Lean Six Sigma - Green Belt
hishamhabib
eBook_LeanSixSigmaGreenBelt_AI.pdf
1Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma Green Belt
Course eBook This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
2Copyright © 2016 Acuity Institute LLC. All rights reserved.
DISCLAIMER OF WARRANTY/LIMITATION OF LIABILITY RESOURCES PROVIDED BY ACUITY INSTITUTE LLC ("ACUITY INSTITUTE"), INCLUDING WITHOUT LIMITATION COURSES, PUBLICATIONS, WEBSITE, AND ACUITYCONNECT (COLLECTIVELY, "RESOURCES") ARE PROVIDED ON AN "AS IS" BASIS WITHOUT WARRANTIES OF ANY KIND, EITHER EXPRESS OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, WARRANTIES OF TITLE OR IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE, OTHER THAN THOSE WARRANTIES WHICH ARE IMPLIED BY AND INCAPABLE OF EXCLUSION, RESTRICTION OR MODIFICATION. NEITHER ACUITY INSTITUTE NOR ITS AFFILIATES, INFORMATION PROVIDERS OR CONTENT PARTNERS SHALL BE LIABLE REGARDLESS OF THE CAUSE OR DURATION, FOR ANY ERRORS, INACCURACIES, OMISSIONS, OR OTHER DEFECTS IN, OR UNTIMELINESS OR UNAUTHENTICITY OF, THE INFORMATION CONTAINED WITHIN RESOURCES, OR FOR ANY DELAY OR INTERRUPTION IN THE TRANSMISSION THEREOF TO THE USER, OR FOR ANY CLAIMS OR LOSSES ARISING THEREFROM OR OCCASIONED THEREBY. NONE OF THE FOREGOING PARTIES SHALL BE LIABLE FOR ANY THIRD-PARTY CLAIMS OR LOSSES OF ANY NATURE, INCLUDING, BUT NOT LIMITED TO, LOST PROFITS, PUNITIVE OR CONSEQUENTIAL DAMAGES. NEITHER, ACUITY INSTITUTE, NOR ITS AFFILIATES, INFORMATION PROVIDERS OR CONTENT PARTNERS WARRANT OR GUARANTEE THE TIMELINESS, SEQUENCE, ACCURACY OR COMPLETENESS OF THE RESOURCES. ADDITIONALLY, THERE ARE NO WARRANTIES AS TO THE RESULTS OBTAINED FROM THE USE OF THE RESOURCES. FURTHERMORE, ACUITY INSTITUTE IS NOT LIABLE FOR THE DEFAMATORY, OFFENSIVE OR ILLEGAL CONDUCT OF OTHER STUDENTS OR THIRD-PARTIES WHO MAY POST CONTENT AS PART OF THE RESOURCES.
Disclaimer of Warranty and Limitation of Liability
Copyright © 2016 Acuity Institute LLC. All rights reserved. No part of this publication may be reproduced, stored, or transmitted in any form or by any means, including electronic, mechanical, photocopying, recording, or otherwise, without permission from Acuity Institute LLC.
For information contact: Acuity Institute LLC 4610 South Ulster Street, Suite 150 Denver, CO 80237 Printed in the United States of America Visit: www.acuityinstitute.com
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
eBook Overview Welcome to the eBook for the Acuity Institute Lean Six Sigma Green Belt Certification Program. You will need the most recent version of Adobe Reader to view the eBook. We do not recommend viewing
the eBook with Adobe Acrobat. We recommend becoming familiar with the eBook and its features. A few features include printing, viewing
notes, and capturing your comments. For ease of use, we have included numerous bookmarks in the eBook so you can quickly access common
course concepts. The eBook is for personal use only. Please do not use the eBook for presentations and training facilitation. The eBook is for the intended parties only. This eBook contains various exercises that are represented by the following icons:
General ExercisesEXERCISE
1
Simco International Products Simulated Project. When you see this icon you will be completing an exercise within the simulation. We call these exercises “deliverables”. When you are done with the Deliverable you can return to the course material by selecting the “Go Back To Lesson” link.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Course Objectives
2
Upon completion of this course, students will be able to: Apply Lean Six Sigma and the DMAIC methodology Apply skills in project management, process management, lean, change
management, and statistical analysis Define their role in a successful Lean Six Sigma deployment Recognize how to scope, define and lead Lean Six Sigma projects Recognize how to transition projects from phase to phase Complete projects Present projects to peers, managers and senior leadership Apply methods learned in the DMAIC process to business issues Apply statistical analysis to determine the relationship between key inputs and
process outputs Characterize the equation y = f(x) Implement controls to sustain gains Effectively manage team dynamics Navigate statistical analysis software (SigmaXL or Minitab)
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Course Lessons
Define Measure Analyze Improve Control
1. Lean Six Sigma Introduction
2. Define Overview 3. Project Charter 4. Project
Management 5. Process
Definition 6. Stakeholder
Management 7. Voice of
Customer
8. Measure Overview
9. Identify Measures
10. Data Collection 11. Describe &
Display Data 12. Baseline
Performance
13. Analyze Overview
14. Root Cause Analysis
15. Lean Process Analysis
16. Graphical Data Analysis
17. Statistical Data Analysis
18. Identify Root Causes
19. Improve Overview
20. Identify & Select Solutions
21. Financial Impact of Solutions
22. Risk Planning & Testing
23. Implement Solution
24. Control Overview
25. Process Control
26. Response Planning
27. Project Documentation
The Lean Six Sigma Green Belt course contains 27 lessons, and 5 Simulated Project sections (32 Project Deliverables)
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma Toolkit
The Lean Six Sigma Toolkit icon is periodically introduced in this eBook The toolkit icon informs you that a Lean Six Sigma template is available for your use. The templates are located in the “Lean Six Sigma Toolkit Templates” folder. To access the templates you will need to download this folder onto your computer.
The Lean Six Sigma Toolkit assists practitioners in keeping focused on their project work and not creating “templates”. The toolkit includes common templates used throughout the Lean Six Sigma DMAIC phases. The templates are developed in common formats (MS Word, MS Excel or MS PowerPoint).
Included Templates Solutions Benefits and Implications Solutions Prioritization Matrix Solutions Selection Matrix Stakeholder Identification Stakeholder Management Plan Stakeholder Map Standardized Procedures Team Meeting Agenda Team Profile VOC Research Plan XY Matrix
Pilot Plan Process Monitoring Plan Process Value Analysis Project Charter Project Storyboard Quick Win Identification Response Plan Sigma Calculator SIPOC
5 Whys Communication Plan CTQ Chart Dashboard Measurement Plan Data Collection Plan DMAIC Project Plan DMAIC Tollgate Presentation FMEA Force Field Diagram Implementation Plan – Detailed Implementation Plan – High Level
Template Name
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Acuity Institute Support
For product support questions please contact Acuity Institute at [email protected]
Please visit www.acuityinstitute.com for additional product and course offerings
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma Introduction
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By the end of this lesson, you will be able to:
Learn what Lean Six Sigma is
Learn about various Lean Six Sigma Improvement Methodologies
Learn what the Lean Six Sigma Roles and Responsibilities are
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Experience with Other Quality InitiativesEXERCISE
Objective Identify past experiences with other Quality or Process Improvement
initiatives.
Instructions Answer the following questions:
What has been your experience with other Quality or Process Improvement initiatives?
What was good about the other Quality or Process Improvement initiatives you were involved in?
What struggles or challenges have you had with other Quality or Process Improvement initiatives?
What could have made them better?
Prepare your findings.
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Experience with Other Quality InitiativesEXERCISE
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Experience with Other Quality Initiatives
Discussion
EXERCISE
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma Training
Lean Six Sigma Overview
Lean Six Sigma Roles
Lean Six Sigma Improvement Methodologies
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Does your current performance meet customer expectations? Is there a gap between what your company’s leaders want to achieve and the
organization’s ability to deliver it?
“Leaders who execute look for deviation from desired managerial tolerances – the gap between the desired and actual outcome in everything
from profit margins to the selection of people for promotion… Like Six Sigma, the discipline of execution doesn’t work unless people are
schooled in it and practice it constantly… Execution has to be part of an organization’s culture…”
-- Larry Bossidy, Former CEO of Allied Signal -- -- Execution: The Discipline of Getting Things Done --
Vital Questions in an Increasingly Competitive World
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma was developed out of necessity as a very rigorous and disciplined approach for companies to improve products and services based on their customers’ expectations and requirements…an “outside looking in” approach. Lean Six Sigma has many facets.
Lean Six Sigma Definition
Lean Six Sigma can improve profits and cut costs, but more importantly, it can keep customers loyal as well as improve a company’s competitive advantage.
Goal Vision
Philosophy Benchmark
Methodology Symbol Metric Tool
Process Focused
Business FocusedCustomer Focused
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma Definition
Lean Six Sigma uses a variety of tools and techniques to achieve superior process performance, such as:
Customer Surveying (Voice of Customer)
Metric Identification and Collection
Baselining / Measuring Process Performance
Data Based Decision Making (Analysis and Statistics)
Lean Process Flow / Value Analysis
Benchmarking “Best In Class” Companies
Risk Analysis / Assessment
Implementation Planning / Management
Change Management
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A process is defined as a repetitive and systematic series of actions or operations whereby one or more inputs from suppliers is used to
achieve an output of value to the customer (internal/external)
Input Output Process
Actions
Process Model
What is a Process?
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
I P O
The Work Process
I P O
The Improvement Process
Relationship of Work Process and Improvement Process
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
For every process there is a dependent variable called Y that we are attempting to influence. The independent variables which determine what happens to our Y are called the process X’s. Thus, we can boil down every process into a simple formula:
Y = f(x1,x2,x3…xn) The goal of Lean Six Sigma is to understand the relationship between our various Xs and our Y, so we can manipulate the Xs to modify Y as desired, then lock down the process so that Y remains within the proper range and is meeting customer requirements.
The Focus of Lean Six Sigma
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma Focuses on Reducing Variation
Variation Happens All repetitive activities of a process have a certain amount of
fluctuation or variation Variation is the “Voice of the Process” When plotted, process variation becomes visible over time Input, process, and output measures will have variation Failure to understand variation could be costly
Time Frequency
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Why it’s Important to Understand Variation
PROCESS VARIATION INHIBITS OUR ABILITY TO MEET CUSTOMER REQUIREMENTS
Product or Service Output
Critical to Quality (CTQ)
Defects: Service unacceptable to
customer
A
Product or Service Output
Critical to Quality (CTQ)
Defects: Service unacceptable to
customer
A
Variation 14
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Sigma is a Greek letter that is a statistical unit of measurement used to define the standard deviation of a population. It measures the variability or spread of the data.
Sigma is a name given to indicate how much of the data falls within the customers’ requirements. The higher the process sigma, the more the process outputs, products and services, meet customers’ requirements – or, the fewer the defects.
“Sigma” Defined
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
In this diagram, the Sigma is calculated by the number of occurrences (defects) that fall outside of the customer requirement (for Process A). Process B represents the optimal performance with no occurrences outside of the requirement.
Optimal Performance
Product or Service Output
Critical to Quality (CTQ)
Defects: Service unacceptable to
customer
B A
Customer Requirement
“Sigma” Defined
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
With performance at 2 Sigma: ONLY 69.146% of products and/or services meet customer requirements with 308,538 defects per million opportunities.
With performance at 4 Sigma: 99.379% of products and/or services meet customer requirements…with 6,210 defects per million opportunities.
With performance at 6 Sigma: 99.99966% – As close to flaw-free as a business can get, with just 3.4 defects per million opportunities.
Superior business performance target
(common goal in manufacturing environments)
Realistic business performance target for transaction / service
industry
Most companies processes perform at this
level or below prior to improvement
Sigma Scale
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Why “6” Sigma?
When Processes Operate at less than 6 Sigma:
Two unsafe plane landings per day at most major airports
500 incorrect surgical operations per week
One hour unsafe drinking water per month
16,000 pieces of mail lost every day
No electricity for 7 hours per month
Even if your goal is 99.0% quality… Your results would be:
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma is a framework to improve performance
Lean Six Sigma is not the solution for everything
Lean Six Sigma does apply to every function and business
Lean Six Sigma is not just about statistics
Lean Six Sigma is about Business Performance
Lean Six Sigma is not new work
Lean Six Sigma is a better way to work
Lean Six Sigma – What it is and What it is not
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Applying Lean Six Sigma
Lean Six Sigma can be applied to any process problem to achieve significant improvement results. The following are a few examples…..
Results After Applying Lean Six
Sigma
Application of Lean Six Sigma
Core Process Area
Operations - Claims Payment
(Insurance Provider)
Reduced claims eligibility determination errors to 5%
Saved over $1 MM per year in cost avoidance dollars
Inaccurate determination of claims eligibility occurred 26% of the time resulting in a loss of $1.1 MM per year.
Applied Lean Six Sigma to identify root causes of claims eligibility determination errors.
HR - Staffing (Employee Benefits
Provider)
Increased employee retention by 20% utilizing exit interview data
Applied Lean Six Sigma to identify root causes of high employee turnover and loss of high potential employees.
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Applying Lean Six Sigma
Results After Applying Lean Six
Sigma
Core Process Area
Application of Lean Six Sigma
Sales (Vehicle Service Contract
Provider)
Increased sales volume by 40%
Increased revenue by 35%
Sales run rate data indicated by year end there would be a 110,000 shortfall between actual contract sales volume and the sales volume goal.
Applied Lean Six Sigma to identify root causes of reduced sales volume.
IT - QA/Testing (Software
Development Company)
Extended cycle time of the software bug fixing process drove increased costs of releasing a new software product.
Utilized Lean Six Sigma to identify drivers of extended cycle time.
Reduced average bug fixing process time from 16 to 5 business days
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Companies Deploying Lean Six Sigma (a sample)
Motorola
Allied Signal
General Electric
Sony
Honda
Maytag
Raytheon
Bombardier
Canon
Polaroid
IBM
American Express
Dow
Lockheed Martin
Texas Instruments
DuPont
Toshiba Fidelity Investments
Johnson & Johnson
Bank of America
Nokia
Digital Electronics
Kodak
Jaguar
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma Training
Lean Six Sigma Overview
Lean Six Sigma Roles
Lean Six Sigma Improvement Methodologies
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Management Kaizen DMAIC DFSS
Just Do It
• Problem identified and solution is known
• Implement a fix and establish a dashboard to continuously monitor process
• Process performance is unknown or not understood
• Implement a process monitoring dashboard to decide what to do next
• Problem identified and solution is unknown.
• Small in scale or urgency needed for process improvement
• Initiate 2-5 day Kaizen Event to analyze the process and implement improvements
• Existing process is not meeting customer requirements or business objectives
• Initiate a DMAIC project to identify root causes of the problem and initiate breakthrough improvements
• New product or process needs to be designed or significant problems to current process exist
• Initiate DFSS project to design processes to meet customer requirements
Types of Improvement Methodologies
Lean
• Process is inefficient and contains wasteful activities
• Initiate a Lean project to identify non value-add activities and remove waste from the process
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
“Process Management” and “Just Do It”
Process Management
Manage processes more effectively by the collection, display, and evaluation of process data.
Data is important in that it fuels the various problem solving approaches, specifically the ability to execute Lean Six Sigma projects.
Just Do It
Pinpoint process problem
Solution(s) already known
Implement solution(s)
Measure performance (ongoing Process Management)
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A Kaizen Event is a very concentrated team- oriented effort to rapidly improve the performance of a process.
Kaizen Event
Team effort is coordinated over a brief period of time – typically no more than 5 days.
A Kaizen Event can be very chaotic for a short period until solutions can be implemented as numerous and major improvements will be implemented at the same time.
Kaizen involves deliverables and activities prior to and right after the Kaizen Event that must be completed to ensure successful execution.
“Kaizen” Events
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
“Lean”
Lean is utilized for the following purposes:
To reduce or eliminate capacity constraints of the process
To reduce the lead time of the process
Step 1 Step 2 Step 3 Step 4
Bottleneck
Inputs Outputs
2 Days 10 Days 4 Days 6 DaysInputs Outputs
=22 Days
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
“DMAIC” and “DFSS”
Define Measure Analyze Improve Control
Define Measure Analyze Design Verify
Continuous Process
Improvement (DMAIC)
CTQ Tree
ID Root Causes that drive process performance
Design for Six Sigma (DFSS)
QFD
Optimized Design across processes
Methodology and Primary Focus of Each Discipline
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Management Kaizen
DMAIC
DFSS
Just Do It
Selecting the Lean Six Sigma Methodology
Lean
Process performance understood?
Can the problem be
solved in less than 5 days? Is it a
process flow / cycle time problem?
Is it a variation /
defect driven problem?
Is a new process or redesign
required?
Is the solution to
the problem simple & known?
Start
Yes
No
Explore Other Methodologies
No
No
No
No
No
Yes
Yes
Yes
Yes
Yes
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Improvement Techniques – Lean and Six Sigma
Combining Lean and Six Sigma is Best in Class
Six SigmaLean
Effect
Cause A
Cause D
Cause C
Cause B
Quality and Efficiency Improvement
Efficiency Improvement
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma DMAIC Methodology Defined
DMAIC is a Common Lean Six
Sigma Problem Solving
Methodology
ANALYZE “Identify root cause for performance shortfalls”
CONTROL “Monitor new
processes or products”
IMPROVE “Identify and implement
solutions”
MEASURE “Measure current
performance”
DEFINE “Identify customer
requirements”
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve Control
Project Charter Project Management
Project Plan Process Definition
SIPOC As-Is Process
Map Quick Win
Identification Stakeholder
Management Stakeholder Map Stakeholder
Management Plan Communication
Plan Voice of Customer
Customer Identification
VOC Research Plan
Kano Analysis CTQ Identification
Root Cause Analysis Affinity Diagram Fishbone Diagram
and/or 5 Why’s Lean Process
Analysis Lean Tools and
Measures Graphical Data
Analysis Histogram Pareto Chart Box Plots Correlation
Analysis Statistical Data
Analysis Linear Regression Multiple
Regression Root Causes
Identified Quick Win
Identification
Identify Measures X/Y Matrix
Data Collection Operational
Definitions Measurement
Systems Analysis (MSA)
Data Collection Plan
Describe and Display Data Histogram Pareto Chart Pie Chart Run Chart Control Charts
Baseline Performance Sigma
Performance Yield Process
Capability Quick Win
Identification
Identify and Select Solutions Generate Solutions Benchmarking Solutions
Prioritization Matrix Solution Selection
Matrix To-Be Process Map
Financial Impact of Solutions Cost/Benefit Analysis
Risk Planning and Testing Failure Modes and
Effects Analysis (FMEA)
Pilot Plan Implement Solutions
Multi-Generational Product Plan (MGPP)
Implementation Plan Stakeholder
Management Project Storyboard
Process Control Control Charts Process
Monitoring Plan Dashboard
Response Plan Project
Documentation Process
Procedures Replication
Opportunities Solution Transfer
Plan
Key DMAIC Project Deliverables
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma Training
Lean Six Sigma Overview
Lean Six Sigma Roles
Lean Six Sigma Improvement Methodologies
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Champions
Black Belts and Green
Belts
Master Black Belts
Process Owners & Project Sponsors Projects
Project Team Members and
SMEs
Collaborative Effort is the Key
Lean Six Sigma Roles
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Champions / Executive Leadership
Monitors the external and internal factors affecting the business
Defines business strategy
Communicates the plan for business success
Champions Lean Six Sigma vision
Establishes improvement priorities and targets
Provides and aligns resources (Sponsors, Black Belts / Green Belts), ensures cross-functional collaboration
Establishes accountability for results
Role modeling appropriate behaviors, change leader
Integrates Lean Six Sigma into business direction & plan
Markets Lean Six Sigma program and results
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Owners
Assists in identifying potential Lean Six Sigma projects
Approves and supports projects
Provides resources to serve as team members and subject mater experts (SMEs) on projects
Approves changes in project scope and removes barriers
Owns the solution delivered by the project team
Responsible for supporting implementation of improvement actions
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Project Sponsors
Provides and aligns resources (Black Belts / Green Belts, Team Members), ensures cross-functional collaboration
Establishes improvement priorities, targets and accountability for results
Role modeling appropriate behaviors, change leader
Ensures project is aligned with department and strategic objectives
Approves all phases of Lean Six Sigma projects
Ensures project deliverables are being maintained and project is on time and on budget
Approves changes in scope of the project, removes barriers
Markets Lean Six Sigma program and results
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Master Black Belt
Part-time or full-time position
Provides expertise on Lean Six Sigma tools and techniques, including project management and change management
Provides strategic direction to leadership and project team
Identifies projects critical to achieving business goals
Is ultimately accountable for project success
Serves as main champion during change implementation
Identifies, trains, coaches and evaluates Black Belts / Green Belts and Team Members
Ensures cross-functional & cross-team collaboration
Acts as Lean Six Sigma advisor to Champions, Sponsors and Process Owners
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Black Belt
Full-time position
Provides direction and leadership for project team, manages inter-project communications
Delivers results through application of Lean Six Sigma methodologies
Provides skills training when needed
Accountable for reporting project progress and coordinating communication to project stakeholders
Maintains all documentation from project, prepares and submits deliverables
Manages implementation of solutions, ensures transition of improved process to the business
Acts as a change catalyst 39
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Green Belt
Part-time position
Provides direction and leadership for project team, manages inter-project communications
Delivers results through application of Lean Six Sigma methodologies
Provides skills training when needed
Accountable for reporting project progress and coordinating communication to project stakeholders
Maintains all documentation from project, prepares and submits deliverables
Manages implementation of solutions, ensures transition of improved process to the business
Acts as a change catalyst 40
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Project Team Members
Part-time position
Team player in application of Lean Six Sigma methodologies
Provides expertise and feedback to the project team
Is responsible for tasks within the team action plan
Delivers regular updates to team on status of action steps
Acts as a change catalyst
41 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Subject Matter Experts (SME)
As-needed position
Provides subject matter expertise and feedback to the project team
Acts as a change catalyst
42 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Finance Analysts (also a SME)
Part-time role
Responsible for providing financial support to Lean Six Sigma deployment
Provides standard, consistent guidelines for project valuation
Provides financial savings forecast for potential projects
Estimate project savings during the project execution
Track / validate actual project savings after project closure
43 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Project Status Phase
Potential Defined
Define
Active
Measure Improve / Implement
Control
Realization
Ty pi
ca l L
ev el
o f E
ffo rt Champion/Sponsor
Black Belt / Green Belt
Define Project
& Scope
Select Black Belt/Green
Belt
Project Team
Kickoff
Develop, Sell, Pilot, and Implement Solutions
Standardize and Replicate Solutions
Master Black Belt
Analyze
Fi na
l P ro
je ct
V al
id at
io n
Process Owner
Project Team In
iti al
P ro
je ct
V al
id at
io n
(B y
B B
o r G
B )
Pr oj
ec t A
ut ho
riz at
io n
(A ss
ig ne
d to
B B
o r G
B )
DMAIC Project Deployment Effort Required
44 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this lesson:
Summary of Lesson
Understanding what Lean Six Sigma is
Introduction to the various Lean Six Sigma Improvement Methodologies
Understanding of what the Lean Six Sigma Roles and Responsibilities are
45 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
End of Lesson: Lean Six Sigma Introduction
Lean Six Sigma Training
46 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Phase
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Phase Overview
Lean Six Sigma Training
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define establishes the project scope and boundaries, the problem the team is improving and the goals that will be achieved once improvements have been implemented, the process that the team is improving, and the customer requirements of the process.
