Six Sigma-Top Bosses

7/31/2019 Six Sigma-Top Bosses

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Excellence is doingExcellence is doing

ordinary thingsordinary things

extraordinary wellextraordinary well


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Perfection is notPerfection is not

attainable. But ifattainable. But if

we chase perfectionwe chase perfection

we can catchwe can catch

excellence.excellence.


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KAI ENCONSULTANTS

Q

Discovery of Bill SmithDiscovery of Bill Smith

Number of repairs in factoryNumber of repairs in factory

FieldFailures


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KAI ENCONSULTANTS

Q

100 times100 times

4 years

Desire of CEO at MotorolaDesire of CEO at Motorola


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C h i h t


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KAI ENCONSULTANTS

Q Comprehensive approach toComprehensive approach to

excellenceexcellence

Commitment/Sustainability

Be

nefits

Business asBusiness as

usualusual

Rapid expenseRapid expensereductionreduction

TraditionalTraditionalprojectproject

managementmanagementDMAIC

DFSSDFSS


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KAI ENCONSULTANTS

Q

Facets of Six SigmaFacets of Six Sigma

Facets ofFacets ofSix SigmaSix Sigma

VisionVision To be known as best To be known as best

companycompany

GoalGoal Only 3.4 defects in Only 3.4 defects inmillion opportunitymillion opportunity

MethodologyMethodology Disciplined Disciplined

framework for problemframework for problem

solvingsolving

MetricMetric Something we Something wecalculate & measure tocalculate & measure to

indicate level ofindicate level of

process performanceprocess performance


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KAI ENCONSULTANTS

Q

Typical functional processesTypical functional processes

Product developmentProduct development

Marketing/sales/customer servicesMarketing/sales/customer services

Production planningProduction planning

Quality and testingQuality and testing

Technology supportTechnology support

DistributionDistribution

Billing/contractBilling/contract


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Q U d t di i tiU d t di i ti


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KAI ENCONSULTANTS

Q

0

5

10

15

20

25

2.267

2.274

2.281

2.288

2.295

2.302

2.309

2.316

2.323

2.330

Frequ

enc

Understanding process variationUnderstanding process variation

- pattern of population- pattern of population

Q


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KAI ENCONSULTANTS

Q

Understanding process variationUnderstanding process variation

-4 -3 -2 -1 0 1 2 3 4

Process spread

ProcessProcessmeanmean

Process spread expressed as


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Q


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KAI ENCONSULTANTS

Q

Sigma Level of Quality - MathematicallySigma Level of Quality - Mathematically

It is the distance of upper or lower

specification limits from target

measured in terms of standard

deviation, .


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Q


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KAI ENCONSULTANTS

Q

Three Sigma process (Three Sigma process ( = 2/3)= 2/3)

% with in specification = 99.73% with in specification = 99.73

DPMO without shift = 2,700 =(0.27%)DPMO without shift = 2,700 =(0.27%)

16 18 20 22 24 26 28

LSLLSL USLUSL33 33

Q


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KAI ENCONSULTANTS

Q

Four Sigma process (Four Sigma process ( = 0.5)= 0.5)


DPMO without shift = 63DPMO without shift = 63

16 18 20 22 24 26 28

LSLLSL USLUSL44 44


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Q


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KAI ENCONSULTANTS

Q

Six Sigma process (Six Sigma process ( = 0.333)= 0.333)


DPMO without shift = 0.002DPMO without shift = 0.002

16 18 20 22 24 26 28

LSLLSL USLUSL66 66

Q


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KAI ENCONSULTANTS

Q

Sigma processes at a glanceSigma processes at a glance

16 18 20 22 24 26 28

LSLLSL USLUSL


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Q


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KAI ENCONSULTANTS

Q

Defects per Million Opportunities - BestDefects per Million Opportunities - Best

Sigma levelSigma level DPMODPMOOneOne 3,17,3103,17,310

TwoTwo 45,50045,500

ThreeThree 2,7002,700

FourFour 6363

FiveFive 0.520.52

SixSix 0.0020.002

Q


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KAI ENCONSULTANTS

Q

A practical situationA practical situation

Keeping a process at the target,Keeping a process at the target,all the time, isall the time, is impossible.impossible.

A process shift of 1.5A process shift of 1.5was observed atwas observed atMotorola.Motorola.

Now widely agreeable.Now widely agreeable.


