sets for these examples and end-of-chapter IEE Vol. III exercises. Continue reading IEE Vol III Data sets – Examples and Exercises