Define Phase Introduction
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Develop Project Charter for Business Problem/Case, Roles and Project Plan
Key Characteristics of Effective Teams
Document and Understand the Current Process
Identify Quick Win Opportunities
Understand How to Manage Stakeholders
Identify Customer Requirements (CTQ’s) through Voice of Customer (VOC)
Voice of Customer Voice of
Customer
ANALYZE
CONTROL
IMPROVE
MEASURE
DEFINE
Define Phase Overview
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Phase Deliverables
Define Measure Analyze Improve Control
Project Charter Project Management
Project Plan Process Definition
SIPOC As-Is Process
Map Quick Win
Identification Stakeholder
Management Stakeholder Map Stakeholder
Management Plan Communication
Plan Voice of Customer
Customer Identification
VOC Research Plan
Kano Analysis CTQ Identification
Root Cause Analysis Affinity Diagram Fishbone Diagram
and/or 5 Why’s Lean Process
Analysis Lean Tools and
Measures Graphical Data
Analysis Histogram Pareto Chart Box Plots Correlation
Analysis Statistical Data
Analysis Linear Regression Multiple
Regression Root Causes
Identified Quick Win
Identification
Identify Measures X/Y Matrix
Data Collection Operational
Definitions Measurement
Systems Analysis (MSA)
Data Collection Plan
Describe and Display Data Histogram Pareto Chart Pie Chart Run Chart Control Charts
Baseline Performance Sigma
Performance Yield Process
Capability Quick Win
Identification
Identify and Select Solutions Generate Solutions Benchmarking Solutions
Prioritization Matrix Solution Selection
Matrix To-Be Process Map
Financial Impact of Solutions Cost/Benefit Analysis
Risk Planning and Testing Failure Modes and
Effects Analysis (FMEA)
Pilot Plan Implement Solutions
Multi-Generational Product Plan (MGPP)
Implementation Plan Stakeholder
Management Project Storyboard
Process Control Control Charts Process
Monitoring Plan Dashboard
Response Plan Project
Documentation Process
Procedures Replication
Opportunities Solution Transfer
Plan
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
End of Lesson: Define Phase Overview
Lean Six Sigma Training
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
Project Charter Development
Project Selection
Define – Project Charter
Lean Six Sigma Training
Effective Teams
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By the end of this section, you will be able to:
Learn why developing a Lean Six Sigma project selection criteria is important
Learn how to select Lean Six Sigma projects
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Why Establish a Lean Six Sigma Project Selection Process?
Ensure all business process issues from all possible sources have been incorporated
Ensure alignment of potential improvement ideas with business and customer satisfaction goals
Resource and time constraints require the business to work on the most important issues first
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Select key improvement areas that
will drive key performance indicators
(KPIs), strategy, and improve customer
satisfaction
Brainstorm potential projects
Prioritize potential projects
Select projects by consensus of business
leaders
Active Projects Initiatives
Key Improvement Areas
A B EC D
Potential Projects ________ ________
Prioritize Prioritize Prioritize Prioritize Prioritize
Potential Projects ________ ________
Potential Projects ________ ________
Potential Projects ________ ________
Strategy
Customer Requirements
Core Processes
KPIs
Key Performance Indicators
KPIs
Potential Projects ________ ________
Project Identification
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
L M H
Understanding of How to Solve the Problem
B us
in es
s or
C us
to m
er Im
pa ct
“Boiling the Ocean”
“Just Do It”
“Looking Good”
“Why Bother?”
H
M
L
Quick Wins
Lean Six Sigma
Projects
What Makes a Good Lean Six Sigma Project
Step 2: Project Identification
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
High potential Lean Six Sigma opportunity, develop Project Charter
Potential Lean Six Sigma opportunity
Low potential Lean Six Sigma opportunity
Prioritized list of Potential Projects
1
4
5
2
6
3
9
10
12
147
11
13
21
17
18
15
16
20
19
Low Medium High
Impact on Key Business Drivers
Lo w
M ed
iu m
H ig
h
Fi na
nc ia
l I m
pa ct
Step 3: Prioritize Potential Projects
8
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma Projects Selected
Low Medium High
Impact on Key Drivers
Lo w
M ed
iu m
H ig
h
Fi na
nc ia
l I m
pa ct
Step 4: Select Projects
21
17
18
15
16
20
19
Next Step: Assign Black Belts / Green
Belts to the Projects and Complete the Individual Project
Charters
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
Summary of Section
Understand why developing a Lean Six Sigma project selection criteria is important
Understand how to select Lean Six Sigma projects
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
Project Charter Development
Project Selection
Define – Project Charter
Lean Six Sigma Training
Effective Teams
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By the end of this section, you will be able to:
Understand what a project charter is and why it’s important
Learn the steps and components for drafting a project charter
Learn the tips and traps for drafting each component of a charter
Learn how to calculate estimated project benefit
Gain experience applying effective criteria to developing the charter
Learn how to identify when you need to change your project scope
Overview – Objectives – Key Topics
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A project charter is a document that defines the project initiative. It provides purpose, focus and goals for an improvement project team.
Defines what is expected of the team Clarifies the desired outcomes of the project Keeps the team focused Aligns the team with organizational objectives Transfers the project from the Sponsor to the
improvement team
Definition:
Purpose:
Definition and Purpose of a Project Charter Project Charter
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Name the project What is the business unit being impacted? Identify the project primary resources What is the timeline for the project? When was the charter revised?
How will this project drive strategic initiatives and goals? Why is it important to do now? Why is it a priority? What customer (s) will benefit from this project (may also
include internal customers) and how?
Business Case
General Information1. Project Overview
2. Project Description
What problem is the project addressing? Where and when does the problem occur? What are the defects? (not meeting customer expectations)
Problem Statement
Elements of a Project Charter
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
2. Project Description (continued)
What are the high level goals? What are the goals for the project? Starts with a verb (i.e.,
reduce time; eliminate defects; control costs; increase revenue). Include measurable targets How will we know if this project is successful?
Project Goals
What is the primary area or process that the project will be focused on?
What process(s) / department(s) are included in the project? What process(s) / department(s) are excluded in the project? What are the boundaries of the process we are improving?
Process start point? Process stop point?
Project Scope
What are the potential dollar benefits from the project? Separate hard savings (cost reduction, increase in profits) from
soft savings (cost avoidance, customer retention)
Estimated Benefit ($$)
Elements of a Project Charter
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Determine people who will be involved in the project Their function in the business (i.e. VP of Sales, Risk
Manager, Customer Service Representative) Their role on the project (Champion/Sponsor, Master Black
Belt, Black Belt / Green Belt, Team Member, Subject Matter Expert/SME, Financial Analyst)
List the anticipated amount of time the resource will spend on the project (hours per week)
Identify other resources that may be required; such as contract IM/IT help, outside consultants, market research, etc.
Includes ad hoc members such as HR, IM/IT, Finance
Project Resources
Complete a preliminary, high-level project plan with start & completion dates for each phase
Project Milestones
3. Project Resources
4. Project Milestones
Elements of a Project Charter
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Defines the project name Clearly distinguishes the project from other projects Uses a name that is easy to remember
Documents the project primary area of focus and resources assigned
Identifies the timeline of the overall project
Documents each time the charter is revised
Project Overview
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Explains/validates the project
Defines the “value-add” of the project Explains the rationale for doing the project Describes why it is important to the organization to do this
project now? Indicates how internal/external customers will benefit
Describes potential consequences of not doing the project
Indicates the link between the project and current business goals
Project Description – Business Case
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Pharmaceutical Provider
Pharmaceutical publications generate extensive publicity and marketing opportunities for our most important drugs. These publications need to be released to the market place within crucial timelines from when the drugs are to be sold. Currently, these publication releases are very time consuming and are not being released until long after the new drugs have been distributed. This leads to loss of revenue due to the initial and crucial advertising opportunities when the drugs are initially distributed.
Claims Processing Center
The Customer Inquiry process is an important touch point with our customers. Therefore, one of our strategic objectives is to ensure the customer inquiry process is consistent in meeting our customer’s needs. Customers have indicated that our customer inquiry process needs improvement. Currently, there is no consistent approach or standard to handling customer inquiries. The handling and response to customer inquiries varies a great deal from one customer service representative to another. This lack of consistency leads to inaccurate handling of customer inquiries, rework, increased customer complaints, and ultimately lost customers.
Telecommunications Provider
Customer survey results indicate that the timeliness of installing additional phone lines is critical to satisfaction for our large business customers. Our large business customers are our most profitable customer segment, therefore, meeting their requirements for the installation process is critical to our ability to meet our annual profitability goals. Currently our installation process is meeting customer requirements only 50% of the time. If we do not improve the timeliness of the installation process, we will continue to receive customer complaints, lose customers, and lose revenue.
Business Case Examples
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identifies what problem the improvement project is addressing Usually describes the “pain”, issue or problem Can also describe an opportunity Should be measurable
Identifies where and when problems occur
Defines what is not meeting customer expectations
Describes the magnitude and impact of the problem Quantifies how large the problem is Describes the impact presented by the problem
Project Description – Problem Statement
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Tips: Validate problem is based on data vs. perception or “gut feel”
Ensure the customers of the process and the organization think working on this process is valuable and necessary
Traps: Prejudging a root cause within the problem statement
Including a solution in the statement
Writing a statement that is too narrowly defined or too broadly defined
Problem Statement Tips and Traps
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Pharmaceutical Publications
During the past year, publications have increased by a rate of 20% per month. The time it takes to get a publication released is approximately 4 months. In addition, there are on average 4 drafts of each publication that are created before it is approved for release. These problems lead to slow market distribution and could lead to lost revenue if the publication is released too late to have a positive impact on the new drug sales.
Claims Processing Center
Customer inquiries account for 65% of incoming claims calls. Currently, our response time to these inquiries varies from 2 hours to 5 days. In addition, approximately 10% of inquiry calls are call backs from customers who have not received follow-up from their initial call. These problems are leading to customer dissatisfaction with our services and ultimately loss of business.
Problem Statement Example
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Defines and clarifies the goals the project team is focused on accomplishing
Includes measurable targets and completion date
Starts with a verb Eliminate defects Reduce time Increase revenue Decrease costs
If these goals are met the project is considered successful
Project Description – Project Goals
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Goal Statements Should be SMART !!
S - specific M - measurable
A - attainable R - relevant
T - time bound
Criteria for Developing Goal Statements
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Measurable Assigns a quantifiable metric
for the goal
Attainable While the goal should be a stretch goal, it should also have a high probability of
success given an assessment of the potential resources, timelines and challenges
Specific A SMART goal identifies a
specific action driving a specific outcome
Time Bound The goal has an aggressive but reasonable timeline for
meeting desired results
Relevant The project goal should be
relevant to the organizational strategy
Criteria for Developing Goal Statements
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Tips: Should focus on the results that will drive and define project
success
Traps: Including a solution as part of the project goals
Assigning blame in the statement
Goal Statement Tips and Traps
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Pharmaceutical Publications Problem Statement - During the past year, publications have increased by a rate of 20% per
month. The time it takes to get a publication released is approximately 4 months. In addition, there are on average 4 drafts of each publication that are created before it is approved for release. This problems leads to slow market distribution and could lead to lost revenue if the publication is released too late to have a positive impact on the new drug sales.
Goal Statement - Reduce publications release time by 50% and drafts to 1 for each publication by August 30th.
Claims Processing Center Problem Statement - Customer inquiries account for 65% of incoming claims calls.
Currently, our response time to these inquiries varies from 2 hours to 5 days. In addition, approximately 10% of inquiry calls are call backs from customers who have not received follow-up from their initial call. These problems are leading to customer dissatisfaction with our services and ultimately loss of business.
Goal Statement - Reduce the response time <1 day and eliminate call backs from customers by January 15th.
Problem and Goal Statement Examples
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Indicates the financial benefit of doing the project What are the potential costs of not doing this project? Quantify the potential financial impact and link to
business pain
Separate hard benefits (cost reduction, profit increase) from soft benefits (cost avoidance, customer retention)
During the front-end of a project, detailed data and information may not be available, so estimates may be required at the beginning of a project
Updated and refined as the project proceeds and more data becomes available
Project Description – Estimated Benefit
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
One of the main goals of Lean Six Sigma is to improve the company’s bottom line financial results over the long term
Capturing and reporting the financial benefits of the project are important to determine: Are we getting a return for our investment of valuable resources? Are we having an impact on our key financial performance
measures? How process improvements affect our organization’s financial
health and overall performance
Project benefits will be reported to the Leadership Team The results must be verifiable and supported
Why the Estimated Project Benefit is Important
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Hard Benefits - Improvements that result in real and measurable cost or asset reductions. Examples of Hard Benefits:
– Incremental revenues – Cost reductions such as fewer headcount
Soft Benefits - Improvements that do not immediately reduce cost or assets but provide benefits through improved process efficiency, employee productivity, improved customer satisfaction, improved competitiveness, etc. Examples of Soft Benefits:
– Avoidance of lost sales – Cost avoidance such as the need to hire 5 instead of 10
The Two Categories of Project Benefits ($$)
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Gross Hard Project Benefits
+
Gross Soft Project Benefits
Less: Project Implementation Costs
= Net Project Benefits
Net Project Benefits
Method to Calculate Estimated Project Benefits ($$)
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Hard benefits…such as: Incremental Revenues…less Cost of
Goods Sold (COGS) Cost Reductions
Soft benefits…such as: Avoidance of lost sales…less COGS Cost avoidance
Gross Hard Project Benefits
+ Gross Soft Project Benefits
Less: Project Implementation Costs
Implementation costs include... Full-time resources assigned to the project Consultants, contractors and temps Other considerations for running the project Implementation costs exclude… Direct costs of Quality resources assigned
to the project prior to implementation
Gross Project Benefits
Net Project Benefits
Project Implementation Costs
Method to Calculate Estimated Project Benefits ($$)
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Reduce costs by 30% ($50,000 annually)
Reduce rework, increase productivity per person
Reduce task time by 3 hours per week
10% increase in monthly revenues ($725,000 annually)
Reduce re-work, speeds up workflow cycle time
Reduce processing accuracy defects
Reduce costs of potential legal fees by 40% ($1.5 million annual impact)
Avoid legal costsEliminate compliance risk
20% increase in repeat business ($2 million annual impact)
Increase customer satisfaction; increase customer retention
Increase in on time delivery and installation of phone line from 80%-90%
Estimated dollar impact of improvement
($$)
Benefit of ImprovementType of Improvement
Examples of Estimated Project Benefits ($$)
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identifies the process the team will be focusing on improving
Establishes project boundaries Clarifies the process start and stop points
Clarifies which process(s) / department(s) are included in the project
Identifies which process(s) / department(s) are excluded from the project
Project Description – Project Scope
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Properly scoped projects are critical for success and optimal benefit so pay attention to the following tips and traps:
Tips: Avoid scopes that are too small to justify the manpower
commitment of a Lean Six Sigma project Avoid too large of scopes which can take the team’s focus off the
key project objective and put the success of the project at risk
Traps: Tendency in the beginning of the project to try to do too much Overestimating the level of resource commitment Overestimating the willingness of our stakeholders to embrace
radical change Assigning blame in the statement
Project Scope Tips and Traps
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Be wary of scope creep!
Allowing the scope of your project to balloon can cause a team to lose sight of the project objective and lead to project failure.
As a project’s scope increases linearly, its complexity tends to increase geometrically. It is therefore in our best interest to keep our projects as narrowly-focused as will yield significant benefits.
Scope Creep
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
There is a marked tendency at the outset of a Lean Six Sigma project to attempt to do too much, to solve a problem so large and so profound that the effort involved will be enormous. We call these types of initiatives “boiling the ocean” projects, as they are likely to fail no matter how many resources are employed to work on them.
IF YOUR PROJECT... Requires a project team of 6 or more Requires either several pages of detailed
process mapping or process blocks which are broad and cross-functional
Contains a problem statement which is not specific to one issue
Has multiple Ys or customer requirements Does not have a clear start and end point Involves multiple Champions (and/or
Sponsors) from the highest levels of the business
Requires more than a year of time to complete start to finish
Encompasses multiple Lean Six Sigma projects
REDUCE THE
PROJECT SCOPE!
Guidelines to Project Scope
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A problem which occurs far less frequently in Lean Six Sigma projects than “boiling the ocean” projects, is the project that is so small in scope that it doesn’t yield significant benefits or organizational impacts. If your project is too small in scope, it may not be worth the investment of resources necessary to achieve its potential benefits.
IF YOUR PROJECT... Is not related to a strategic business
imperative Has little or no impact on your customers Project savings < cost to implement Drives improvements which could be
implemented instantly without issue Serves only to justify “common sense”
approach to problem
INCREASE THE
PROJECT SCOPE!