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Q Defects per million opportunitiesDefects per million opportunities


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KAI ENCONSULTANTS

Q Defects per million opportunitiesDefects per million opportunitieswith shiftwith shift

Sigma level DPMO (with shift)DPMO (with shift)

1 697700697700

2 308700308700

3 6681066810

4 62106210

5 233233

6 3.43.4

Q


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KAI ENCONSULTANTS

Q

Comparison best VS worst possibleComparison best VS worst possible

Sigma level DPMO(without shift)

DPMO(with shift)

1 3,17,310 6,97,700

2 45,500 3,08,7003 2,700 66,810

4 63 6,210

5 0.52 2336 0.002 3.4

QS S ?


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KAI ENCONSULTANTS

Q

What is Six Sigma?What is Six Sigma?

Six Sigma refers itself to a statisticallySix Sigma refers itself to a statisticallyderived performance target of operatingderived performance target of operating

with onlywith only 33.4 defects for every million.4 defects for everymillion

activities or opportunities.activities or opportunities.


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Q

Si Si f l iSi Si f l i


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KAI ENCONSULTANTS

Q

Six Sigma a formal expressionSix Sigma a formal expression

Six Sigma provides companies with aSix Sigma provides companies with a

series of probesseries of probes andand statistical toolsstatistical tools thatthat

can lead tocan lead to breakthrough profitability andbreakthrough profitability and

quantum gains in quality.quantum gains in quality.

Q

Oth i f Si SiOth i f Si Si


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KAI ENCONSULTANTS

Q

Other expression of Six SigmaOther expression of Six Sigma

The Six Sigma strategy involves the use ofThe Six Sigma strategy involves the use of

statistical toolsstatistical tools within structured methodologywithin structured methodology

for gaining knowledge tofor gaining knowledge to achieve better, fasterachieve better, faster

and lower cost products and servicesand lower cost products and services

Q

Wh t i Si Si ?Wh t i Si Si ?


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KAI ENCONSULTANTS What is Six Sigma?What is Six Sigma?

Six Sigma is a sweepingSix Sigma is a sweeping cultural changecultural change

effortseffortsto position a company forto position a company forgreatergreater

customer satisfaction, profitability andcustomer satisfaction, profitability and

competitiveness.competitiveness.

Q

D i i f b hi d Si SiD i i f b hi d Si Si


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KAI ENCONSULTANTS Driving force behind Six SigmaDriving force behind Six Sigma

Six Sigma is driven by close understandingSix Sigma is driven by close understanding

of theof the needs of customerneeds of customer,, disciplined use ofdisciplined use of

factual data and statistical analysis,factual data and statistical analysis, whilewhilepaying diligent attention to manage,paying diligent attention to manage,

improve and reinvent the business process.improve and reinvent the business process.

Q

Wh t Si Si d ?Wh t Si Si d ?


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KAI ENCONSULTANTS What Six Sigma does?What Six Sigma does?

Forces organisations to:Forces organisations to: Re-examine how the work gets doneRe-examine how the work gets done

Simplifying the system and processSimplifying the system and process

Improve capability of the processImprove capability of the process

Find ways to control system andFind ways to control system and

process permanently.process permanently.

Q


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KAI ENCONSULTANTS

Q

C t th tiCost mathematics


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KAI ENCONSULTANTS Cost mathematicsCost mathematics

Selling Price = Cost price + Profit

Profit = Selling price - Cost price

Q

Val e added & non al e added acti itValue added & non value added activity


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KAI ENCONSULTANTS Value added & non value added activityValue added & non value added activity

CostPrice

Cost ofnon value added

activity

Cost ofvalue added

activity= +

20 % 80 %

50 %50 % 50 %50 %

Q

Non value added activitiesNon value added activities


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KAI ENCONSULTANTS Non value added activitiesNon value added activities

Over productionOver production

WaitingWaiting

TransportationTransportation

InventoriesInventoriesNon conforming product leading to costNon conforming product leading to cost

of poor qualityof poor quality

Non involvement of the peopleNon involvement of the people


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Q

A ProcessA Process


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KAI ENCONSULTANTS A ProcessA Process

Key Process Output Variable, Y = f(X)Key Process Output Variable, Y = f(X)

X1X1

InputInput

X2X2 X3X3

X4X4 X5X5

X6X6

Value additionValue addition

YY

OutputOutput

Q

Process control & improvement modelProcess control & improvement model


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KAI ENCONSULTANTS Process control & improvement modelProcess control & improvement model

ManMan

MachineMachine

MaterialMaterial

MethodsMethods

MeasurementMeasurement

MilieuMilieuInputInput

CustomerCustomer

OutputOutput

DataData

ProductProduct

ServiceService

ProcessProcess

ProcessProcess

SPCSPC

Voice ofVoice of

processprocess

ChangingChanging

needsneedsVoice of customerVoice of customer

Q


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KAI ENCONSULTANTS

Q

SIPOC ModelSIPOC Model


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KAI ENCONSULTANTS SIPOC ModelSIPOC Model

SupplierSupplier InputInput ProcessProcess OutputOutput CustomerCustomer

CriticalCritical

customercustomerrequirementsrequirements

Q

Effect of variationEffect of variation


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KAI ENCONSULTANTS Effect of variationEffect of variation

SupplierSupplier InputInput ProcessProcess OutputOutput CustomerCustomer

Variation inVariation in

inputinput


processprocess


outputoutput

DefectsDefects

A CO S A S

Q

Nature of customer requirementsNature of customer requirements


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KAI ENCONSULTANTS Nature of customer requirementsNature of customer requirements

Requirements of customer areRequirements of customer are

dynamic in naturedynamic in nature and change withand change with

the needs of customer.the needs of customer.

KAI EN CONSULTANTS

Q

Current service requirementsCurrent service requirements


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KAI ENCONSULTANTS

0 5 10 15

Current service requirementsCurrent service requirements

Processing time in days

Existingprocess

KAI EN CONSULTANTS

Q

What Six Sigma organisation do?What Six Sigma organisation do?


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KAI ENCONSULTANTS

0 5 10 15

What Six Sigma organisation do?What Six Sigma organisation do?

Quality characteristics

Existingprocess

Improved

processafter Six

Sigmaproject

Seeks to change location

Reduce variation

KAI EN CONSULTANTS

Q New critical to customer requirementsNew critical to customer requirements


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KAI ENCONSULTANTS 7 days7 days

0 5 10 15

NewrequirementImprovedprocess

Number of days

Oldrequirement


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KAI EN CONSULTANTS

Q

Level of competitionLevel of competition


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KAI ENCONSULTANTS Level of competitionLevel of competition

Sigma DPMO

Cost of poor

quality(% of sales)

Competitive

level

66 33..44 4400

NNoonn

ccoommppeettiittiivvee

KAI EN CONSULTANTS

Q

Level of competitionLevel of competition


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KAI ENCONSULTANTS Level of competitionLevel of competition

1

100

10000

1000000

1 2 3 4 5 6

Sigma Level

P

PM

Noncompetitive

Industryaverage

Worldclass

KAI EN CONSULTANTS

Q

Times improvement (Exponential)Times improvement (Exponential)


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KAI ENCONSULTANTS Times improvement (Exponential)Times improvement (Exponential)

Fromsigmalevel

To sigma level3 4 5 6

2 5 55 1485 1,02,465

3 11 297 20,493

4 27 1863

5 69


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KAI EN CONSULTANTS

Q

33 VS 6VS 6 supplier performance gapsupplier performance gap


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KAI ENCONSULTANTS

Event 3-Sigma 6-SigmaWrong drugprescription

54,000/year 1 in 25 years

Unsafe drinkingwater 2 hours/month

1 sec in 25years

Incorrect surgicaloperation

1,350 / week 1 in 20 years

Lost article in post 54,000 perhour

35 in a year

33 VS 6VS 6 supplier performance gapsupplier performance gap


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KAI EN CONSULTANTS

QBenefits of Six Sigma - #1Benefits of Six Sigma - #1


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KAI ENCONSULTANTS Benefits of Six Sigma #1g

Generates sustained success.Generates sustained success.

- generally business life of a product- generally business life of a productis 3 years.is 3 years.

- To survive we must have double- To survive we must have double

digit growth.digit growth.- constantly innovates and- constantly innovates and

restructures the organisation.restructures the organisation.

KAI EN CONSULTANTS



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KAI ENCONSULTANTS e e s o S S g a #g

Sets performance goals forSets performance goals for

every oneevery one uses common business frameuses common business frame

workwork

ensures consistency for meetingensures consistency for meeting

customer requirements.customer requirements.