Guidelines to Project Scope
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To properly re-scope your project:
If the scope needs to be decreased: reexamine your process map, business case, and problem statement and consider breaking the project into manageable pieces
If the scope needs to be increased: reexamine your process map, business case, and problem statement and cast your net wider for potential improvements
Changing the Scope of Your Project
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Claims Processing Center Area of Focus: New Claims Processing Process
Includes: Claims Queue Initial Claims Reimbursement
Start: New claim is received from customer Stop: Claim is approved and reimbursed or claim is denied
Excludes: Denied Claims Customer Complaints
Pharmaceutical Publications Area of Focus: Publication Creation and Distribution Process
Includes: Articles, Flyers, Marketing Materials Review Distribution
Start: Publication order is received Stop: Publication is distributed
Excludes: Publication Planning
Project Scope Examples
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identifies all of the people that need to be involved on the project team Includes both formal members and satellite team members
(members involved in critical decisions, may help on key team deliverables but not serve as a formal team member)
Identifies the resource’s functional role (VP Sales) in the organization and their role on the project team (Champion)
Lists the anticipated amount of time the resource will spend on the project (hours per week)
Should be approved by the Champion and direct managers of employees that will participate on the project prior to kick-off
Project Resources
39 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A high level project plan with start and completion dates for each phase
Critical points in the DMAIC process where progress is reviewed
Are reviewed at tollgate reviews
Negotiated with Champion/Process Owner based on Scope of project Complexity of project Existence of relevant data Amount of resource allocation
Project Milestones
40 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Most projects evolve, few are cast in stone from the beginning so the charter is a living document
In each phase of DMAIC as you gather more data, the information in the project charter can be further refined and updated
Be open to revising the scope, problem statement, and goal statement as the team makes progress and learns more about the process they are improving
Check with your Champion before making substantial changes to the charter
Things to Keep in Mind when Developing a Project Charter
41 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
PROJECT DESCRIPTION
Business Case The Customer Inquiry process is an important touch point with our customers. Therefore, one of our strategic objectives is to ensure the customer inquiry process is consistent in meeting our customer’s needs. Customers have indicated that our customer inquiry process needs improvement. Currently, there is no consistent approach or standard to handling customer inquiries. The handling and response to customer inquiries varies a great deal from one customer service representative to another. This lack of consistency leads to inaccurate handling of customer inquiries, rework, increased customer complaints, and ultimately lost customers
Problem Statement Customer inquiries account for 65% of incoming claims calls. Currently, our response time to these inquiries varies from 2 hours to 5 days. In addition, approximately 10% of inquiry calls are call backs from customers who have not received follow-up from their initial call. These problems are leading to customer dissatisfaction with our services and ultimately loss of business
Project Goals Reduce the response time <1 day and eliminate call backs from customers by January 15th
Estimated Benefits ($$)
Approximately $500K in hard savings (line charges, vendor charges) and $1.2MM in soft savings (people time)
Project Scope Area of Focus: New Claims Processing Process
Includes: Claims Queue, Initial Claims, Reimbursement
Excludes: Denied Claims, Customer Complaints
Start Point: New claim is received from customer
Stop Point: Send notification to customer
Project Charter Example – Processing Center
42 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Project Resources
Team Members Function in the Business Project Role Time Dedicated to Project (Hrs/Week)
Chris Matthews Claims Service Rep Black Belt / Green Belt 20
Donna Hillary Accounts Reimbursement Team Member 5
Jason Whitley Customer Service Rep Team Member 5
Clyde Mahoney Risk Assessment SME 2
Kristine Swanson Quality MBB 2
Suzy Maculvey VP, Claims Champion 1
Additional Support Finance, IT (resources to be named later)
Project Milestones
Milestone Phase Start Date Completion Date
Define January 1st February 14th
Measure February 11th In Progress
Analyze March 23rd April 9th - To Be Completed
Improve April 10th May 29th - To Be Completed
Control May 30th June 30th - To Be Completed
Closure July 1st August 1st - To Be Completed
Project Charter Example – Processing Center
43 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Practice applying SMART criteria to various goal statements from project
charters.
Instructions Utilize the SMART criteria to identify which of the following goal statements
on the following page are: Specific Measurable Attainable Relevant Time Bound
Identify which element(s) of the SMART criteria is missing, if any. Prepare your findings.
SMART Project Charter EXERCISE
44 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Reduce credit card resolution time by 75% in 2 weeks. In addition maintain credit card resolution accuracy.
2. Improve the meeting room scheduling process.
3. Reduce failed installs by 30%
4. Achieve an 80% or greater small business customer retention rate by year end.
5. Improve profitability.
6. Reduce late and early appliance deliveries in 6 months from the project kick off date.
7. Reduce contract processing cycle time by 40% and reduce required resources by 10% by July 06.
8. Decrease costs by end of year.
SMART Project Charter EXERCISE
45 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
SMART Project Charter EXERCISE
46 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Reduce credit card resolution time by 75% in 2 weeks. In addition maintain credit card resolution accuracy. (not attainable)
2. Improve the meeting room scheduling process. (not relevant)
3. Reduce failed installs by 30%. (not time bound)
4. Achieve an 80% or greater small business customer retention rate by year end. (no change)
5. Improve profitability. (not specific, not time bound, don’t know if it’s attainable because we don’t have enough info)
6. Reduce late and early appliance deliveries in 6 months from the project kick off date. (no quantifiable goal, by what percent?)
7. Reduce contract processing cycle time by 40% and reduce required resources by 10% by July 06. (no change)
8. Decrease costs by end of year. (not specific)
SMART Project Charter – Answers EXERCISE
47 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
Understanding of what a project charter is and why it’s important
Steps and components for drafting a project charter
Tips and traps for drafting each component of a charter
How to calculate estimated project benefit
Gained experience applying effective criteria to developing the charter
How to identify when you need to change your project scope
Summary of Section
48 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
Project Charter Development
Project Selection
Define – Project Charter
Lean Six Sigma Training
Effective Teams
49 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By the end of this section, you will be able to:
Know the keys to successfully operating as a team
Identify critical team roles and responsibilities
Identify team member profiles and interpersonal styles
Understand guidelines to communicate effectively within the team
Understand the importance of utilizing a conflict-resolution process
Understand team decision making methods
Overview – Objectives – Key Topics
50 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
“SMART” Charter Project Goals and
Objectives
Clearly Identified Roles & Responsibilities Who does What
Team Procedures How does the Team Complete Deliverables
Effective Teams
Key Characteristics of Effective Teams
51 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Roles and responsibilities are clear
Members agree on how to work together and make decisions
Members leverage differences in team member profiles and interpersonal styles
Communication is clear and honest among the team
Members use a conflict-resolution process
Keys to Operating as a Successful Project Team
52 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Formalized team roles enables the team to effectively avoid the “too many chiefs” syndrome (too many leaders).
Team members work more effectively when they know what is expected of them
Having clear roles and responsibilities creates an environment of accountability
Lack of clear roles can cause expectations to not be met which increases team conflict
Roles that are not clearly defined lead to work overlap or significant gaps, resulting in rework or catch-up effort
Importance of Team Roles and Responsibilities
53 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Black Belt / Green Belt
Provide mentoring and Lean Six Sigma tool expertise support to team
Validate that the team is following DMAIC process
Facilitate team communication internally and with other teams and stakeholders
Work with team to overcome roadblocks and sources of resistance
Keeps project team on track, coordinates team activities
Process Owner
Provide input and encourage the team
Attend critical team meetings when input on critical decisions is required
Takes ownership for the implementation of the process improvement and is accountable for process results after implementation
Team Meeting Roles and Responsibilities
54 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Team Members
Come prepared to meetings
Complete tasks assigned and report back to the team
Support team and any consensus decisions by the team
Master Black Belt
Attend critical team meetings
Provides guidance and coaching to the Black Belt / Green Belt
Team Meeting Roles and Responsibilities
55 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Facilitator (Usually Black Belt / Green Belt, but role can be rotated)
Creates team meeting agenda
Guides team through agenda, tests for consensus, and clarifies discussion points
Gather all team member’s input, ensures all are engaged and given the opportunity to participate
Schedules, arranges and conducts meetings
Timekeeper
Keeps meetings focused and on track
Helps maintain time limits on the agenda
Scribe/Recorder
Maintains shared files (electronic and paper)
Records meeting minutes and action items
Team Meeting Roles and Responsibilities
56 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What is a team member profile?
How individuals translate information
How individuals accomplish key tasks
How individuals interact with others
How individuals influence others
How individuals react to change
Understanding Team Member Profiles
57 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Stays clear of confrontation
Avoids difficult or challenging discussions
Risk adverse Calls for caution and
is often critical Tentative or
restrained
Often waits until the last minute to complete deliverables/tasks
Hesitates in diving in due to fear of failure
Works well under pressure
Seeks alternative ideas
Does not pay much attention to detail
Characterized by originality and expressiveness
AvoiderCautiousProcrastinatorCreative
Often positive about things
One who usually expects a favorable outcome
Requires information and data to make decisions
Focuses on details Often over analyzing
things
Skilled at planning Linear in thought
process Enjoys the role of
“Gatekeeper” Often completes
deliverables ahead of schedule
Often takes control of situations
Constantly pushing for results
Sometimes individual goals dominate situations
OptimistAnalyzerTacticianDriver
Common Individual Behaviors
58 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Review the Individual Profiles among your team:
Do individuals share common behaviors?
If yes, should this be a concern?
If no, should this be a concern?
What behaviors may have a tendency to contradict each other?
What should the team do about this?
How can the team work effectively together given the various Individual Profiles?
Developing a Team Profile Team Profile
59 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Good communication practices for all team members:
Honest, candid team feedback
Balance positive and negative feedback
Support ideas with examples, information, data or pictures
Listening actively
Common communication mistakes to avoid:
Inadequate time for discussion
Faking understanding
Not paying attention to body language
Poor or ineffective communication can hinder team effectiveness
Team Communication Considerations
60 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Conflict is a normal part of team development, but here are some guidelines…..
Tolerate conflict when it: Enables ideas to be tested and built upon and is proving to be
constructive Allows team members to gain a deeper understanding of one another Increases creative thought Increases involvement
Intervene to resolve conflict when it: Team members become more concerned about “winning” the conflict
than communicating their point of view Polarizes the team Involves personal insult or attack Disrespects the values of the organization
Team Conflict
61 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Talk through issues until a higher-level solution is found and is supported by all team members
Openly discuss personal differences of opinion, dealing with them directly but tactfully
Listen carefully to each person/group’s point of view
Clarify the core issue by separating areas of agreement from areas of disagreement, then try to build small agreements to reach a compromise
To calm the agitation, have disagreeing team members write down their issues and ideas before discussing with the group
Consider taking members who conflict outside of the meeting to mediate the disagreement and come to a compromise
Team Conflict Management and Resolution Techniques
62 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Method Description Effect Non-intervention Avoids/Withdraws from addressing
situation Does not solve problem
Smoothing De-emphasizes conflict, attempts to smooth over
Short-term solution, can resurface later
Compromising Giving up some things in exchange for getting other things
Can provide resolution, but can cause resentment
Forcing Forcing only one viewpoint High probability of conflict re- emerging, increased resentment
Collaborating Incorporates multiple viewpoints to gain commitment from all
Long-term resolution
Confronting/ Problem Solving
Examine alternatives to find resolution that meets everyone’s goals
Provides ultimate resolution
Methods to Deal with Conflict within the Team
63 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Decision making often requires time and effort to reach agreement within the team. There are many internal and external influences that can delay the decision making process. To assist you, the following are 5 potential options that a team can utilize in making a decision.
Decide and Announce
Delegate with Constraints Consensus Gather Input from the Team and Decide Gather Input from Others (influencers) and Decide
Decision Making
64 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
Know the keys to successfully operating as a team
Identify critical team roles and responsibilities
Identify team member profiles and interpersonal styles
Understand guidelines to communicate effectively within the team
Understand the importance of utilizing a conflict-resolution process
Understand team decision making methods
Summary of Section
65 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
End of Lesson: Define – Project Charter
Lean Six Sigma Training
66 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
Tollgate Reviews
Meeting Planning
Project Planning
Define – Project Management
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the importance of effective project planning
Learn tools for effective project planning
Understand how to develop a DMAIC Milestone plan for your project
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. When is the project going to end?
2. What deliverables and tasks do I have to complete before the project is completed?
3. Who is going to own completion of the project deliverables?
4. How are the Lean Six Sigma deliverables and tasks linked to one another?
5. How will the team members and other project resources allocate their time to the project?
6. When are critical milestones supposed to be met?
Effective planning early in the project will help answer the following questions:
Why Invest Time Planning?
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Start Date Stop Date
Milestone A
Milestone B
Milestone C
Task B
Task A
Task C
Task D
Task E
Task F
Resources Aligned
Typical Project Planning Process
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Project planning is a set of milestones and activities that ends in specific accomplishments.
Clear milestones and tasks
Start and end dates for each milestone, task, and sub-task
Resources aligned to tasks
Milestones of Lean Six Sigma
Project Planning Basics
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Milestones of Lean Six Sigma
Milestones – are key phases of the project where major deliverables are completed and key decisions are made and approved by project stakeholders and management. Each phase of Lean Six Sigma is considered a milestone.
Tasks – are the activities that are completed to reach the milestone. Tasks include Charter, SIPOC, VOC. Every project plan should also have sub-tasks. Sub-tasks are the detailed activities that the team will complete in order to finish the tasks. All sub-tasks should use a verb-noun format, e.g., complete, deliver, check, collect, etc.
Note: Both milestones and tasks/sub-tasks have start and end points to keep the team aligned to the overall project timeline.
Project Planning Basics
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Milestone
Task
Sub-Tasks
Resources Completion Dates
Predecessor
% Complete
Duration
Project Planning Elements DMAIC Project
Plan
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Project Planning Element
Definition
Resources The team members or other organizational resources who will be responsible for completing the tasks.
Duration The time in days that the milestone, task, and sub- task is planned to take. This is based on the calculation of the start date and end date.
% Complete The % complete of each milestone, task, and sub- task. (Completion % should be updated regularly as activities are completed on the project).
Predecessor The task or sub-task that proceeds the noted task (A task marked with predecessors can not be completed until the other tasks are completed).
Project Planning Elements Defined
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The importance of effective project planning
Tools for effective project planning
How to develop a DMAIC Milestone plan for your project
Summary of Section
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
Tollgate Reviews
Meeting Planning
Project Planning
Define – Project Management
Lean Six Sigma Training
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the importance of effective meeting planning
Learn tools for effective meeting planning
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Identify effective meeting challenges and barriers in your organization.
Instructions Identify current challenges and barriers to effective meetings in your
organization. Prepare your findings.
Effective MeetingsEXERCISE
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Effective MeetingsEXERCISE
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Discussion
Effective MeetingsEXERCISE
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Effective meetings have the following characteristics:
The right people participating
Clear objectives
Understanding of objectives before meeting begins
Good facilitation of discussion, time, note taking
Good amount of breaks
Action items from meeting
Continuation from previous meeting(s) – if needed
Meeting Planning Basics
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Agenda Template:
Task Method Owner Time Agenda Review Review Desired Outcomes & Tasks <Owner> <Time> Minutes Review minutes from previous meeting <Owner> <Time> <Task> Presentation <Owner> <Time> <Task> Review
Agreement <Owner> <Time>
Break (if needed) <Time> <Task> Discussion
Brainstorm Ideas <Owner> <Time>
Wrap/Up and Next Steps 1.Review Action Items 2.Review Next Steps
Present Agreement
<Owner> <Time>
<Project Name> Team Meeting Agenda <Date> <Time>
<Room # and/or Teleconference Information> Desired Outcomes: <Desired Outcome> <Desired Outcome> <Desired Outcome>
Good Planning Starts with an Agenda Team Meeting
Agenda
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Meeting date, location, time, agenda with desired outcomes, and materials that will be reviewed during the meeting should be sent to participants at least 24 hours in advance of meeting
Allow ample time for agenda planning (a solid, organized agenda is key to having a successful, productive meeting)
If difficult or challenging topics are to be discussed, meet with participants ahead of time to get input and support for meeting objectives
Have participants confirm participation by accepting meeting request or obtain verbal during one-on-one meeting
Follow-up with completed tasks, next steps, and meeting minutes should be sent out to participants no later than 24 hours after meeting completion
Meeting Planning Tips
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The minutes should contain the following elements:
Outcomes of the meeting
Developed or updated materials
Action items and owners
Next steps
Next meeting schedule – location, date, time if planned
Each meeting should be followed up with minutes which document what was discussed during the meeting and captures key action items.
Meeting Minutes
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The importance of effective meeting planning
Tools for effective meeting planning
Summary of Section
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
Tollgate Reviews
Meeting Planning
Project Planning
Define – Project Management
Lean Six Sigma Training
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By the end of this section, you will be able to:
Understand the purpose and importance of project tollgates
Know the process and guidelines for project tollgate reviews
Identify key deliverables required for each project tollgate review
Understand important considerations for tollgate review planning
Overview – Objectives – Key Topics
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
DEFINE
MEASURE
ANALYZE
CONTROL
IMPROVE
A tollgate review is a checkpoint that ensures completion of each phase of a DMAIC project.
Tollgate Purpose DMAIC Tollgate
Presentation
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Sponsor (mandatory) – actively engaged in representing, supporting and questioning the data and team members.
MBB (mandatory) – Sets expectation of tollgate process and objectives to leadership. Engaged in supporting the team as needed.
Black Belt / Green Belt (mandatory) – leads presentation to leadership and is overall accountable for presentation development and desired outcomes of tollgate review.
Select Team Members (optional) – selected members actively participate during review.
Champion (optional) – actively engaged in questioning the team for completion of required tasks/objectives for each phase. Projects with cross- team dependencies would have other teams’ champions participate.
Process Owner(s) (optional) – may attend all phases, but required for Improve and Control phases.
Who Attends the Tollgate?
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
DMAIC Deliverables for Tollgates
Define Measure Analyze Improve Control
Project Charter Project Management Project Plan
Process Definition SIPOC As-Is Process
Map Quick Win
Identification Stakeholder
Management Stakeholder Map Stakeholder
Management Plan Communication
Plan Voice of Customer Customer
Identification VOC Research
Plan Kano Analysis CTQ Identification
Root Cause Analysis Affinity Diagram Fishbone Diagram
and/or 5 Why’s Lean Process
Analysis Lean Tools and
Measures Graphical Data
Analysis Histogram Pareto Chart Box Plots Multi-vari Correlation
Analysis Statistical Data
Analysis Linear Regression Multiple
Regression Root Causes
Identified Quick Win
Identification
Identify Measures X/Y Matrix
Data Collection Operational
Definitions Measurement
Systems Analysis (MSA) Data Collection
Plan Describe and Display
Data Histogram Pareto Chart Pie Chart Run Chart Control Charts
Baseline Performance Sigma
Performance Yield Process
Capability Quick Win
Identification
Identify and Select Solutions Generate Solutions Benchmarking Solutions
Prioritization Matrix Solution Selection
Matrix To-Be Process Map
Financial Impact of Solutions Cost/Benefit Analysis
Risk Planning and Testing Failure Modes and
Effects Analysis (FMEA) Pilot Plan
Implement Solutions Multi-Generational
Product Plan (MGPP) Implementation Plan Stakeholder
Management Project Storyboard
Process Control Control Charts Process
Monitoring Plan Dashboard
Response Plan Project
Documentation Process
Procedures Replication
Opportunities Solution Transfer
Plan
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
In addition to the DMAIC deliverables, teams should be prepared to review the following throughout the tollgate process:
Open issues/barriers for project Action items from previous tollgate Decisions from previous tollgate Next steps for project
Define Measure Analyze Improve Control
DMAIC Deliverables for Tollgates
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Business Case is aligned with strategic objectives Problem Statement and Goal Statement are clearly
defined and measurable (SMART) Resources are identified and have been approved DMAIC timeline is realistic
All segments have been completed Relationships of S-I-P-O-C are clearly defined Process start and end points are scoped properly for
project Segments contain enough granularity for proper scoping
and identification of relationships.
Project Charter
SIPOC
As-Is Process Map
Process map reflects the true “as is” process Was developed and validated with subject matter experts Is at the appropriate level of detail to highlight quick win
opportunities
Define Tollgate Planning
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
VOC research plan is documented and contains necessary detail (customers, method, information to be gathered, resources)
Customers have been selected that can provide feedback to problem being fixed
Clear link between customer issues to needs to CTQ’s CTQ’s are measurable and related to problem statement
in charter
Project plan contains all necessary milestones, tasks, and sub-tasks to complete project
Timeline is realistic for project Resources are aligned to tasks
VOC/CTQ’s
Project Plan
All customer/project/individual groups have been identified Stakeholder Map, Stakeholder Management Plan Communication methods and timings are relevant for each
customer/project/individual group
Stakeholder Management Plan
Define Tollgate Planning
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Ensure coordination of dependencies among all transition projects
Share best practices/lessons learned
Remove organizational barriers to team success
Request funding to move forward where applicable
Reward and recognize the team efforts
Check for consistent understanding of the project and its objectives
Monitor team progress for cost and schedule compliance
Alignment to company strategy Ensure data quality/integrity Identify additional resource needs Assist team with escalation of
issues and risks
Sponsor’s Guide for Tollgate Reviews
Be Prepared – Sponsor’s Tollgate Guidelines
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Challenge the purpose and objectives of the project Determine if project goals are achievable and realistic Ensure alignment between business case, objectives and problem
statement Assess the impact on stakeholders Determine if right customers have been included in VOC Remove barriers to success
Champions Guide for Define Tollgate Review
Be Prepared – Champions Tollgate Guidelines
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The purpose and importance of project tollgates
The process and guidelines for project tollgate reviews
Key deliverables required for each project tollgate review
Key considerations for tollgate review planning
What you learned during this section:
Summary of Section
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
End of Lesson: Define – Project Management
Lean Six Sigma Training
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
Process Mapping
Quick Wins
SIPOC
Process Overview
Define – Process Definition
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the levels of processes in an organization
Learn the difference between core and enabling processes
Understand what an organizational process model is
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A process is defined as a repetitive and systematic series of actions or operations whereby one or more inputs from suppliers is used to
achieve an output of value to the customer (internal/external)
Input Output Process
Actions
Process Model
What is a Process?
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
There are various levels to all organizational processes.
LEVEL 1 High-Level Organizational Process
LEVEL 2 Sub-Processes
LEVEL 3 Activities
LEVEL 4, 5 Procedures and Tasks
Process Levels
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Core Process A core process is one of the major processes required in managing the operation and providing day to day services to the customer.
These are processes that are seen as having greater value by external customers Examples: Service Claims, Develop Product
Key enabling Processes that support one or more other processes, typically by supplying indirect inputs; do not usually have direct impact on the external customer Support the core processes and
enable a company to manage the operation and provide day to day services to the customer
Enabling processes often direct or tune other processes
Examples: Finance, Info Technology
Types of Processes
Core Process
Sub-Process Sub-Process
E N A B L I N G
E N A B L I N G
E N A B L I N G
E N A B L I N G
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A core business process is one which is:
Closely linked to external customers at both the beginning of the process and the end of the process
Closely tied to the organization’s core competencies
An integral part of the organization’s “identity” with customers/markets
Key to achieving strategic objectives
4.0 Authorize Claim
3.0 Process Contract
5.0 Pay Claim
1.0 Develop Product
6.0 Service
Customers
2.0 Distribute Product
Criteria For Identifying Core Processes
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A key enabling process is one which:
Typically supplies indirect inputs to the core process
The impact, positive or negative on the core process(es) is potentially significant
Governs or “fine tunes” the core process
9.0 Legal
8.0 Human Resources
10.0 Information Technology
7.0 Finance
11.0 Risk
Management
Identifying Key Enabling Processes
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
An organization is a chain of interwoven core and enabling processes, each of which contributes to the product or service provided to the external customer.
The Process Chain is only as strong as its weakest link
Process Chain
Your Organization
CoreCoreCore enabling enabling enabling
Internal Suppliers / Customers
Product/Process Requirements
Product/Process Outputs
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
CORE PROCESSES
KEY ENABLING PROCESSES
2.1 Qualify
Customer
2.3 Complete
Census
2.2 Sell Product
1.3 Price
Product
1.2 Design Product
3.1 Review Packet
3.3 Audit
Contract
3.2 Enter
Contract
4.1 Evaluate Eligibility
4.3 Authorize
Claim
4.2 Adjudicate
Claim
5.1 Review Claim
5.3 Distribute Payment
5.2 Settle Claim
6.1 Route Inquiry
6.3 Address Inquiry
6.2 Gather
Information
7.1 Cash
Management
8.1 Manage
Employees
8.2 Recruit
Employees
9.1 Product Filing/
Approval
10.1 Manage Network
11.1 Monitor
Risk
10.2 Deliver Tech.
Solutions
4.0 Authorize Claim
3.0 Process Contract
5.0 Pay Claim
1.0 Develop Product
6.0 Service
Customers
2.0 Distribute Product
1.1 Collect Market
Data
9.0 Legal
8.0 Human Resources
10.0 Information Technology
7.0 Finance
11.0 Risk
Management
Example of Core & Enabling Process Model
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
Understand the levels of processes in an organization
Learn the difference between core and enabling processes
Understand what an organizational process model is
Summary of Section
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
Process Mapping
Quick Wins
SIPOC
Process Overview
Define – Process Definition
Lean Six Sigma Training
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the relationships of a process
Define the suppliers, inputs, process, outputs, and customers of a process
Identify the boundaries of a process
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To develop a high-level view of the process
Developing an accurate “picture” of the process is made easier by first understanding its elements
To avoid scope creep
Purpose of Developing a SIPOC
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Effective improvement requires information from the entire Supplier-Customer Relationship
Elements Common to All Processes
Suppliers Inputs Process Outputs Customers
S I P O C
Process Map
SIPOC
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The products or services resulting from a process, which address a customer’s need
Output
A process is a collection of activities that takes one or more kinds of input and creates output that is of value to the customer
Process
Materials, resources, data, information, guidelines required to execute your process
Input
The limits of a particular process, usually identified by the inputs and outputs, identifies where the process starts and stops
Boundary
Whoever receives the output(s) of your process – may be internal or external
Customer
Whoever provides the inputs to your processSupplier
SIPOC Elements
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Work backwards when completing the SIPOC 2. Start by identifying the customers first, then the process outputs 3. Identify the process start and stop points, then complete the remaining steps 4. Identify process steps - rapid brainstorming
Use your sticky notes One step per note Write big Don’t worry about order Don’t discuss in detail Begin all steps with a verb
5. Finally, define the inputs and suppliers 6. The suppliers may be the customers as well
Steps to Complete a SIPOC
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Suppliers Inputs Process Outputs Customers
Customer
Collection Agency
Customer Complaint
Billing Question
Statement Question
Renewal or New Account Set-up
Credit Card Resolution
Accurate Statement
Credit / Debit to Account
Credit Card Customer
Collection Agency
Accounts Payables
Accounts ReceivableUpdate Customer Data
Start Boundary
Stop Boundary
Receive Customer Call Gather Data
Review History Identify Problem
Resolve Problem
Call Center SIPOC Example SIPOC
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The relationships of a process
The use of SIPOC to define suppliers, inputs, process, outputs, and customers of a process
The identification of boundaries of a process
Summary of Section
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
Process Mapping
Quick Wins
SIPOC
Process Overview
Define – Process Definition
Lean Six Sigma Training
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the basic process mapping shapes
Document the detailed steps and activities of a process
Understand the concept of deployment flow charts
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Definition: A process map is the graphical representation of the steps, actions, and operations that constitute a process
Purpose: In order to control or evaluate a process the team needs to have a clear picture of the current process
Who develops it: The team works with those who perform the process itself to map out the process
Basic Process Mapping Shapes Start / Stop Point Task / Activity Decision Point Direction of Flow
What is a Process Map?
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Describe how activities are being done
Identify where a team should measure in a process to evaluate performance
Investigate where problems might occur
Aid in the re-design or improvement of a process
Help all stakeholders understand their part of the process and how it fits into the process as a whole
To perform gap analysis against regional processes or potential duplicate processes
Aid in training new people
Process Mapping Uses
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Example of “As-Is” Process
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Basic flowchart
Deployment flowchart (“swim lanes”) Processing Administration Adjusters Payables
Start
Activity
Activi ty
End30 5
70
20
Alternate Path flowchart
Activity
Activity
Types of Process Maps
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Indicates specific steps that occur in a process
Indicates decision points
Illustrates rework loops, bottlenecks, etc.
Clear start point
Clear stop point
Number each step
Represents Decision Point
1. Activity
Yes
No
Yes
No
2. Activity
3. Activity
Basic Flowchart
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Key:
Percentage of time task is done via phone or e-mail
Task
Phone
70
30 E-mail
Indicates percentage of Time one path of a process is taken over another path
Start Activity
Activity
End30
70
Alternate Path Process Map
Activity
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Ordering Dept.
Processing Dept.
Delivery Dept.
Customer
Start
Activity Activity
End
Decision Activity Activity Activity
Activity Activity Activity
Decision Activity
Horizontal Deployment Flowchart
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The basic process mapping shapes
How to document the detailed steps and activities of a process
The concept of deployment flow charts
Summary of Section
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
Process Mapping
Quick Wins
SIPOC
Process Overview
Define – Process Definition
Lean Six Sigma Training
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Learn how to identify quick win opportunities
Practice applying quick win criteria
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Utilizing Lean Six Sigma techniques (i.e. process mapping) often uncovers many easy and obvious improvement opportunities. These are referred to as “Quick Wins”. Teams should be prepared to react to these opportunities and implement changes to the process.
The criteria for defining an improvement opportunity as a “Quick Win” are:
Easy to Implement – the improvement does not require significant planning and coordination
Reversible – the improvement is reversible (i.e. it is easy to go back to the original process)
Fast to Implement – the improvement does not require a significant amount of time to implement
Within the Team’s Control – the scope of the improvement is within the control of the Team or Sponsor (i.e. the improvement does not cross multiple departments/areas within the business)
Cheap to Implement – the improvement does not require a significant amount of capital and/or resources to implement
Quick Win Opportunities Quick Win
Identification
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
Understanding how to identify quick win opportunities
Understanding of how to apply the quick win criteria
Summary of Section
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
End of Lesson: Define – Process Definition
Lean Six Sigma Training
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
Communication Planning
Stakeholder Analysis
Define – Stakeholder Management
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify the Stakeholders for the projects
Understand how to overcome resistance to change
Develop a Stakeholder Management Plan
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Stakeholder Management should be done early and throughout the initiative to continually influence key individuals. The process for
managing stakeholders is the following:
Identify Stakeholders
Develop Stakeholder Map
Develop Stakeholder
Management Plan
Step 1 Step 2 Step 3
The Process for Managing Stakeholders
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Anyone who is affected by the
process or product the project team is working
on.
Who is a Stakeholder?
4
Internal Customers
External Customers
Suppliers Customers
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify Stakeholders
Step 1
External Internal Suppliers 1. 10. 19.
2. 11. 20.
3. 12. 21.
4. 13. 22.
5. 14. 23.
6. 15. 24.
7. 16. 25.
8 16. 26.
9. 18. 27.
Identify All Stakeholders
The Process for Identifying Stakeholders Stakeholder Identification
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma will be driven by the support from key individuals throughout the organization. The project team’s communication and influence strategy needs to focus not only on the individuals engaged directly in the initiative, but those individuals who can have an impact on the success of implementation. These individuals are often referred to as stakeholders. Stakeholders include executive leadership, managers, process owners, or any individuals who have a “stake” in the outcome of the teams efforts.
Team Members
Project Sponsor Process Owner
Middle Management Executive Leadership
Front Line Employees
Enabling Functions Supplier
Stakeholder Influence
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Step 2 Develop
Stakeholder Map
Impact of Change (from the Project)
In flu
en ce
o n
Pr oj
ec t
Lo w
M ed
iu m
H ig
h
1. Place Stakeholder #s on the Stakeholder Map 2. Add Stakeholder Position
Stakeholder Position
Enthusiast
Neutral
Opponent
Low Medium High
9
4
5
6 8
3
7 6
1
2
The Process for Managing Stakeholders Stakeholder
Map
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Give those most affected by change the responsibility for implementing the change
Overcoming Resistance
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Common Sources of Resistance
Determine Sources Of Resistance
Technical Example: Lack of skills to complete
required tasks
Cultural Example: Locked into the way it has always
been done
Political Example: Difficulty
managing power and authority
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Step 3 Develop
Stakeholder Management Plan
Great action plans identify what, why, who, when and how. Preparing your team’s stakeholder management plan will enable proactive change management. The key elements of a stakeholder management plan are:
Stakeholder Who does the team need to focus on?
Objective What is the purpose/desired outcome of the action?
Action How will the purpose/desired outcome be achieved (i.e. meeting)?
Completion Date When will the action be completed?
Owner Who is responsible for following through with the action?
The Process for Managing Stakeholders Stakeholder Management
Plan
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
How to identify the Stakeholders for your project
Understand methods to overcome resistance to change
How to develop a Stakeholder Management Plan
Summary of Section
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
Communication Planning
Stakeholder Analysis
Define – Stakeholder Management
Lean Six Sigma Training
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand key considerations to making communication effective
Understand the key elements of a Communication Plan
Develop a communication plan
Understand how to create an effective Elevator Speech
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The #1 Reason communication efforts fail to achieve the level of understanding and influence intended is due to:
Emails, large meetings, print announcements, and even videos alone tend to: Be ignored Fail to engage recipients in active thinking Focus on “What’s in it for the company” rather
than credibly persuade “What’s in it for the individual”
Method of Communication
Effective Communication
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Have a clear message Involve and engage your audience Be candid Demonstrate, don’t lecture Follow up
Communication of the improvement project message should be 80% Face to Face meetings
80%
20%
Face to Face Company Wide
80%
20%
Face to Face Company Wide
Project Communication
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Organizational communication is a change agent The purpose of communication is not just to convey information, but to change behavior. Project communication should change behavior by building support of and buy-in toward the project's objectives.
Communication is a two way process
Listening and encouragement of feedback is critical to understanding whether project communication has been effective.
Craft communication in the interests and language of the target audience
To be effective, the message should be focused on the receiver of the communication’s interests in both content and context.
Communication must be compelling and continuous
To be compelling consider creative ways to deliver your message. To be remembered and internalized, communication needs to be continuous and consistent.
Communication Considerations
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A Communication Plan should be developed early in the project. The basic steps and components are as follows:
Target Audience: Identify the project audience(s) - include internal and external stakeholder groups
The “What” (message): Assess information needs - determine what groups need to know, want to know, and
expect. NOTE: Utilize project resources only on communicating information that contributes to success or where a lack of communication can lead to failure
Identify key project messages, announcements, that need to be delivered on a recurring basis
When: Define when communications will be provided
The Method: Identify the best media and methods available to communicate, e.g. face to face
meetings, presentations, email - remember people absorb information in different ways
Developing a Plan – What to Include Communication
Plan
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Owner:
Assign responsibilities for creating and delivering the various types of communications
Approval Process:
Document the approval process needed for any of the communications
Feedback Loop:
Create internal and external feedback loops to help evaluate the effectiveness of communications
Schedule tasks:
Schedule the work of communications and related dependencies into the project schedule to ensure they are part of the overall plan
Update Process:
Define a process for updating/changing the Communications Plan
Developing a Plan – What to Include
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Audience What When Method Owner Required Approval
Feedback Loop
• Team • Process owner
Project Kickoff
Project start date (June 5th)
Meeting Black Belt / Green Belt
Sponsor Plus/delta
All employees
Major Milestone Announce- ments
As completed
Email Black Belt /Green Belt
Sponsor Survey Questions
Communication Plan Example
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Make the Communication Plan readily accessible to the project team members.
Make sure project stakeholders buy into the Communication Plan.
Scale the Communication Plan to fit the complexity, duration, and size of the project.
Update the Communication Plan when significant changes occur.
Periodically ask team members if they are getting the right information at the right time.
Enter communication tasks in the project plan.
Be specific when assigning communication tasks - list responsible person(s).
Get proper approval before disseminating communication, when applicable.
Developing a Plan – For Best Results
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What is an elevator speech?
A tool used for helping team members practice articulating the project vision, purpose and objectives in a clear, concise and meaningful way.
It’s a simple but effective communication method to help build project support and buy-in from all members of the organization.
Elevator Speech
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Steps to develop an elevator speech for your project:
Imagine a chance meeting of a project team member with a key project stakeholder on the elevator. The project team member has five floors (90 seconds) to articulate to the stakeholder the project vision and objectives.
Identify the key 4-7 bullet points that should be communicated to the stakeholder while on the elevator ride. Some possible themes:
Problem statement/opportunity
Benefit to the organization
Current project status
What action others can take (show support, help communicate)
Team members practice reciting the elevator speech so the message is delivered consistently among all members.
Elevator Speech
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
Key considerations to making communication effective
The key elements of a Communication Plan
How to develop a communication plan
How to create an effective Elevator Speech
Summary of Section
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
End of Lesson: Define – Stakeholder Management
Lean Six Sigma Training
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
How to Translate VOC into CTQ’s
What is Voice of Customer (VOC)
Who is the Customer
Define – Voice of Customer
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the definition and types of customers
Identify and apply methods to segment customers
Understand methods to prioritize customers
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
It is our customers who determine whether or not our products and services and our work output are considered quality or not. Therefore being focused on the customer’s wants, needs and expectations is a central focus of Lean Six Sigma.
Customer
Business/Shareholder
The Customer’s Role
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify Customers
Review Charter and SIPOC
Define customers
Segment customers
Develop VOC
Research Plan
Identify research methods
Develop research plan
Develop VOC questions
Gather Customer Issues / Needs
Collect VOC Organize
customer issues into needs
Translate Issues /
Needs to CTQ’s
Translate needs into requirements (CTQ’s)
Set specification limits
Voice of Customer (VOC) Process
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Recipient of a Product or Service
External Product/Service
Internal Product/Service
Customer
Downstream in Process Leadership/Management Associates
Clients End-Use Consumers Regulators Brokers Shareholders
What is a Customer?
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
External Customers are groups or individuals external to the organization who receive or are affected by our products and services.
Internal Customers are groups or individuals whose ability to perform a job is impacted by the quality of products and services we provide to them, e.g., other processing departments, enabling departments (Finance), etc.
External Customers
Direct Customers
Indirect Customers
Those who receive and use our products and services.
Those who are affected by our work, or who have authority over us, but who may not actually use our products or services themselves, e.g., government agencies, stakeholders, etc.
Definitions of the Types of Customers
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A process is a chain of internal suppliers and customers, each of whom contributes to the product or service provided to the external customer.
The Process Chain is only as strong as its Weakest Link
Customer Process Chain
Your Organization
CoreCoreCore enabling enabling enabling
Internal Suppliers / Customers
Product/Process Requirements
Product/Process Outputs
Customers
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
It may be necessary to segment customers so customer research is focused on the most important customers.
Customers can be segmented by region, size, revenue, etc.
Region
Large Medium
Small
Size of Deal
Customer Segmentation
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A process may have many customers
It is difficult to address all the needs of all the customers
There is a need to focus on the vital-few key customers
Customers who purchase the majority of products/services (external)
Customers who provide the most revenue (external)
Customers who use your output at a critical juncture in their process (internal)
Once needs are addressed for the vital few, the project team can then focus on the needs of the next layer of customers
Why is it necessary to prioritize customers?
Prioritizing Customers
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Prioritization Matrix – Credit Union Example
5 = Major Impact of Customer on Criterion. 3= Moderate Impact. 1= Small Impact. 0= No Impact
Customer Criteria Total Large Dollar Transactions
Large Volume Transactions
Loans Certificates of Deposit
Money Market Funds
Large Commercial Customers
5 5 5 5 3 23
Small Businesses
1 1 3 0 1 6
Retail Customers
3 5 5 1 1 15
Elderly / Disabled
0 0 1 5 5 11
Tellers 0 3 1 1 1 6 Federal Examiners
1 0 0 1 1 3
Prioritizing Customers
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The definition and types of customers
Methods to segment customers
Methods to prioritize customers
Summary of Section
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
How to Translate VOC into CTQ’s
What is Voice of Customer (VOC)
Who is the Customer
Define – Voice of Customer
Lean Six Sigma Training
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand how to develop a VOC research plan
Understand methods to collect data around customer requirements
Develop effective VOC questions
Learn how to organize customer feedback into customer needs
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A philosophy and approach of understanding the “voice” of customers through continuous research
The term used to describe stated or unstated requirements that customers have of products or services
Voice of Customer (VOC) is:
Product/Process Outputs
What do customers want? How do customers communicate with us? Why should we listen to our customers?
What is most important? How are we doing?
Where can we improve?
Voice of Customer Defined
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify Customers
Review Charter and SIPOC
Define customers
Segment customers
Develop VOC
Research Plan
Identify research methods
Develop research plan
Develop VOC questions
Gather Customer Issues / Needs
Collect VOC Organize
customer issues into needs
Translate Issues /
Needs to CTQ’s
Translate needs into requirements (CTQ’s)
Set specification limits
Voice of Customer (VOC) Process
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Focus Groups
Used to pull together a group of similar customers with a broad range of opinions.
Surveys
Used as a comprehensive data gathering technique. Very valuable in gathering and prioritizing requirements.
Interviews
Used to ask probing questions from one-on-one sessions with customers. Can be structured or informal.
Market Research
Used to gather competitive comparison data. This is particularly useful if you want to compare strengths/weaknesses to competitors.