KAI EN CONSULTANTS

QBenefits of Six Sigma #3aBenefits of Six Sigma #3a


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KAI ENCONSULTANTS gg

Enhances value to customer

We want to make our quality soWe want to make our quality so

special, so valuable to customer,special, so valuable to customer,

so important to their success thatso important to their success thatour productsour products become their onlybecome their only

real choice.real choice.

Jack WelchJack Welch

KAI EN CONSULTANTS

QBenefits of Six Sigma #3bBenefits of Six Sigma #3b


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Good and defect free productGood and defect free product

does not guarantee success.does not guarantee success.

The focus on customers in SixThe focus on customers in Six

Sigma meansSigma means whatwhatvalue meansvalue meansto customer and planningto customer and planning howhowtoto

deliver them profitably.deliver them profitably.

KAI EN CONSULTANTS



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Accelerates the rate of improvementAccelerates the rate of improvement

100 times improvement in four years100 times improvement in four years

at Motorola.at Motorola.

it helps companies not only toit helps companies not only toimprove performance, butimprove performance, but

improve the improvementimprove the improvement

KAI EN CONSULTANTS



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Promotes Learning and Cross PollinationPromotes Learning and Cross Pollination

Accelerates development and sharing of newAccelerates development and sharing of new

ideas throughout the organisationideas throughout the organisation..

Six Sigma is data based and therefore applicableSix Sigma is data based and therefore applicable

to any functional areato any functional area..


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KAI ENCONSULTANTS

QProven benefits of Six SigmaProven benefits of Six Sigma


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gg

Cost reductionCost reduction

Productivity improvementProductivity improvement

Market-share growthMarket-share growth

Customer retentionCustomer retention

Cycle reduction timeCycle reduction time

Defect reductionDefect reduction Cultural changeCultural change

Product / service changeProduct / service change

KAI ENCONSULTANTS

Q


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KAI ENCONSULTANTS

QSix Sigma at MotorolaSix Sigma at Motorola


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Todays existence due to Six SigmaTodays existence due to Six SigmaInvented for survivalInvented for survival

Method for tracking companys performanceMethod for tracking companys performancevis a vis customer requirementvis a vis customer requirement

Improvement 10X in two years orImprovement 10X in two years or100X in100X in

four yearsfour years

KAI ENCONSULTANTS

QResults of Six Sigma at MotorolaResults of Six Sigma at Motorola


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Five fold growth in salesFive fold growth in sales

Annual increase of profit 20%Annual increase of profit 20%

Cumulative saving $14 BillionCumulative saving $14 Billion Annual stock price gain 21.3 %Annual stock price gain 21.3 %


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KAI ENCONSULTANTS

QBottom line improvement at GEBottom line improvement at GE


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Launched Six Sigma in 1995Launched Six Sigma in 1995

Profit by 1998Profit by 1998 $750 Million$750 Million

Profit by 1999Profit by 1999 $ 1.5 Billion$ 1.5 Billion

Cutting invoice defect by 98%Cutting invoice defect by 98%

Streamlining of contract review - $1 Million/yearStreamlining of contract review - $1 Million/year

GE Medical body scan time 3 minute to .5 minuteGE Medical body scan time 3 minute to .5 minute GE Mortgage Call reaching person 76% to 99%GE Mortgage Call reaching person 76% to 99%

KAI ENCONSULTANTS

QJack Welchs important discoveryJack Welchs important discovery


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One thing we discovered with certainty isOne thing we discovered with certainty is

that anything we do that makes thethat anything we do that makes the

customer more successfulcustomer more successfulinevitablyinevitablyresults inresults in financial returnfinancial return to us.to us.

KAI ENCONSULTANTS

QAs per GE, Most Important oneAs per GE, Most Important one


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KAI ENCONSULTANTS

QExplanation of Jack WelchExplanation of Jack Welch


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The best Six Sigma project begin notThe best Six Sigma project begin notinside the business but outside it.inside the business but outside it.

Focused on answering the question howFocused on answering the question how

can we make customer competitive.can we make customer competitive.

Knowing what is critical to customer andKnowing what is critical to customer and

providing it.providing it.

KAI ENCONSULTANTS

Q


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KAI ENCONSULTANTS

QResults at Allied SignalsResults at Allied Signals


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Savings of $600 million per year Reduction in time from drawing to

certification of aircraft engines from 42

months to 33 months.