Be a Customer
Used to gain first hand experience from your products and services as your customers experience them.
Customer Complaints
Used to gather initial issues with products/services. Usually come from a small percentage of customers so do not necessarily represent majority of customers.
Research Methods to Collect VOC
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Complaints from Customers Feedback from Internal Associate
Qualitative InformationFrom
To QuantitativeInformation
Written Surveys Telephone Interviews
VOC Progression
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Start Broad - What is important?
2. Get Specific – What does that mean?
3. Prioritize – How important is this?
Complaints Requests Observations
Focus Groups Interviews
Surveys Requirements
Needs
Issues
The “Funnel” Effect for VOC Research
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Elements of a Customer Research Plan
Customer Segments to be Contacted
Identifies the groups (internal and external) that VOC data will be collected from
Information to be Gathered
Identifies the specific VOC questions to be used for each group
Data Collection Method
Identifies the medium for collecting the VOC (face to face interview, focus group, survey)
Customers to Contact
Identifies the # from each group (external) or specific individuals (internal) that data will be collected from
Project Team Owner
Assigns who on the project team is responsible for collecting the VOC
VOC Completed
Tracks when the VOC is complete
Develop Customer Research Plan VOC Research
Plan
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Clearly define the objectives of the survey (use qualitative information for developing objectives)
Draft questions that will meet objectives
Order questions appropriately (funnel from broad to specific)
1. Start Broad - What is important? 2. Get Specific – What does that mean? 3. Prioritize – How important is this?
Use a mix of open and close ended questions
Test the questions with a small sample of customers, then review to ensure objectives are being met
Developing VOC Questions
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Sample Open Ended Questions:
What are the product/service features that are most important to you? (primary and secondary)
What are your expectations relative to delivery dates?
How do we compare to our competitors?
What are some additional features that would enhance the product or service?
Examples of Effective Questions to Gather VOC
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Sample Close Ended Questions:
Would you continue to buy other products/services from us?
Did we meet all of your service expectations?
How important are the product/service features you mentioned: 1. Not important at all 2. Below average importance 3. Average importance 4. Above average importance 5. Extremely important 6. Not Applicable
Yes No
1 2 3 4 5 6 Not Satisfied Moderately
Satisfied Very Satisfied Not Applicable
Examples of Effective Questions to Gather VOC
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Practice identifying bias in questions.
Instructions Review the questions below and determine how each one is biased. Prepare your findings.
1. What service qualities, such as quick loan approval or excellent customer service, are most important to you (external)?
2. When did you mail in your application (external)?
3. What department caused the most problems in your ability to process the application (internal)?
4. What % of the time do you normally see the following types of errors (internal)?
Determining Question BiasEXERCISE
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Determining Question BiasEXERCISE
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. What service qualities, such as quick loan approval or excellent customer service, are most important to you (external)?
Question contains a narrow list of qualities. Neither may be the most important to the customer.
2. When did you mail in your application (external)?
Too much subjectivity. Difficult to remember actual time for customer.
3. What department caused the most problems in your ability to process the application (internal)?
Leading. There may have not been any problems. Also, focusing blame on a particular group.
4. What % of the time do you normally see the following types of errors (internal)?
Over-generalization. Doesn’t get to the requirement or expectation. Not based on actual data – assumptions.
Determining Question Bias – AnswersEXERCISE
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify Customers
Develop VOC
Research Plan
Gather Customer Issues / Needs
Translate Issues /
Needs to CTQ’s
Review Charter and SIPOC
Define customers
Segment customers
Identify research methods
Develop research plan
Develop VOC questions
Collect VOC Organize
customer issues into needs
Translate needs into requirements (CTQ’s)
Set specification limits
Voice of Customer (VOC) Process
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Qualitative data is different, it requires translation
Customer data can be overwhelming
Different voices heard at the same time
Customers often have difficulty in expressing requirements
Different “voices” from the same customer
Bias by the collector
Challenges and Key Issues with Gathering VOC
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Key Steps in Translating Qualitative Customer Feedback into Needs
1. Collect VOC
2. Probe for clear understanding
3. Identify key issue
4. Organize issues into central categories/themes
5. Translate into customer need in terms that make sense to the organization
Organize Customer Feedback
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Organization Tool: Affinity Diagram
Customer ResponseCustomer ResponseCustomer Response
Customer Response
Customer ResponseCustomer Response
Customer Response
Customer Response
Customer ResponseCustomer ResponseCustomer ResponseCustomer ResponseCustomer Response
Customer ResponseCustomer ResponseCustomer Response
Customer Response
Customer Response
Customer Response
Customer ResponseCustomer Response
Customer Response
Customer Response
Issues -
Hold Time Inaccurate Statement Phone
Transfers Process DifficultIssue Category -
Organizing Customer Feedback
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Examples of Translating Qualitative Information into Needs
Customer Issue Customer Need
“On hold too long”
“My statement is inaccurate”
“I keep getting transferred”
Reduce Hold Time
Statement Accuracy
Resolve Problem 1st Time
Organize Customer Feedback
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
How to develop a VOC research plan
Methods to collect data around customer requirements
How to develop effective VOC questions
How to organize and analyze customer feedback
Summary of Section
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
How to Translate VOC into CTQ’s
What is Voice of Customer (VOC)
Who is the Customer
Define – Voice of Customer
Lean Six Sigma Training
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Know how to translate customer needs into a measurable, actionable customer requirement
Learn tools for analyzing and prioritizing customer requirements
Understand how to identify customer specification limits
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify Customers
Review Charter and SIPOC
Define customers
Segment customers
Develop VOC
Research Plan
Identify research methods
Develop research plan
Develop VOC questions
Gather Customer Issues / Needs
Collect VOC Organize
customer issues into needs
Translate Issues /
Needs to CTQ’s
Translate needs into requirements (CTQ’s)
Set specification limits
Voice of Customer (VOC) Process
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Common Customer Requirements Reliability Durability Features
Prestige Usability Failure Recovery
Product Quality
Convenience Accuracy Speed/Timeliness
Treatment/Interaction Tangibles Failure Recovery
Service Quality
Low Original Price Value Ratio Discounts/Sales
Total Costs Frequent Buyer Plans Terms, Tax
Price/ Value
What Matters to Customers?
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understanding customer requirements is essential to assure the outputs of your processes meet the customer’s needs
To identify whether your organization’s processes are meeting customer needs and expectations, these customer needs must be translated into customer requirements that are measurable and quantifiable
The term for a measurable and quantifiable customer requirement is CTQ (Critical to Quality), because these are the characteristics of a product or service that are “Critical to Quality” for the customer
What is a CTQ?
Defining Critical to Quality (CTQ’s)
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
– Dissatisfaction
Primary SatisfierDelighters
Must Be
Satisfaction +
Service Dysfunctional
Service Fully
Functional
Prioritizing Customer Needs – Kano Analysis
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Requirements Type Definition Must Be – Priority #1 Requirement that can dissatisfy, but
cannot increase satisfaction
Primary Satisfiers – Priority #2 The more of these requirements that are met, the more the customer is satisfied
Delighters If the requirement is absent it does not cause dissatisfaction, but it will delight customers if present
Indifferent Customer is indifferent to whether the feature is present or not
Reverse Feature actually causes dissatisfaction
Kano Analysis Definitions
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Requirement Type Ease/Expense to Capture Approach to Use
Must Be Difficult, more expensive Information is known but difficult
to access and organize
Customer complaints One-on-One interviews Focus groups
Delighters Very difficult and expensive Information is unknown and
must be created or combined from many unrelated sources
Carefully orchestrated focus groups
Customer observation
Primary Satisfiers Easy and inexpensive information
Information is known and can be easily captured
Mail and phone surveys Market research Be a customer
Level of Effort to Capture Each Requirement Type
39 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Need Rating ~~~~~~~~ 4.2 ~~~ 3.6 ~~~~~ 1.2 ~~~~~~~~~~ 2.4 ~~~~~ 2.8
Q. How important are the product/service features:
1. Not important at all 2. Below average importance 3. Average importance 4. Above average importance 5. Extremely important
Survey/Interview Feedback
Complaints from Customers
Feedback from Internal Associate
Qualitative Feedback
Determine priority needs through analysis of all VOC methods
Must-Be Requirements
Determining Priority Needs
40 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
CTQ’s are the translated customer needs into quantifiable and measurable requirements of our products and services
Reduce Hold Time
Process Output
Characteristic
Measure
Target
Answer Call <15 Seconds
Prioritized Need
= Speed of Answer
= Customer call to answer time
= <15 seconds
CTQ
Translating Must-Be Needs into CTQ’s
41 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Once CTQ’s have been identified and documented, it may be necessary to develop specification limits.
Specification limits (specs) are specific tolerances that the CTQ must fall within for the customer to be satisfied with performance.
Example of CTQ’s and specification limits:
Pay Federal filing fee by
12th of month
CTQ
6th of each month
Lower Spec Limit
12th of each month
Upper Spec Limit
Developing Specification Limits for CTQ’s CTQ Chart
42 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
How to translate customer needs into a measurable, actionable customer requirement
Tools for analyzing and prioritizing customer requirements
How to identify customer specification limits
Summary of Section
43 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze ControlImproveDefine MeasureMeasure AnalyzeAnalyze ControlControlImproveImprove
End of Lesson: Define – Voice of Customer
Lean Six Sigma Training
44 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Measure Phase
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Measure Phase Overview
Lean Six Sigma Training
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Measure identifies the measures that will be used to baseline process performance and determine how well processes are meeting customer requirements, describes and displays variation in the process, and calculates process performance through statistical measures of sigma and yield.
Measure Phase Introduction
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify and Define Key Indicators of Process Performance
Develop Data Collection Plan
Calculate Baseline Performance (Sigma)
Display Performance Data
Promote Productive Team and Change Management Atmosphere
Population of Calls
Population of Calls
Sample
Pareto Diagram
The types of complaints received from customers (January 1 – December 31)
DiscreteOutputTypes of Complaints
Run ChartThe number of inbound calls to the call resolution group (January 1 – December 31)
ContinuousInputNumber of Customer Calls
Measure
DisplayOperational Definition
Type of Data
Type of Measure
Population of Calls
Population of Calls
Sample
Pareto Diagram
The types of complaints received from customers (January 1 – December 31)
DiscreteOutputTypes of Complaints
Run ChartThe number of inbound calls to the call resolution group (January 1 – December 31)
ContinuousInputNumber of Customer Calls
Measure
DisplayOperational Definition
Type of Data
Type of Measure
Defects: 102 Opportunities: 4 Units: 221 DPMO: 115,385
Sigma: 2.7
Defects: 102 Opportunities: 4 Units: 221 DPMO: 115,385
Sigma: 2.7
0 10 20 30 40 50
0
100
200
300
400
Days
Fr eq
ue nc
y
CTQ = 15 Days
N = 4267 Average = 22.18 Days
Measure Phase Overview
4
ANALYZE
CONTROL
IMPROVE
MEASURE
DEFINE
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Measure Phase Deliverables
Define Measure Analyze Improve Control
Project Charter Project Management
Project Plan Process Definition
SIPOC As-Is Process
Map Quick Win
Identification Stakeholder
Management Stakeholder Map Stakeholder
Management Plan Communication
Plan Voice of Customer
Customer Identification
VOC Research Plan
Kano Analysis CTQ Identification
Root Cause Analysis Affinity Diagram Fishbone Diagram
and/or 5 Why’s Lean Process
Analysis Lean Tools and
Measures Graphical Data
Analysis Histogram Pareto Chart Box Plots Correlation
Analysis Statistical Data
Analysis Linear Regression Multiple
Regression Root Causes
Identified Quick Win
Identification
Identify Measures X/Y Matrix
Data Collection Operational
Definitions Measurement
Systems Analysis (MSA)
Data Collection Plan
Describe and Display Data Histogram Pareto Chart Pie Chart Run Chart Control Charts
Baseline Performance Sigma
Performance Yield Process
Capability Quick Win
Identification
Identify and Select Solutions Generate Solutions Benchmarking Solutions
Prioritization Matrix Solution Selection
Matrix To-Be Process Map
Financial Impact of Solutions Cost/Benefit Analysis
Risk Planning and Testing Failure Modes and
Effects Analysis (FMEA)
Pilot Plan Implement Solutions
Multi-Generational Product Plan (MGPP)
Implementation Plan Stakeholder
Management Project Storyboard
Process Control Control Charts Process
Monitoring Plan Dashboard
Response Plan Project
Documentation Process
Procedures Replication
Opportunities Solution Transfer
Plan
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
End of Lesson: Measure Phase Overview
Lean Six Sigma Training
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
Measure Relationships (X/Y)
Types of Measures
Measure – Identify Measures
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand and identify measures of the process
Identify the types of process indicators
Identify relationships between measures and CTQ’s
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Selecting key output measures (Ys)
Collecting baseline data for key output (Ys), input and process measures (Xs)
Studying the variation in the output measures (Ys)
Calculating the capability of the process
Preparing for the Analyze Phase
Focus of the Measure Phase
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
I P O
I P O
The Work Process
The Improvement Process
Relationship of Work Process and Improvement Process
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Dictionary says - “the dimensions, capacity, or amount of something ascertained by measuring”
A measure takes a concept such as time, error rate, length, width, height, amount, percent, or duration, and describes it in terms of a number (data) Overall At a specific point in the process At a specific point in time Over a period of time
What is a Measure?
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Effectiveness The extent to which customer
requirements are met
Defect Rate Accuracy Actual/Plan
Cost per transaction Time per activity
(Cycle Time)
Set up time for new customer needs Cycle Time for special customer requests Percentage of special requests not met
Process Efficiency The internal allocation of
resources
Adaptability The ability to quickly adapt to
changing requirements
Service Level(s) Timeliness Response Time
Output per unit (Space, FTE, Time)
Process Yield
3 Process Measurement Categories
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Data
Continuous Discrete
Countable
Indivisible
No values possible between
whole units
Never fewer than 1
Counts in categories
Measurable
Divisible
Unit on scale is endlessly sub-divisible
Precision is limited only by the accuracy
of the measuring instrument
Measures variation of a characteristic
Examples
True/False Yes/No Satisfaction
(poor, good, excellent)
Examples
Dimensions Time Currency
Two Types of Data
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Data type is often determined at the outset of identifying your process CTQ (Y). If your Y is discrete, you will severely limit the tools available to you to Analyze and dissect your process. Generally speaking, continuous Ys and Xs are preferred, as the information provided by a given sample is typically greater with continuous data than with discrete data. However, as long as your Y is continuous, statistical analysis tools will largely remain available, even though your Xs might be discrete.
CONTINUOUS DATA ALLOWS
PROCESSES TO BE BROUGHT
INTO SHARP FOCUS
DISCRETE
Implications Based on the Type of Data
8
CONTINUOUS This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Practice identifying discrete and continuous data types.
Instructions Identify if the following data descriptions are discrete or continuous.
1. The time it takes to schedule a meeting. 2. The difference between when a meeting is supposed to start and when it
actually starts. 3. The numbers on a telephone. 4. The questions on a survey. 5. The assortment of candy delivered during afternoon snack time of a
meeting. 6. The price of a ticket.
Prepare your findings.
Types of DataEXERCISE
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Types of DataEXERCISE
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. The time it takes to schedule a meeting. (Continuous)
2. The difference between when a meeting is supposed to start and when it actually starts. (Continuous)
3. The numbers on a telephone. (Discrete)
4. The questions on a survey. (Discrete)
5. The assortment of candy delivered during afternoon snack time of a meeting. (Discrete)
6. The price of a ticket. (Continuous)
Types of Data – AnswersEXERCISE
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To understand how your processes are performing and to determine whether they are meeting internal or external customer requirements requires measuring the process.
In developing measures for your process, you must identify your indicators…
What is an Indicator?
A measure
A measurement that indicates how well the process is performing
Should describe both the condition of a part of a process and the quality of the output or result of the entire process.
Identify Process Indicators
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Elements Common to All Processes
S I P O C Suppliers Inputs Process Outputs Customers
Process Map
Process Indicators
Quality Indicators
Process and Measures
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Quality Indicators
Used to determine the quality of the output provided to customers Assess the degree of conformance or non-conformance to CTQ (customer
requirement) Are a lagging indicator, therefore, are not very useful in identifying reasons for
non-conformance
Process Indicators
Measures taken at critical points in the process to describe what the process is doing
Can serve as early warning signs (leading indicator) that something is wrong before the defect in the output occurs
Monitored to evaluate process stability Monitored and taken corrective action on to avoid adverse impact on customers
Types of Indicators
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Output Measures Measures that are placed on your internal processes. These are the measures for internal customers (i.e. departments) or those that influence output measures.
Measures used to determine how well customer needs and requirements are met.
Measures that are placed on your suppliers to ensure quality inputs are received.
Input Measures Process Measures
Process Indicators Quality Indicators
Linking Indicators to the Three Types of Measures
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Measures used to determine how well customer needs and requirements are met.
Measures that are placed on your internal processes. These are the measures for internal customers (i.e. departments) or those that influence output measures.
Measures that are placed on your suppliers to ensure quality inputs are received.
Examples: # of calls/hour taken by each
service rep 2nd year customer retention
figures Total # of meals delivered % customer complaints
Examples: Availability of service personnel Time required to perform credit
review % of non-standard approvals
required # of qualified applicants Total cost of service delivery Total overtime hours
Examples: # of customer inquiries Type of customer inquiries # of orders # of positions open Type of position open Accuracy of the credit
analysis Timeliness of the contract
submitted for review
Output MeasuresProcess MeasuresInput Measures
Linking Indicators to the Three Types of Measures
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Improvement Process
I P O C
1.
Measures
Output Measures to CTQ’s
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
An output measure expresses the “voice of the process” because changes in input or process conditions drive changes in the output measure
A good output measure serves as the translation of the voice of the customer
Changes in the values of a good output measure should predict changes in the degree to which the process meets the customer need
As changes are made upstream (to the process or to the inputs to the process), the output measure is a good indication of the success of changes being made upstream in the process
Why Start Measurement with Output Measures?
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Make the output measure and the requirement as closely related as possible
For each customer requirement there should be a corresponding output measure
Example:
Customer Requirement Customer Specification Output Measure
Timely delivery of merchandise
0 late deliveries of merchandise
# or % of late deliveries
Accurate statements 0 statements with errors # or % of inaccurate statements
Guidelines for Developing Output Measures
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
2. Measure at intervals that allow you to make useful judgments
Measure often enough to catch problems before too much damage has been done, but balance this with time and cost to collect data.
3. Avoid using averages as quality output measures
Averages can be misleading.
Example:
When a vendor who is supposed to be paid 30 days after invoice date receives a late payment (after 30 days), the contractor does not care about the company’s claim that they pay all invoices on an average of 25 days after the invoice date.
Guidelines for Developing Output Measures
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Improvement Process
I P O C
2.
Measures
Process Measures to Output Measures
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Review the Process Map and Identify “Points of Pain” Measure steps that experience has shown are problem area or “points of pain”.
Example: Areas of rework, long delay, or errors
Measure steps that have long cycle times
Measure where there is logical change or a decision point when the process moves from one process customer to the next
P1 Inputs to the process
P2 “Rework loops – rework points
P3 At the end of major process steps
P4 Hand-offs between departments
5 m
in 10
m in
Customer Payment
Processor AP
Processor
Y N
P1
P2
P4
P5
P3
P1
?
Guidelines for Developing Process Measures (Critical X’s)
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
2. Measure critical “Moments of Truth” (customer touch point)
Evaluate situations where a customer can leave a point of contact with the company and can have either a positive or negative experience.
3. Ensure process measures are linked/correlated to output measures
These are the steps in the process that are leading indicators of downstream performance of the final process output. These are the most important!
4. Include measuring critical inputs as part of your process measures
The timing and accuracy of inputs can have a great effect on the process, including these measurements can be telling about the process.
Guidelines for Developing Process Measures
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Improvement Process
I P O C
3.
Measures
Input Measures to Process Measures
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Review the process map and identify incoming “Points of Pain”
Measure inputs that experience has shown are problem area or “points of pain”.
Example: # of documents, types of documents, or location of supplier
Measure where the inputs enter for the first time or throughout the process 2. Ensure input measures are linked/correlated to process measures These are the inputs to the process that are leading indicators of
downstream performance of the final process output.
Guidelines for Developing Input Measures (Critical X’s)
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Key: Little Relationship Moderate Relationship Strong Relationship
X/Y Matrix - Input/Process/Output Measures Process: Bills Sent To Customer’s Home
Output Measures
On Time Bill Delivery
# of Errors Per Bill
% Received Response Time
# Of Processing
# per Bill %
Statements Accurate
Input and Process Variables
Input/Process Measures
Linking Output Measures to Process and Input Measures
H
M
L
H
M:
M L L
L: H:
X/Y Matrix
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Check: Measures and DMAIC
Understand Core and Sub Processes
SIPOC
Develop Measures Around SIPOC Effectiveness Efficiency Customer Satisfaction
Measurement Criteria Importance Understandability Sensitivity Actionable Accessibility
Customer Requirements Cost Benefit of
Data Collection
Collect Data Establish Relationships to Key Measures Scatter Plots Regression Process/Output
Measures Matrix Tree Diagram
Finalize Process Measures
Dashboard
Determine Process Measures with Best
Relationships
Narrow List of Measures
Data Collection to Select Measures
Judgment And Linkage
Measure ControlAnalyze
Identify and Define Universe of Potential
Measures
Narrow the Measures Down to the Critical Few
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Principles of Good Measures
The measure must be important
The measure must be easy to understand
The measure is sensitive to the right things and insensitive to other things
The measure promotes appropriate analysis and action
The measure should be easy to get
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
What measures are
The types of process indicators
Method to document the relationships between measures and CTQ’s
Summary of Section
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
Measure Relationships (X/Y)
Types of Measures
Measure – Identify Measures
Lean Six Sigma Training
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By the end of this section, you will be able to:
Understand the statistical relationship of process and input measures to outputs
Understand the focus of monitoring measures
Overview – Objectives – Key Topics
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Y relates to the outputs
X relates to the process and inputs
Identifying Xs that might explain variation in the output measure
Collecting data efficiently: both the Ys and the suspected Xs
Now we are talking!!!!
Prepare for the Analyze Phase
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Variables (Xs)
Input Variables
(Xs)
Outputs (Ys)
Process X
X
X
X X X X
Y
Y
Y
Process Flow
Predictor and Response Variables
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Input Measures
Process Measures
Output Performance
Measures
Efficiency Measures Cost per transaction Time per activity Amount of rework Turnaround time Variability of an activity # of inbound items
Effectiveness Measures Percent defective Number of errors Total response time Invoice/billing accuracy Revenue
X’s X’s Y’s
Monitoring and Controlling the Critical X’s
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To get results, should we focus our behavior on the Y or the X?
X1...Xn
Independent
Input or Process
Cause
Problem
Control
Response Predictor
x
x
x
xx x
x x
Y
Dependent
Output
Effect
Symptom
Monitor
Focus on the Process
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
For every process there is a dependent variable called Y that we are attempting to influence. The independent variables which determine what happens to our Y are called the process X’s. Thus, we can boil down every process into a simple formula:
Y = f(X1,X2,X3…Xn) Once we understand the relationship between our various Xs and our Y, we can monitor and manipulate the Xs if necessary to modify Y as desired, then lock down the process so that Y remains within the proper range and is meeting customer requirements.
Monitoring and Controlling the Critical X’s
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The statistical relationship of process and input measures to outputs
The focus of monitoring measures
Summary of Section
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
End of Lesson: Measure – Identify Measures
Lean Six Sigma Training
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
Data Consistency and Stability
Collecting Data
Data Sampling
Operational Definitions
Measure – Data Collection
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the importance of operational definitions
Understand the criteria for documenting operational definitions
Develop sound definitions for measures
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Data will help the team to: Shift from “gut feel” understanding to
“Measurable” and “Quantifiable” understanding
Support or disprove preconceived ideas and theories
Determine a baseline of current process performance
Document the history of the problem over time
Develop metrics to measure the impact of changes on a process
Identify and understand relationships that might help explain process variation
Data Collection
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
In developing your data collection plan you will need to define:
What you are trying to evaluate and measure
Whether you need to collect new data or if existing data can be used
How you will attach a value to what you are measuring
How will you collect the data
How frequently you will collect data
The appropriate sample size (if needed)
What data will the team collect
Guidelines for Developing Data Collection Plan
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Step 1 Develop
Operational Definitions,
Procedures, & Sample Size
Step 2 Plan for Data
Consistency and Stability
Step 3 Collect Data
Step 4 Continue Improving
Measurement Consistency
The Data Collection Process
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Purpose:
To remove ambiguity
Everyone who is collecting the data has the same understanding
Identifies what to measure
Identifies how to measure
Reduces collector to collector variation to ensure that no matter who does the measuring, the results are the same
Definition:
An operational definition is a precise description that tells how to get a value for the characteristic you are trying to measure. It includes what it is and how to measure it.
Operational Definitions and Procedures
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Definitions Must Have Specific Criteria
Everyone understands the definition and can use the definition to collect data in the same way. Example: If a team were measuring the time it takes to drive to work, the team would need to agree on “what” to measure (how long the drive is, how much time it takes) and agree on the method that will be used to measure it.
Definitions Must Have a Method for Measuring the Criteria
The definition describes how to get the value (either variable or continuous). Example: The team would need to know how to calculate the length of the drive – is it in miles or kilometers?
Definitions Must be Useful to the Customer and Team
The definition relates directly to the issue the customer is having with the process. Example: Are customers really interested in the distance of the drive or how long the drive is?
Operational Definitions Guidelines
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
How would you define these?
Office meeting “first thing in the morning”
On time flight departures
Computer downtime
Accurate bill
Measure Type of Measure
Type of Data
Operational Definition What
Operational Definition
How
Billing Accuracy
Output Discrete Inaccurate = Bill with any of the 5 fields not matching customer order form
Reconcile invoice with customer order for 5 fields
Example:
Examples of Why Operational Definitions are Necessary
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The importance of operational definitions
The criteria for documenting operational definitions
How to develop sound definitions for measures
Summary of Section
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
Data Consistency and Stability
Collecting Data
Data Sampling
Operational Definitions
Measure – Data Collection
Lean Six Sigma Training
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By the end of this section, you will be able to:
Understand the importance of data sampling
Understand the uses of sampling in process and population types
Overview – Objectives – Key Topics
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Statistical Inference is the process of drawing conclusions about a population based on analysis of a portion of that population. Sampling is the process of selecting the portion of the population to study.
SAMPLEPOPULATION
As it is the population we wish to study, not merely a subset of it, there is an inherent danger in sampling. If we are to have confidence in our results, the sample must be representative of the overall population. The illustration above shows a population (area under the black line or top line) and a representative sample (area under the red line).
Fr eq
ue nc
y Pop. Sample
m
(N = 5,000 People) (n = 100 People)
What is Sampling?
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Why Sampling is Necessary
Why Sample?
Data collection can be costly and timely
Sometimes data collection is a destructive process (ex. taste testing)
Sound conclusions can often be drawn from a relatively small amount of data
Sample Frequency
Collect often enough to catch fluctuation
Better to collect several small samples over different times than one large sample at a single point in time
Greater the instability (variability), greater the sampling frequency
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Sampling: predicting WHY a measure takes on certain values We have a process that we want to measure, analyze or control Establishing baseline performance of the process Conducting a special study to improve the process Ongoing monitoring to control the process
Population Sampling: estimating or characterizing the WHAT or HOW MANY of a measure We have a large population that we want to describe Income level of a certain customer segment % of customers who would purchase a new service Reasons for being behind in credit card payments
2 Important Uses of Sampling
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
25-30Control Chart
25Scatter Diagram
50Pareto Chart
50Histogram
100 and nP≥5Proportion Defective (P)
25-30Standard Deviation
5-10Average
Minimum Sample SizeTool or Statistic
Simple Sample Size Guidelines for Process Sampling
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Monitor process frequency enough to catch it going from good to bad
Better to collect several small samples over different times than one large sample at a single point in time
Unstable process – more frequently
Stable process – less frequently
Covered in the “Describe and Display Data”
lesson
Simple Frequency Guidelines for Process Sampling
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Where to Sample
Locating your “Sampling Sweet Spot”
Location in the process where the process variable affects the output variable
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The importance of data sampling
The uses of sampling in process and population types
Summary of Section
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
Data Consistency and Stability
Collecting Data
Data Sampling
Operational Definitions
Measure – Data Collection
Lean Six Sigma Training
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By the end of this section, you will be able to:
Understand the importance of measurement system analysis
Understand the different measurement system analysis techniques (accuracy, repeatability, reproducibility, stability)
Take the actions necessary to ensure the measurement system functions properly
Overview – Objectives – Key Topics
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Plan for Data Consistency and Stability
Measurement systems must be validated to ensure that data is consistently free from errors
Data is only as good as the process that measures it
Methodology must be developed to teach the measurement system to ensure consistency and stability, also known as Gage R&R (Gage R&R analysis quantifies the precision of a measurement system to determine its acceptability)
Determine factors that could cause the measurement of an item to vary
Find ways to reduce the effects of those factors
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Key Questions for Measurement System Analysis
How much variation is caused by the measurement system vs. actual process variation?
How much error is considered allowable for this data?
What are the sources of the measurement error?
How can the error sources be eliminated or minimized?
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Guidelines for Measurement System Analysis
A Measurement System must be:
Accurate
Repeatable
Reproducible
Stable
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Issues when Validating a Measurement System
Why do a Gage R&R?
To determine if different workers across a given process use the same criteria to determine “good” from “bad”
To assess work standards against customer requirements
To identify how well people are conforming to themselves
To identify how well people are conforming to a “known master”
To identify training, procedural, or standards gaps
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The difference between observed average measurement and a master/standard.
Accuracy
Standard Value
Observed Average
Accuracy in Measurement Systems
Measurement System Accuracy
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Variation experienced when one person repeatedly measures the same unit with the same measuring equipment.
(Minimum Variation)
Repeatability
Repeatability in Measurement Systems
Measurement System Repeatability
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Variation when two or more people measure the same unit with the same measuring equipment.
Reproducibility
Data Collector 2
Data Collector 1
Reproducibility in Measurement Systems
Measurement System Reproducibility
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Variation obtained when the same person measures the same unit with the same equipment over an extended
period of time.
Stability
Time 1
Time 2
Stability in Measurement Systems
Measurement System Stability
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Develop a master standard for everyone to utilize
Train data collectors together
Define each measure (operational definitions)
Test for accuracy, repeatability, reproducibility early and make changes to system accordingly
Audit the process frequently (stability)
Improving the Measurement System
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The importance of measurement system analysis
The different measurement system analysis techniques (accuracy, repeatability, reproducibility, stability)
How to take the actions necessary to ensure the measurement system functions properly
Summary of Section
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
Data Consistency and Stability
Collecting Data
Data Sampling
Operational Definitions
Measure – Data Collection
Lean Six Sigma Training
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By the end of this section, you will be able to:
Understand the elements of a data collection plan
Understand the purpose of data collection forms
Determine the benefits of using existing data collection methods or developing new methods
Develop elements of a data collection plan for your project
Overview – Objectives – Key Topics
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Communicate the purpose (what and why) to the data collectors and process participants
Train everyone who will be collecting data
Make data collection procedures error proofed (consistency and stability)
Oversee data collection and perform a pilot test (check in frequently with collectors)
Begin Data Collection
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Measure
Specify the name of what you are measuring (billing accuracy, billing cycle time).
Type of Data
Discrete or Continuous.
Type of Measure
Specify whether it is an output, input or process measure.
Operational Definition
Define what is being measured, how it will be measured, and how it will be recorded
Sample
- Number to be sampled - Where in the process to sample
- Frequency
Display
- What tool or tools will you use to display the data
Data Collection Plan Elements Data Collection
Plan
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Sample 100 Calls
Sample 225 Statements
Population of Calls
Population of Calls
Population of Calls
Sample
HistogramThe average hold time per hour / day / week / month (January 1 – December 31)
ContinuousProcessHold Time Average
Pareto Diagram
The types of complaints received from customers (January 1 – December 31)
DiscreteOutputTypes of Complaints
Run ChartThe number of inbound calls to the call resolution group (January 1 – December 31)
DiscreteInputNumber of Customer Calls
Call Resolution
Statement Accuracy
Measure
Pie ChartThe % of calls resolved without transfer to another department (March 1 – June 31)
DiscreteProcess
Pareto Diagram
The inaccurate fields for each statement (March 1 – June 31)
DiscreteOutput
DisplayOperational DefinitionType of Data
Type of Measure
Data Collection Plan Example
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Data Collection Forms
A Data Collection Form:
Defines exactly what is to be measured Standardizes data collection between different people Makes it easier to keep track of data
Data Collection Form Considerations:
Descriptions of data that is being collected Space to record the data Space for comments Space to keep track of stratification factors
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Loan # Location
Inaccurate Fields
Notes Incomplete Application
Wrong Amount
Address Incorrect
No Signature
A1234 Chicago X Missing address
A2234 Chicago X
B3432 London X
A3487 Chicago X X
B9872 London X
B2903 London X
Totals 1 3 2 1
Check Sheets A type of data collection form that helps collect the data
Standardizes the data collection to ensure consistency if more than one person will be collecting
Data Collection Form Example – Check Sheet
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Guidelines for determining the cost/benefit trade off for data collection
Can the new data be generated through systems modifications?
Can data collection efforts be easily integrated into existing work processes?
Is all the data being collected necessary to calculate key process measures?
Can some existing data collection efforts be curtailed because they do not add value?
Cost/Benefits of Data Collection
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Check to make sure measurements are stable
Review the measurement procedures periodically to ensure consistency
Check to see if the data looks reasonable
Continue Improving Measurement Consistency
39 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Keep in mind that data collection costs time and money. Ask yourself:
Is it worth it?
Know how you will use the data before launching a large collection. Ask yourself:
Can we test it through a quick pilot?
How we will gather and use the data?
Data is the output of a measurement process. Ask yourself:
How can I apply my process perspective to the issue of measurement quality?
Data Collection Summary Points
40 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The elements of a data collection plan
The purpose of data collection forms
The benefits of using existing data collection methods or developing new methods
How to develop elements of a data collection plan for your project
Summary of Section
41 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
End of Lesson: Measure – Data Collection
Lean Six Sigma Training
42 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
Types of Variation
Understanding Variation
Measure – Describe and Display Data
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By the end of this section, you will be able to:
Understand what variation is and how to display and describe it
Develop a Histogram and use it to interpret variation
Understand normal and non-normal data
Utilize additional tools for categorical data
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Reducing the process variability to meet customer requirements (CTQ’s) is a central theme for Lean Six Sigma improvement. We must first document this variability before we can understand the problems that drive it (Analyze Phase) and how to improve it (Improve Phase).
The goal of Lean Six Sigma improvement is to center a process well within customer requirements by reducing variation.
To determine whether this goal is achieved, Sigma requires that two elements are measured: Customer requirements (CTQ’s) – Define Phase Process baseline performance (mean & standard deviation) –
Measure Phase
Variation and Sigma
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Variation Happens All repetitive activities of a process have a certain amount of fluctuation
or variation Variation is the “Voice of the Process” When plotted, process variation becomes visible over time Input, process, and output measures will have variation Failure to understand variation could be costly
Time Frequency
What is Variation?
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
PROCESS VARIATION INHIBITS OUR ABILITY TO MEET CUSTOMER REQUIREMENTS
Variation
Product or Service Output
Critical to Quality (CTQ)
Defects: Service unacceptable to
customer
A
Product or Service Output
Critical to Quality (CTQ)
Defects: Service unacceptable to
customer
A
Why it’s Important to Understand Variation
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Histograms – a histogram is a bar graph that displays data in picture form. Often times called a frequency distribution because it shows clearly how frequently each separate value appears in the data.
A histogram reveals several factors about the data. Such as: The central position of the data. For example, the mode or most
frequently appearing value shows one measure of central position. (Another measure of central tendency is the average.)
The dispersion (spread or variation) of the data. The shape (pattern) of the data.
Charting Variation – Histograms
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The first question to be answered in describing variation is “What is the central tendency of the data?”
Central Tendency: Refers to the “center” of the
frequency distribution Represents where most of the
values (in this example cycle time) tend to occur
Histograms – Central Tendency
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Descriptive Statistics:
Mean: 30.60 Days Often referred to as the average, it is the
most likely or expected value. The formula for mean is:
Median: 31 Days The middle of the data set, where 50%
of the data is greater than the median, and 50% of the data set is less than the median
Mode: 31 Days The most frequently occurring value.
Central Tendency can be estimated using the graphical display of the histogram, but is more precisely measured by statistical measures of central tendency.
_
n ΣxiX =
_ X is the value we are trying to solve (mean) Σ is a mathematical notation for adding values (summation)
Xi is the I’th (where I runs from 1-n) data value of all the data
n is the number of data points
Statistics Overview:
Histograms – Central Tendency
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Many companies often use mean or average to describe their process variation and performance. Example: A call center answers the phone on average within 30 seconds of the customer call. The customer’s requirement of the speed of answer is <1 minute. How well is this process performing at meeting the customer’s
requirement? What additional information is missing to draw sound conclusions?
Mean = 30 Seconds CTQ = 1 Minute
time
Histograms – Central Tendency
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The second question to be answered in describing variation is “What is the dispersion of the data?” Or, how much variation exists in the data?
Dispersion: Often referred to as the spread or
variation in the measurements
Histograms – Dispersion
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Descriptive Statistics:
Range: 23 Days The maximum value in the data set minus the
minimum value in the data set. The formula for range is: R = MAX - MIN
Standard Deviation: 4.67 Days The most common measure of dispersion, the
standard deviation is the average distance, or deviation, that a given point is away from the mean. The formula is:
Dispersion can be estimated using the graphical display of the histogram, but is more precisely measured by statistical measures of dispersion
S = n - 1
Σ (xi – x)2 _
_ X is the average of all of the data
Σ is a mathematical notation for adding values (summation)
n is the number of data points
s is the value we are trying to solve (standard deviation)
Xi is the I’th (where I runs from 1-n) data value of all the data
Statistics Overview:
Histograms – Dispersion
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
While the central tendency and dispersion of data provide valuable information, they still are not sufficient in describing variation. Example: 2 call centers have almost identical average and standard deviations. Is one center performing better than the other? What additional information is missing to draw sound conclusions?
Histograms – Central Tendency and Dispersion
N = 100, Mean = 30.42, StDev = 4.452 12
N = 100, Mean = 31.1, StDev = 4.462 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The final question to be answered in describing variation is “What is the shape of the data?”
Histograms – Shape
13
Shape: Refers to the pattern of the data
when plotted on a histogram
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Normal Curve – a probability distribution where the most frequently occurring values are centered around the middle (or center point) and the other values tail off symmetrically in both directions.
In theory, the curve or distribution never ends Equal proportions fall on either side of the most frequently occurring value The center of the data is at the peak of the distribution Almost 100% of the results are contained within 3 standard deviations on either side
of the average
Normal Curve
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Normal Curve – can be divided into segments, mathematically called standard deviations. Roughly 100% of the data falls within 3 standard deviations on either side of the average .
Normal Curve and Standard Deviation
15
Number of Standard Deviations from the Mean
x
-6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6
Standard Deviations (Sigma’s)
1 2 3 4 5 6
% of Data Between Limits
68.26 95.46 99.73
99.9937 99.999943
99.9999998
68.26%
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Normal Probability Plot – Roughly Normal
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Normal Probability Plot – Bimodal Distribution
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Normal Probability Plot – Exponential Distribution
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
After you have plotted data using the Normal Probability Plot, check the P-value.
Normality Test: P-value
Normal data will fall on a straight line within the probability confidence intervals (95% CI) and have a P-value of >0.05. Normal: P-value >= 0.05, Not Normal: P-value < 0.05
Example: In the normal distribution probability plot (see previous pages): Almost all of the data points fall within the limits The P Value is 0.229
We would conclude that there is no serious departure from normality in this data.
Example: In the bimodal and exponential probability plots (see previous pages): Many of the data points fall outside of the limits The P Value is <0.05
We would conclude therefore that these data sets depart significantly from normal distribution.
You can also perform the Anderson-Darling Normality Test to calculate the P-value (this test is found in many statistical software applications).
There are several methods for handling non-normal data. These include stratifying differently, sub-group averaging, using different distributions, and transforming data. Transforming data is an advanced statistical technique that will not be covered in this course.
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
As we have covered in displaying variation, histograms allow us to answer the following questions: What is the central position of the distribution? What is the dispersion or spread of the distribution – is it wide or
narrow? What is the shape of the distribution – symmetrical, twin peaked,
skewed to one side or the other, flat, etc? Are there outliers or extreme data points?