Increase in productivity by 6 %

Increase in market share 27% annually


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KAI ENCONSULTANTS

Q


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We cannot go on with thisWe cannot go on with this

KAI ENCONSULTANTS

QNew Operating philosophyNew Operating philosophy


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BulletBulletTrain PhilosophyTrain PhilosophyBulletBulletTrain PhilosophyTrain Philosophy

KAI ENCONSULTANTS

Q


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KAI ENCONSULTANTS

QKaizen in JapanKaizen in Japan


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WorkerWorker

SupervisorSupervisorMiddleMiddle

TopTop

Percentage of time

JapanJapan

Improvem

ent

Maint

enance

KAI ENCONSULTANTS

QKaizen in USA/EuropeKaizen in USA/Europe


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100% maintain100% maintain


WorkerWorker


TopTop

Percentage of time

USA/EuropeUSA/Europe

KAI ENCONSULTANTS

QCulture at worst companiesCulture at worst companies


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WorkerWorker


TopTop

Percentage of time


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KAI ENCONSULTANTS

QChanging criteriaChanging criteria


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A B C X

P-Criteria R-CriteriaR-Criteria

Effort to Improve

Support & Stimulate PerformancePerformance

Control withControl with

Carrot & StickCarrot & Stick

KAI ENCONSULTANTS

QBasic philosophy of qualityBasic philosophy of quality


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Whatever measured must beWhatever measured must be recordedrecorded

Records must beRecords must be analyzedanalyzedusingusing

statistical techniques.statistical techniques.

Information obtained must beInformation obtained must be actedacted

uponupon..


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KAI ENCONSULTANTS

QOld waysOld ways


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KAI ENCONSULTANTS

QGoal Post StrategyGoal Post Strategy


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Sudden

Loss

Sudden

Loss

LSL USL

TargetTarget

Good product Bad product

KAI ENCONSULTANTS

QInterpretation of DataInterpretation of Data


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Sudden

Loss

Sudden

Loss

LSL USL

Target

ABC

KAI ENCONSULTANTS

QTaguchis loss functionTaguchis loss function


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USLLSL

Best

Good Good

Fair Fair

Poor Poor

Custom

er

Dissatisfa

ction


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KAI ENCONSULTANTS

Q Implementing Six sigmaImplementing Six sigma


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1.1. Emphasizing sigma level as aEmphasizing sigma level as a

standard metric that can be appliedstandard metric that can be applied

to all parts of organisationto all parts of organisation

ManufacturingManufacturing

EngineeringEngineering

AdministrativeAdministrative SoftwareSoftware

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2.2. Providing extensive trainingProviding extensive training

followed by deployment of team onfollowed by deployment of team onproject for:project for:

Improving profitabilityImproving profitability

Reduce non value added activitiesReduce non value added activities

Reduction in cycle timeReduction in cycle time

Simplifying the proceduresSimplifying the procedures

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3.3. Focusing on corporate sponsors for:Focusing on corporate sponsors for:

Supporting team activities.

Helping to overcome resistance to

change.

Obtain resources

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4. Creating highly qualified process

improvement experts: Green belt

Black belt

Master black belt

Who can apply improvement toolsWho can apply improvement tools

KAI ENCONSULTANTS



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5.5. Early identification of appropriateEarly identification of appropriate

metric that focuses on businessmetric that focuses on business

results.results.

6.6. Setting stretch objectives forSetting stretch objectives for

improvement.improvement.


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KAI ENCONSULTANTS

Q Key principles for effectiveKey principles for effectiveimplementation of Six Sigmaimplementation of Six Sigma


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Involved leadershipInvolved leadership

Leading with aggressive goalsLeading with aggressive goals

Spending time in Six Sigma training waveSpending time in Six Sigma training wave

Dropping in Six Sigma reviewsDropping in Six Sigma reviews

Gathering first hand informationGathering first hand information

Monitoring Six Sigma progressMonitoring Six Sigma progress

KAI ENCONSULTANTS

Q Key principles for effectiveKey principles for effectiveimplementation of Six Sigmaimplementation of Six Sigma


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Process thinkingProcess thinking

Mapping of all business processes and keyMapping of all business processes and key

activities.activities.