Interpreting Histograms
20
After describing the data, we can use the histogram to determine the appropriate strategy for improvement: 1. Reduce the process variation 2. Reduce the process mean 3. Reduce both the process variation and mean
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Reduce the process variation
Process A (dashed line) Excessive variation Defects are created when
process variation exceeds CTQ (also known as USL – upper spec limit)
Process B (solid line) Reduced variation Defects are eliminated or
reduced when process variation stays within CTQ Product or Service Output
Critical to Quality (CTQ)
Defects: Service unacceptable to
customer
A
B
Product or Service Output
Critical to Quality (CTQ)
Defects: Service unacceptable to
customer
A
B
Interpreting Histograms
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
2. Reduce the process mean
Process A Mean > CTQ creates defects Virtually all of the process
distribution is causing defects or is “out-of-spec” for USL
Process B Mean reduction* < CTQ
eliminates defects Defects are eliminated or reduced
when process mean is shifted within CTQ requirements Product or Service Output
Critical to Quality (CTQ)
Defects: Service unacceptable to
customer
AB
*Remember that just measuring the mean alone will not be sufficient to determine if process is meeting CTQ’s
Interpreting Histograms
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
3. Reduce the process variation then reduce the mean
Process A Variation and mean exceed CTQ
requirements Only shifting mean, the variation
would still cause defects Reducing variation first will make
the process more stable Process B Mean > CTQ creates defects Reduce process mean
Process C Defects are eliminated or reduced
when process variation is reduced and mean is shifted within CTQ requirements
Product or Service Output
Critical to Quality (CTQ)
A
C B
Interpreting Histograms
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Reduce the Process Variation
Process may be stable with no outliers
present
Symmetric, bell shaped
Revise measurement process
Measurement may not be sensitive
enough
No distinctive values
Investigate reason for asymmetric
Process data may not be normally distributed
Asymmetric, long tail (either positive or
negative)
Investigate reason for bi-modal, try segmentation
There may be 2 or more processes or
segments
Bi-modal, two humps
Standardize measurement
process
Inconsistent roundingMultiple dominant observations
Investigate cause of bias
Measurement may be biased
One value dominant
ActionConcludeObservationShape
Common Histogram Shapes
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Practice interpreting histogram shapes.
Instructions Interpret the shapes on the following page.
What can you gather from the shape? What actions might you take on it?
Prepare your findings.
Histogram InterpretationEXERCISE
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Histogram InterpretationEXERCISE
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Histogram InterpretationEXERCISE
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Histogram Interpretation – ResultsEXERCISE
Symmetric 28
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Pie Chart – the pie chart is a tool that displays discrete variation by breaking down the frequency of the data distribution into categories.
Pie Charts and Variation
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
What variation is and how to display and describe it
How to develop a Histogram and use it to interpret variation
What normal and non-normal data is and how to differentiate between the two
Other variation tools that can be used for displaying categorical data
Summary of Section
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
Types of Variation
Understanding Variation
Measure – Describe and Display Data
Lean Six Sigma Training
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By the end of this section, you will be able to:
Understand what common cause and special cause variation are
Develop a Run Chart and Control Chart and use them to distinguish common and special cause
Select the appropriate control chart based on the type of data
Overview – Objectives – Key Topics
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
V A R I A T I O N
Machines
Materials
Methods
Measurement
Mother Nature
People
Describing and understanding the sources of variation is a first step in reducing it.
Sources of Variation
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Variation
Common Cause (natural/inherent)
Special Cause (assignable/imposed)
Common Cause – natural inherent causes from the interaction of all of the sources of variation. Can only be reduced by changing the process
Special Cause - assignable cause from especially large influence by one of the sources of variation. Must be removed or reduced for a process to be considered stable or in control
Approximately 85 to 95 percent of variation within a process can be attributed to the overall system in which the work is done rather than to the individuals
involved in the process
Two Types of Variation Defined
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Where does process variation come from in the first place? Given the same input, shouldn’t the process produce the same output every time? Dr. Walter Shewhart wrestled with this dilemma in the 1920s. He discovered that process variation has two components: a stable, omnipresent variation inherent in the process; and an unstable, intermittent variation attributable to assignable causes.
Total Process Variation = VARSPECIAL + VARCOMMON SPECIAL CAUSE COMMON CAUSE
Special Cause vs. Common Cause Variation
35
New procedure implemented
Machinery failure Power outage Untrained operator Employee strike Improper setup
Different levels of training
Inadequate inspection/test
Lack of machinery capability
Failure to understand customer requirements
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Common Cause
Special Cause
Not significantly influenced by one of the sources
Significantly influenced by one of the sources
Expected Predictable Normal Random Chance
Unexpected Unpredictable Not Normal Not Random Chance
It is important to understand this distinction so the strategy for process improvement and control can be determined.
Characteristics of the Two Types of Variation
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Common Cause
Investigate to determine the “vital few” causes (X’s)
Develop solutions for “vital few” causes
The actions that will be taken are driven by the type of variation.
Analyze and Improve Phases
Special Cause
Investigate the specific causes from the problem source
Develop solutions and implement as needed
Measure Phase
Improvement Strategies for Common and Special Causes
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The first question most teams will ask is “How do we know whether we have common cause or special cause variation?”
Distinguishing Common Cause vs. Special Cause Variation
2 tools that distinguish
Common and Special Cause
Run Chart
Control Chart
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Run Charts – time ordered plots of data that can be used to search for special cause variation.
Run Charts and Variation
39 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Advantages
Most data collected over time can be used
Provides baseline of current process performance
Easy to create
No calculations needed
Easy to interpret
Disadvantages
Detecting special causes takes time
Won’t detect:
Short duration shifts
Variation increases
Hard to assess process capability
Run Chart Advantages and Disadvantages
40 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control Charts – similar to the run chart, control charts are time-ordered plots of data that can be used to search for special cause variation. The additional
benefit of control charts is that they also have “control limits”.
Upper Control Limit
Lower Control Limit
Control Charts and Variation
41 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control Limits – are a statistical calculation from the process data and define the boundaries of common cause variation. Remember that a process is
considered out of control if it contains special cause variation.
Upper Control Limit
Lower Control Limit
Defined based on the performance of the process
Help to determine if your process in “in control” (only common cause variation is present)
Plotted on control charts by statistical calculation
Can change based on changes to the process
“Control Limits”
Control Limits Defined
42 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control limits (UCL and LCL) may be recalculated when the following guidelines have been met.
No special cause variation exists in the process
Either the methods of collecting or operational definitions of the data have changed in the process
When a change in the process has occurred that has fundamentally changed the performance in the process
Recalculating Control Limits
43 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Defined by the customer
Help determine if the process is producing defects
Not plotted on control charts
Change when customers requirements change
Defined by the process performance
Help determine if the process is in control
Plotted on control charts
Change when the process changes
Upper Control Limit
Lower Control Limit
“Control Limits” Voice of Process
Upper Spec Limit
Lower Spec Limit
“Spec Limits” Voice of Customer
Control Limits vs. Specification Limits
44 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Only common cause variation is present in the process
The process is predictable
The process is stable
A process that is “in control” may not be meeting customer requirements
Definition of Control
45 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Look for patterns in the graph that indicate special cause. Patterns to look for are:
Shift – 8 or more consecutive points on the same side of the center line
Outlier – 1 or more points that fall outside of the control limits
Trend – 6 or more consecutive points increasing or decreasing
Cycle – Data points that cycle up and down
Interpreting Control Charts
46 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
In addition to the previous patterns, when the Control Chart is divided into zones, as shown below, a process is out of control when any of the following is true: 2 points out of 3 consecutive points are on the same side of the average in Zone A or
beyond 4 points out of 5 consecutive points are on the same side of the average in Zone B or
beyond There are 15 consecutive points within Zone C (above and below the average)
UCL
CL
LCL
Zone A
Zone B
Zone C Zone B
Zone C
Zone A
Interpreting Control Charts
47 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
2 points out of 3 consecutive points are on the same side of the average in Zone A or beyond
UCL
CL
LCL
A B C C B A
UCL
CL
LCL
A B C C B A
4 points out of 5 consecutive points are on the same side of the average in Zone B or beyond
There are 15 consecutive points within Zone C (above and below the average)
UCL
CL
LCL
A B C C B A
Examples of Zone Variation Detection
48 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Use this chart to select the type of control chart to use.
Discrete
ImR Chart
Continuous
Type of Data
Subgroup Size of 1
Rational Small Subgroups (<8-
10)
Rational Large Subgroups (>8-
10)
X and S Chart
_
np Chart
Classification (binomial data)
Sample Size is Constant
Sample Size Varies p chart
u Chart
Count
Opportunity Varies
Opportunity is Constant c chart
OR
OR
OR
OR
OR
X and R Chart
_
Selecting a Control Chart
49 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Overview of the different types of control charts Discrete data control charts: np Chart – used with classification data (i.e. pass/fail, good/bad) and charts the number of defectives in each subgroup (sample size is constant).
p Chart – used with classification data (i.e. pass/fail, good/bad) and charts the proportion of defectives in each subgroup (sample size varies).
u Chart – used with count data (e.g. number of defects) and charts the number of defects per unit sampled in each subgroup (opportunity for defects varies).
c Chart – used with count data (e.g. number of defects) and charts the defect count per sample (opportunity for defects is constant).
Continuous data control charts: ImR Chart (Individuals) – for analyzing individual data points and rational subgroups can not be formed from the data (data is assumed to be normally distributed).
X and R Chart – for analyzing the averages of small subgroups (<8-10) can be formed from the data.
X and S Chart – for analyzing the averages of large subgroups (>8-10) can be formed from the data.
Selecting a Control Chart
50 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
What common cause and special cause variation are
How to develop a Run Chart and Control Chart and use them to distinguish common and special cause
How to select the appropriate control chart based on the type of data
Summary of Section
51 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
End of Lesson: Measure – Describe and Display Data
Lean Six Sigma Training
52 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
Yield
Sigma
Measure – Baseline Performance
Lean Six Sigma Training
Process Capability
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the concept and benefits of sigma
Understand how sigma relates to process capability
Utilize the formula to calculate baseline performance
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By now, you have gathered your data from Outputs (Y’s) and Process and Inputs (X’s). You have displayed and described your data. The next question to solve is:
How well is my process performing against my customer’s requirements?
Voice of Process (variation)
Voice of Customer (CTQ’s)
I P O C
?
Measure Phase Review
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Sigma is a name given to indicate how much of the data falls within the customers’ requirements. The higher the process sigma, the more the process outputs, products and services, meet customers’ requirements – or, the fewer the defects.
Sigma is a Measurement scale which compares the output (variation) of a process to the customer’s requirements (CTQ’s). Sigma shows how capable a process is of meeting CTQ’s.
What is Sigma?
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
If you were the VP of a company and these were current process performance figures, how would you know which process is performing better?
Process Performance
Customer Service Speed of answer is 20 seconds
Systems
Loan Processing
Systems up time is 95%
Loans processed on average 15 days
Why Having a Common Metric for Comparison is Critical
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
In this diagram, the number of occurrences that fall outside of the customer requirement for Process A are considered defects. Process B represents the optimal performance (most capable) with no occurrences (defects) outside of the requirement.
B
Product or Service Output
Critical to Quality (CTQ)
Defects: Service unacceptable to
customer
A
Optimal Performance
Process Variation and CTQ’s
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The most capable process has variation and mean that are well within customer requirements.
Product or Service Output
Critical to Quality (CTQ)
Sigma is calculated by the variation against the CTQ’s, so the smaller the variation the higher the Sigma.
Capable Process
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
There are 2 ways a process can be non-capable.
Product or Service Output
Critical to Quality (CTQ)
Defects: Service
unacceptable to customer
High Process Variation – the process variation exceeds the customer requirement (specification limits which could have a lower or LSL and upper or USL)
Process Mean Not Aligned – the process mean exceeds the customer requirement (specification limits which could have a lower or LSL and upper or USL)
Product or Service Output
Critical to Quality (CTQ)
Defects: Service
unacceptable to customer
Product or Service Output
Critical to Quality (CTQ)
Defects: Service
unacceptable to customer
Non-Capable Process
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The term “Six Sigma” refers to process capability equivalent to produce 3.4 defects per million opportunities (DPMO). A defect is considered any event which fails to meet customer critical-to-quality (CTQ) requirements, while an opportunity is any event where failure to meet CTQs is possible.
99% performance is generally considered quite good. Yet if many of the processes we encounter in our daily lives functioned only at 99% effectiveness, we would reconsider our definition of “good” performance:
20,000 lost articles of mail per hour 15 minutes worth of unsafe drinking
water each day 5000 incorrect surgical operations a
week 2 short or long landings at most major
airports every day No electricity for 7 hours per month
99% Defect-Free 6σ (99.99966% Defect-Free) 7 lost articles of mail per hour 9 seconds worth of unsafe drinking
water each month 2 incorrect surgical operations a
week 1 short or long landing at most major
airports every 4 years No electricity for 1 second per year
(Adapted from Mikel J. Harry, The Nature of Six Sigma Quality, 1987)
Which world would you rather live in?
Sigma Defined
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
With performance at 2 Sigma: 69.146% of products and/or services meet customer requirements with 308,538 defects per million opportunities.
With performance at 4 Sigma: 99.379% of products and/or services meet customer requirements… but there are still 6,210 defects per million opportunities.
With performance at 6 Sigma: 99.99966% – As close to flaw-free as a business can get, with just 3.4 defects per million opportunities (e.g., products, services or transactions).
Sigma Performance
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A capable process is statistically defined as a process that has all of its variation within 6 standard deviations (sigma’s) of the customer requirements.
Number of Standard Deviations from the Mean
x
-6 -5 -4 -3 -2 -1 0 1 2 3 4 5 6
Standard Deviations (Sigma’s)
1 2 3 4 5 6
% of Data Between Limits
68.26 95.46 99.73
99.9937 99.999943
99.9999998
CTQ (Upper Spec)
CTQ (Lower Spec)
Capable Process and Sigma
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A measurement scale focused on improvement
Focuses on defects
Common metric for comparison
Why Sigma Measures?
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Yield exclusive of rework at a process stepFirst time yield
A unit with one or more defectsDefective
Any event which can be measured that provides a chance of not meeting a customer requirement
Defect Opportunity
Any event that does not meet the specification of a CTQ. For DPMO method, defects or non-defects must be at least 5*.
Defect:
The item produced or processed – either a product or service transaction
Unit:
How these are operationally defined is critical to your data collection effort
*Additional methods for calculating Six Sigma are utilized when defects and non- defects are <5. These methods are an advanced statistical technique that will not be covered in this course.
Six Sigma Calculation Definitions – DPMO Method
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
There may be more than one defect opportunity per unit. Ex. Fields on an invoice
The opportunity for the defect must be important to the customer (relate directly to a CTQ). Ex. Only count fields on an invoice that are requirements of
the customer Don’t count every field, doing this can inflate the opportunities
and the sigma Some defects may cause others. Only count the original defect
as the opportunity.
Guidelines for Determining Opportunity
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Unit Defect Opportunity
Invoice Incorrect fields identified by customer
The fields on the invoice
Employee Check
Customer Phone Call
Check not received on date specified
Call not answered within 30 seconds
Each check processed
Each customer call
Six Sigma Calculation Definition Examples
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
General Worksheet for Calculating Process Sigma (DPMO)
1. Number of Units Processed (N) N = __________ 2. Total Number of Defects Made (D)
(Include Defects Made and Later Fixed) D = __________ 3. Number of Defect Opportunities
Per Unit (O) O = __________
4. Solve for Defects Per Million DPMO = 1,000,000 X Opportunities
=1,000,000 X
= __________ 5. Look up Process Sigma in an Abridged
Sigma Conversion Table = __________ Sigma
D N•O
( ) ( ) ( )
Sigma Calculator
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Unit Defect Opportunity
Employee Check
Check not received on date specified
Each check processed
Unit = Employee Processed Checks
Critical to Quality (CTQ) = 5th of each month
Defects: Checks received after 5th
Total Opportunities
Calculating Process Sigma (DPMO) Example
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Calculating Process Sigma (DPMO) Example
1. Number of Units Processed (employee checks) N = __________ 2. Total Number of Defects Made
(checks received after the 5th) D = __________ 3. Number of Defect Opportunities
Per Unit (each check) O = __________
4. Solve for Defects Per Million DPMO = 1,000,000 X Opportunities
=1,000,000 X = 356,000
1,000
356
1
D N•O
( ) ( ) ( )
356 1,000 1
A company that pays its employees on the 5th of the month, has collected data on the number of checks that are received by the employee after the required date.
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Yield Sigma DPMO Yield Sigma DPMO 99.99966% 6.00 3.4 98.60966% 3.70 13,903 99.99946% 5.90 5.4 98.21356% 3.60 17,864 99.99915% 5.80 8.5 97.72499% 3.50 22,750 99.99867% 5.70 13 97.12834% 3.40 28,717 99.99793% 5.60 21 96.40697% 3.30 35,930 99.99683% 5.50 32 95.54345% 3.20 44,565 99.99519% 5.40 48 94.52007% 3.10 54,799 99.99277% 5.30 72 93.31928% 3.00 66,807 99.98922% 5.20 108 91.92433% 2.90 80,757 99.98409% 5.10 159 90.31995% 2.80 96,800 99.97674% 5.00 233 88.49303% 2.70 115,070 99.96631% 4.90 337 86.43339% 2.60 135,666 99.95166% 4.80 483 84.13447% 2.50 158,655 99.93129% 4.70 687 81.99519% 2.40 184,060 99.90323% 4.60 968 78.81446% 2.30 211,855 99.86501% 4.50 1,350 75.80363% 2.20 241,964 99.81342% 4.40 1,866 72.57469% 2.10 274,253 99.74449% 4.30 2,555 69.14625% 2.00 308,538 99.65330% 4.20 3,467 65.54217% 1.90 344,578 99.53388% 4.10 4,661 61.79114% 1.80 382,089 99.37903% 4.00 6,210 57.92597% 1.70 420,740 99.18025% 3.90 8,198 53.98278% 1.60 460,172 98.92759% 3.80 10,724 50.00000% 1.50 500,000
Abridged Sigma Table (For calculation of long-term sigma, subtract 1.5 sigma)
4. Solve for Defects Per Million Opportunities = 5. Look up Process Sigma in an Abridged
Sigma Conversion Table = __________ Sigma 1.90
356,000
Calculating Process Sigma (DPMO) Example
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Time
Co nt
in uo
us D
at a
Long-Term Data
Short-Term Data
The amount of variation in the process is influenced by whether the data is long-term or short-term.
Long-Term Data – Data that is collected over a long enough
period of time that it contains the diversity of conditions within the process to contain large process shifts and special causes.
Short-Term Data – Data that is collected over a short enough
period of time that large shifts and special causes are not likely to occur.
For the purposes of this training, all data (continuous and discrete) will be treated as long-term data and contain short-term process sigma's that are automatically built into the Abridged Sigma Table.
Long-Term vs. Short-Term Data
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The concept and benefits of utilizing sigma
How sigma relates to process capability
How to calculate baseline performance with sigma
Summary of Section
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
Yield
Sigma
Measure – Baseline Performance
Lean Six Sigma Training
Process Capability
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the concept of process yield
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Buy Seed
Sell Corn
Plant Seed
Gather Corn
45,000 PPM Wasted
95.5% Yield Following Excess Disposed and Lost Seed…
21,965 PPM Wasted
97.7% Yield Following Damaged and Underdeveloped Corn…
46,652 PPM Wasted
95.0% Yield Available to Sell After Packaging
113,617 Parts Per Million Wasted Opportunities
Concept of Yield
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Yield and Defect Counts are related measures
Ex. 356,000Ex. 0.356Ex. 64%
= 1,000,000 ●== 1 -
The count of defects per opportunity times 1 million
in products or services
The count of defects per opportunity in
products or services
The % of good products or
services
Defects per Million Opportunity (DPMO)
Defects per Opportunity
(DPO)
Yield
D N•O
D N•O
D N•O
Yield and Defect Count
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
If you were the VP of a company and these were current process performance figures, how would you know which process is performing better?
Customer Service Speed of answer is 20 seconds
Process Performance Sigma
Systems
Loan Processing
Systems up time is 95%
Loans processed on average 15 days
4.8 Sigma
3.2 Sigma
2.1 Sigma
Why Having a Common Metric for Comparison is Critical
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The concept of process yield
Summary of Section
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
Yield
Sigma
Measure – Baseline Performance
Lean Six Sigma Training
Process Capability
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Overview – Objectives – Key Topics
Understand the concept of Process Capability
Understand the necessary data and calculations to determine Process Capability
Calculate Process Capability
By the end of this section, you will be able to:
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What is Process Capability
Process Capability measures the Voice of Process against its ability to meet Customer Requirements (Voice of the Customer).