Disciplined customer and marketDisciplined customer and market

intelligence gatheringintelligence gathering

Knowledge of customers need is vitalKnowledge of customers need is vital

Bottom line orientationBottom line orientation


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KAI ENCONSULTANTS

Q


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KAI ENCONSULTANTS

Q Process Map for Six Sigma ProjectsProcess Map for Six Sigma Projects

kD t i k


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Determine keyDetermine key

customer orcustomer or

business needbusiness need

Apply QFD toApply QFD to

determinedetermine

projectproject

opportunitiesopportunities

ViableViable

projectproject

DetermineDetermine

baseline andbaseline and

bottom linebottom line

benefitsbenefitsProject charterProject charter

and overall planand overall plan

Stored ideas forStored ideas for

future projectsfuture projects

No

Requiresteam &

analysis

Yes

Motivate

d team?No

Scope ofScope of

projectproject

Yes Lowhangingfruits

NoDetermineDetermine

metrics andmetrics and

goalsgoals

YesBig

hitter?

No

Project executionProject execution

PresentationPresentation

Yes

KAI ENCONSULTANTS

Q Breakthrough StrategyBreakthrough Strategy


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Define opportunities What is important?Define opportunities What is important?

Measure performance how are we doing?Measure performance how are we doing?

Analyse opportunities what is wrong?Analyse opportunities what is wrong?

Improve performance what needs to be done?Improve performance what needs to be done?

Control performance how do we generate & sustainControl performance how do we generate & sustain

performance?performance?


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KAI ENCONSULTANTS

Q

66 is extensively data drivenis extensively data driven


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yy

We need smart Statistical analysis toolsWe need smart Statistical analysis tools


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KAI ENCONSULTANTS

Q CE-Diagram for defective ItemsCE-Diagram for defective Items


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DefectiveItems

Materials Method

Machine Man

SourceProcedure

Layout

Mood

AttitudeTraining

Shape

Wobble

AccuracyMake

KAI ENCONSULTANTSQ Pareto Analysis For PrioritizationPareto Analysis For Prioritization


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0

50

100

150

200

A B C D E F G H

Events

Frequency

KAI ENCONSULTANTSQ HistogramHistogram


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0

2

4

68

1 0

1 2

1 4

1 6

4 0 4 1 4 2 4 3 4 4 4 5 4 6 4 7 4 8 4 9 5 0 5 1

KAI ENCONSULTANTSQ Normal probability plotNormal probability plot

13


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5

7

9

11

13

-3 -2 -1 0 1 2 3

Z

X

Used for assessing -Used for assessing - Normality of distributionNormality of distribution

KAI ENCONSULTANTSQ Typical control chartTypical control chart


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48.0

48.5

49.0

49.5

50.0

50.5

51.0

51.552.0

0 5 10 15 20 25

Sample No.

Samp

leMean

UCL

CL

LCL

KAI ENCONSULTANTSQ Gauge repeatability & reproducibilityGauge repeatability & reproducibility

studiesstudies


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Reproducibility

RepeatabilityRepeatability

Inspector

A

RepeatabilityRepeatability

InspectorB

Variable Scale

KAI ENCONSULTANTSQ Scatter DiagramScatter Diagram

100


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40

50

60

7080

90

100

40 50 60 70 80 90 100Quiz Average

FinalAverage

KAI ENCONSULTANTSQ Realistic tolerance and realisticRealistic tolerance and realistic

specificationspecification


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50.0

55.0

60.0

65.0

70.0

100 105 110 115 120 125 130

Air Pressure

WallThickness

Realistic Tolerance


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KAI ENCONSULTANTSQ Analysis of VarianceAnalysis of Variance


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Identifying which of the factors are

responsible for variation in out quality

characteristics.

One way ANOVA

Two way ANOVA

GRRS, DOE, Process Capability,Relationship


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KAI ENCONSULTANTSQ Correlation & Regression AnalysisCorrelation & Regression Analysis


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X2X2

X4X4

YYX3X3X1X1

Y = f(XY = f(X11, X, X22, X, X33,),)

KAI ENCONSULTANTSQ


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KAI ENCONSULTANTSQ

ResponseResponse


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ResponseResponse

SurfaceSurfaceMethodologyMethodology


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KAI ENCONSULTANTSQ Cumulative sum graphCumulative sum graph


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0

5

10

15

20

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

Sample No.

CUSUM


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KAI ENCONSULTANTSQ


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KAI ENCONSULTANTSQ


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Six Sigma-Top Bosses

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