Voice of the Customer
Voice of Process
U pp
er S
pe ci
fic at
io n
Li m
it
Lo w
er S
pe ci
fic at
io n
Li m
it
Is this process capable of meeting customer requirements?
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Why Process Capability
Provides a single value to assess the capability of a process in meeting customer expectations.
Evaluates the baseline of a process against customer expectations.
Validates the capability of a process over time.
Validates the capability of a pilot against expected results.
Capability indices are without a unit (i.e. does not have a value like minutes, dollars, etc,) therefore you can compare one process to another.
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Capability Assumptions
Data is normally* distributed
Data is continuous*
Process is in statistical control
Data is time ordered
*Process Capability can be calculated for non-normal data and discrete data. This course will only cover calculating Process Capability for normal continuous data.
1019181716151413121111
30
15
0
In di
vi du
al V
al ue
_ X=15.42
UCL=29.74
LCL=1.10
1019181716151413121111
20
10
0
M ov
in g
R an
ge
__ MR=5.38
UCL=17.59
LCL=0
I Chart
Moving Range Chart
Control Chart for Cycle Time
3020100
Normal Prob Plot A D: 0.580, P: 0.128
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Capability Roadmap for Normal Continuous Data
Start
YES NO
LSL USL
Is Short Term Data
Available ?
Conduct Capability Analysis & Specify Subgroup Size for Short Term “Subgroup
Data Set”
Conduct Capability Analysis in Long Term with
Subgroup Size of “1”
Note: Look at Both Short Term
& Long Term Data
Note: Only Look at Long Term
Results
Conduct Analysis
Calculate Sigma Levels To Further
Understand Results (not covered in this
course)
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Capability Definitions – Capability Indices
Cp (short term data) or Pp (long term data) = Potential capability of the process or the ratio of the Specification Range (Voice of the Customer) to the natural range of the process, it does not look at how well the process average is centered to the target value. This value gives you an idea of whether the process could meet customer requirements.
Example: Let’s say you are driving your car into your garage, Cp tells you if you are capable in the short term of fitting into the garage or not. It does not tell you if the driver has driven in straight or centered the car properly. Pp tells you if you are capable of fitting into the garage over the long term.
Cpk (short term data) or Ppk (long term data) = Actual capability of the process and takes into account the location of the process average.
Example: Let’s say you are driving your car into your garage, Cpk tells you if you are capable in the short term of fitting into the garage or not, and if the driver has driven in straight or centered the car properly. Ppk tells you if you are capable of fitting into the garage in the long term and if the driver has driven in straight or centered the car properly.
Note: The problem with Cp or Pp is that it is a theoretical capability (entitlement) and you cannot compare two processes that have the same Cp or Pp when one is off center (obviously creating defects).
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Calculating Process Capability
Step 1: Identify/Calculate the following from your data:
a. Identify Specification Range
Upper Specification Limit: USL
and/or
Lower Specification Limit: LSL
b. Calculate the Process Range
Standard Deviation: “s”
c. Calculate the Location of the Process
Process Average: “X”
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Calculating Process Capability
Step 2: Determine if your data is Short Term or Long Term. Data tends to vary over time due to many internal and external factors. It is important to separate short term from long term data in order to determine current process capability. Short Term data generally does not include special cause
variation.
Example: data collected only for: 1 day, 1 operator, or 1 call center rep.
Long Term data includes the effects of special cause variation. This means that you have collected enough data over a long enough period of time to be confident that you have seen 80% of the process variation. This is the variation that the customer actually experiences over the long term. Example: data collected for multiple: days, operators, or call center reps.
Time
A
B
D
C
A + B + C + D
The truth about process capability is Long Term. So you have to determine what type of data you have and convert it from Short Term
to Long Term.
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Calculating Process Capability
Interpreting Cp and Pp Values:
Above 1.33 is acceptable and capable of meeting customer expectations
In general, the higher the Cp or Pp value, the more capable your process is.
Cp or Pp Interpretation Example: A value of 1 would mean the Specification range and the Process range are the same and that any variation would mean the process could easily not meet the customer requirements therefore 1.3 and greater is acceptable.
Step 3: Calculate and Interpret Process Capability
Cp (short term data) or Pp (long term data) =
Voice of Customer
Voice of the Process
USL - LSL
6 * s =
Requires both USL and LSL
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Calculating Process Capability
Step 3: Calculate and Interpret Process Capability
Cpk (short term data) or Ppk (long term data)=
Interpreting Cpk and Ppk Values:
Below 1.0 is generally not acceptable for meeting customer expectations
Above 1.33 is acceptable and capable of meeting customer expectations
Min*: In the case that you have both USL and LSL, calculate both values and report the lower value.
Note: Cpk or Ppk divides the formula of Cp or Pp into 2 and takes into account where the process is situated.
38
Cpk or Ppk = Min* USL - X
3 * s
X - LSL
3 * s or
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Summary of Section
What you learned during this section:
The concept of Process Capability
The necessary data and calculations to determine Process Capability
How to calculate Process Capability
39 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine Measure ControlAnalyze ImproveDefine MeasureMeasure ControlControlAnalyzeAnalyze ImproveImprove
End of Lesson: Measure – Baseline Performance
Lean Six Sigma Training
40 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Analyze Phase
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Analyze Phase Overview
Lean Six Sigma Training
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
In Analyze, the questions of why the organization is unable to meet customer requirements is understood. Analyze utilizes both process and data analysis techniques to drill down to the root cause problems that will ultimately lead to solutions.
Analyze also keeps the team from jumping to premature solutions from Measure.
Analyze Phase Introduction
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify Potential Root Causes
Identify Value Added and Non- Value Added Processes
Identify Cause and Effect Relationships
Analyze the Data and Process to Determine Root Causes
ANALYZE
CONTROL
IMPROVE
MEASURE
DEFINE
Why are customer hold times so long?
Machinery
Methods
People Inconsistent processes
Too much rework
Systems do not interact
Too much review
Use different technology platforms
Customer information is not easy to access
Reps are not well trained
International Products “As-Is” Process Map (Page 1)
R ea
l Es
ta te
Ag en
t (R
A)
IP M
or tg
ag e
Sa le
s As
so ci
at e
(M SA
)
IP L
oa n
Pr oc
es so
r (L
P)
IP L
oa n
O ffi
ce r
(L O
)
H om
e Lo
an C
us to
m er
Contact RA to request loan
Mail loan application to
customer
Complete loan application
Mail loan application to
RA
Forward application to
MSA
Forward application to
LP
Review application
Request additional info from customer
Gather additional
information
Mail additional information to
LP
Go to Step 12 (Next Page)
Review application
and additional information
1
2
3 4
5
6
7 8
9 10
11
X = Non-Value Added Step
X
X
X X X
X
X
X
X
y = 15.213x + 0.7012 R2 = 0.5149
0
1
2
3
4
5
0.00 0.05 0.10 0.15 0.20 0.25
% of Defective Incoming Applications
# o f F
in al
De te
rm in
at io
n Pa
ck ag
es w
ith E
rro rs
Analyze Phase Overview
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Necessary to identify the “real” root causes of a problem
Ensures accurate focus on the real culprit so we avoid jumping to the wrong conclusions and solutions
Enables understanding of the magnitude of the problem
Provides understanding of what is causing variation
Why Analyze is So Important
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Variables (Xs)
Process
Input Variables
(Xs)
Outputs (Ys)
Analyze the Process to Identify the Critical X’s
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
For every process there is a dependent variable called Y that we are attempting to influence. The independent variables which determine what happens to our Y are called the process X’s. Thus, we can boil down every process into a simple formula:
The goal of analyze is to understand the relationship between our various Xs and our Y, so we can manipulate the Xs to modify Y as desired, then lock down the process so that Y remains within the proper range and is meeting customer requirements.
The Focus of Process Analysis
Y = f(x1,x2,x3…xn)
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Variables (Xs)
Process
Input Variables
(Xs)
Outputs (Ys)
Narrow down to the vital few process X’s that will be useful in indicating the final process output (measures conformance
to CTQ)
Identify which of these has the greatest impact or affect on the
output and its performance against the customer
requirements
The performance of the Y indicates whether
customer requirements have been met or not
Analyze Which are the Most Critical Process Variables
Y = f(x1,x2,x3…xn)
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Door Data Door
0
2
4
6
8
10
12
In the analyze phase, improvement teams will go through both the process “door” and the data “door” using both process tools and data tools to identify and validate root causes.
Analyze Phase Overview
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Chart1
| 2 | 5 | 6 | 7 | 10 | 8 | 6 | 3 | 2 |
Sheet1
| 2 | 5 | 6 | 7 | 10 | 8 | 6 | 3 | 2 |
Sheet1
Sheet2
Sheet3
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Analyze the Process
Develop Theories
and Formulate Potential Causes
Analyze the Data
Understand Cause and Effect and Verify Root
Causes
• Process Value Analysis
• Lean Measures
• Value Stream Mapping
• Error Proofing
• 5s and Waste
• Fishbone Diagram
• 5 Whys
• Histogram
• Pareto
• Box Plot
• Scatter Diagram
• Regression
Analyze Tools
Analyze Approach
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Analyze Phase Deliverables
Define Measure Analyze Improve Control
Project Charter Project Management
Project Plan Process Definition
SIPOC As-Is Process
Map Quick Win
Identification Stakeholder
Management Stakeholder Map Stakeholder
Management Plan Communication
Plan Voice of Customer
Customer Identification
VOC Research Plan
Kano Analysis CTQ Identification
Root Cause Analysis Affinity Diagram Fishbone Diagram
and/or 5 Why’s Lean Process
Analysis Lean Tools and
Measures Graphical Data
Analysis Histogram Pareto Chart Box Plots Correlation
Analysis Statistical Data
Analysis Linear Regression Multiple
Regression Root Causes
Identified Quick Win
Identification
Identify Measures X/Y Matrix
Data Collection Operational
Definitions Measurement
Systems Analysis (MSA)
Data Collection Plan
Describe and Display Data Histogram Pareto Chart Pie Chart Run Chart Control Charts
Baseline Performance Sigma
Performance Yield Process
Capability Quick Win
Identification
Identify and Select Solutions Generate Solutions Benchmarking Solutions
Prioritization Matrix Solution Selection
Matrix To-Be Process Map
Financial Impact of Solutions Cost/Benefit Analysis
Risk Planning and Testing Failure Modes and
Effects Analysis (FMEA)
Pilot Plan Implement Solutions
Multi-Generational Product Plan (MGPP)
Implementation Plan Stakeholder
Management Project Storyboard
Process Control Control Charts Process
Monitoring Plan Dashboard
Response Plan Project
Documentation Process
Procedures Replication
Opportunities Solution Transfer
Plan
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
End of Lesson: Analyze Phase Overview
Lean Six Sigma Training
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
Analyze – Root Cause Analysis
Lean Six Sigma Training
Root Cause Analysis
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand how to use an affinity diagram to identify and organize potential root causes
Learn how to develop and analyze a cause and effect diagram
Understand how the “five why’s” technique can guide a team to identify deeper root causes
By the end of this lesson, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identifying Potential Causes – Where to Begin?
Add res
s
Inac cur
ate
Line Item T
ota l
Am oun
t Ove rch
arg e
Oth ers
42 32 14 9 3 42.0 32.0 14.0 9.0 3.0
42.0 74.0 88.0 97.0 100.0
0
50
100
0
20
40
60
80
100
Defect
Count Percent Cum %
Pe rc
en t
C ou
nt
Pareto Chart for Statement Accuracy
9080706050403020100
60
50
40
30
20
10
0
Average Hold Time
# of
C al
ls
January Avg. Hold Time Distribution Plot
A good starting point for analysis is to go back to the data that was collected and graphed during the Measure phase to begin to formulate possible causes
The data display tools that were conducted in Measure that described the process and indicated information on variation, distribution, and defects can be helpful in developing theories on potential causes
I-MR or Individuals Control Chart
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identifying Potential Causes – Where to Begin?
Add res
s
Inac cur
ate
Line Item T
ota l
Am oun
t Ove rch
arg e
Oth ers
42 32 14 9 3 42.0 32.0 14.0 9.0 3.0
42.0 74.0 88.0 97.0 100.0
0
50
100
0
20
40
60
80
100
Defect
Count Percent Cum %
Pe rc
en t
C ou
nt
Pareto Chart for Statement Accuracy Pareto Chart
The largest defect/problem area(s) indicated on the Pareto point to the section(s) of the process the team should focus on to formulate potential causes
A Pareto can help prioritize analysis efforts
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Brainstorming Affinity diagram (previously seen
in define) Cause and Effect Diagram
(Fishbone) The “Five Why’s”
There are several tools that a team can employ to identify potential root causes. Some of these tools include:
These tools can be used as stand alone tools or in some cases in conjunction with one another to drill deeper into potential causes.
Lack of staffing
Poor Training
Missing info
Cause Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Identifying Potential Causes
EFFECT
Cause A
Cause D
Cause C
Cause B
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Purpose Brainstorming is a method of generating lots of ideas
quickly Encourage creativity Involve everyone Generate excitement and energy Separate people from ideas they suggest
Uses in Analyze Use brainstorming to generate a lot of potential causes
of the problem you defined in Measure Key question is “why does that happen?”
Identifying Potential Causes – Brainstorming
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Brainstorming
1. Generation 2. Clarification 3. Evaluation
Brainstorming
The Generation phase is a free open forum for all participants to generate ideas.
During the Clarification phase of brainstorming, the team reviews the list to make sure everyone understands all the items.
During the Evaluation phase of brainstorming, the team reviews the list to eliminate duplicates or combine like items.
Stages of Brainstorming
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Rules for Brainstorming:
Clearly state purpose of what you are brainstorming
Each person takes a turn, in sequence, around the group
Present one thought at a time
Do not criticize or discuss any idea
Build on ideas of others
Record ideas and make visible to the whole group (flipchart)
Brainstorming
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Problem: Why do 85% of claims take 37 days or longer to pay?
Lack of staffing
Poor Training Missing info
Process Difficult
Cause CauseCause
Cause A
Cause B
Cause C
Cause D
Cause E
Cause F
Cause ResponseCause ResponseCause ResponseCause ResponseCause G
Cause ResponseCause ResponseCause H
Cause I
Cause J
Cause K
Cause ResponseCause L
Cause M
Cause N
Like or similar causes
Cause Category
An affinity diagram can help a team organize brainstormed potential root causes
Good tool to use as pre-cursor to a fishbone diagram or 5 Why’s
Identify and Organize Potential Causes – Affinity Diagram
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Instructions for Affinity Diagram:
Brainstorm potential causes of problem, write down the feedback on sticky notes.
Post the stick notes to a white board or flip chart paper.
Once completed, sort issues into 4 – 8 related groups.
Create a summary issue category for each issue group. Make sure everyone agrees to headings.
Identify and Organize Potential Causes – Affinity Diagram
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Finds major themes out of large number of ideas
Groups items that are naturally related
Identifies one concept that ties each grouping together
Creative, rather than logical
Good tool to facilitate consensus on major cause categories
Affinity Diagram Summary
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Fishbone diagrams, also known as “cause-and-effect” diagrams, are employed to help teams brainstorm possible causes of a problem (or effect) and rationally group potential causes together. This diagram is called a fishbone as it resembles the skeletal structure of a fish once completed.
Fishbone Diagram
Problem Statement
Main Category A
Main Category C
Main Category B
Potential Root Cause
Cause
Cause
Cause
Potential Root Cause
Potential Root Cause
Primary Effect
Potential Causes
Identify Potential Causes – Fishbone Diagram
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Fishbone diagrams link potential causes to effects
To brainstorm potential root causes to a problem (effect)
To identify reoccurring causes across multiple fishbone categories
To create a visual picture that identifies the link between cause and effect
To provide areas (potential causes) where data can be collected for root cause validation
Fishbone…
...Get it?
Fishbone Diagram Uses
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
STEP 1: Draw a box on the far right-hand side of the paper with a horizontal arrow to the box and write the description of the problem in the box.
It is critical for the team to agree upon the problem under study. In most cases, the problem will be identical to the definition of Y.
STEP 2: As a team, come to consensus on the 4-5 major cause categories to use on the fishbone diagram. Write the names of the major cause categories above and below the horizontal line. Connect them to the “back bone” of the fish.
EFFECT
Cause C Cause A
Cause BCause D
How to Construct a Fishbone Diagram
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
STEP 3: Brainstorm a list of possible causes that could be driving the problem.
Brainstorming can be done by category or can be done prior to placing the potential causes on the major bones. It is recommended that the entire list of possible causes be generated first before attempting to place them on the major category bones. This keeps the creative flow of ideas.
STEP 4: Place the brainstormed data causes in the appropriate category.
STEP 5: For each cause, drill down into “causes of the causes” by asking repeatedly, “why does this happen?” Arrange contributing causes on the smaller bones.
STEP 6: Select 2-3 potential root causes from the fishbone diagram to verify with data.
Look for causes that appear repeatedly within or across major bones. Use multi-voting to narrow down the list of potential causes and come to consensus on 2-3 potential root causes from the fishbone diagram to drill down on further with additional analysis tools.
STEP 7: Select possible causes to verify with data.
How to Construct a Fishbone Diagram
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Machines (equipment) Methods/procedures (how work is done/tasks and steps) Materials (components or raw materials) People (the human element) Mother Nature (Environment) Measurement (data collection) Policies (higher level decision rules)
Typical categories utilized for the major bones of the fishbone are the following:
Other possible categories are:
Utilize the major steps of the process in place of the major cause categories listed above.
Note: The key is to select categories that are relevant to the problem that the team is improving.
Fishbone Diagram Categories
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Why are customer hold times so long?
Machinery
Methods
People Inconsistent processes
Too much rework
Systems do not interact
Too much review
Use different technology platforms
Customer information is not easy to access
Reps are not well trained
Potential Causes
Call Center Fishbone Diagram Example
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Five Why’s technique is a classic approach to root cause analysis of a problem situation by asking the question “Why?” a number of times. While the name of the approach contemplates 5 iterations, this is a recommendation only.
True root causes generally are deep, not as simple as first suspected. In order to get long lasting and far reaching corrective actions in place, the true root cause must be found. If problems are identified before enough questions are addressed, then the problems will diminish at first, but will often resurface.
The “5 Why’s” technique digs deep into the root of the problem
The Five Why’s technique can be used in conjunction with a fishbone diagram to identify potential root causes or can be used as a stand alone tool to formulate potential root causes.
Identify Potential Causes – The Five Why’s 5 Whys
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
WHY? Why do we have an increase in customer complaints?
Because of late orders.
Why don’t the orders leave the store in time? Because the cooks receive the order 10 minutes after the call was
received, not instantly as they should.
Why do the cooks receive the orders 10 minutes after the calls were received?
Because the new order entry method takes longer.
Why do we have late orders? Because the orders don’t leave the restaurant in time.
Why does the new order-entry method take longer? Because the employees were not properly trained.
WHY?
WHY?
WHY?
WHY?
The Potential Root Cause - Employee Order Entry Training Deficiency
The Five Why’s Example
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Helps assign a cause to the correct sub-category
Guides team to deeper root causes
Provides link from effect to cause
Purpose of the Five Why’s
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this lesson:
How to use an affinity diagram to identify and organize potential root causes
How to develop and analyze a cause and effect diagram
How to use the “five why’s” technique to guide a team to identify deeper root causes
Summary of Lesson
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
End of Lesson: Analyze – Root Cause Analysis
Lean Six Sigma Training
Root Cause Analysis
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
Lean Techniques
Lean Process Analysis and Measures
Analyze – Lean Process Analysis
Lean Six Sigma Training
Lean Process Analysis
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the purpose of process analysis
Understand how to calculate Lean measures of time
Understand how to analyze a process to identify potential causes and effects
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Door
To analyze and understand current process flow
To identify process efficiency problems and bottlenecks
To establish cause and effect relationships
Detailed Process Maps
Value Added Analysis
Cycle Time Analysis
Process Door
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To get results, we need to focus in on the X’s
Focus on the Process
Y Dependent Output Effect Symptom Monitor
X1...XN
Independent
Input or Process
Cause
Problem
Control
Response Predictor
x
x
x
xx x
x x
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process - Level 1
Step #1
Process - Level 2
Step #1 Step #2
Process - Level 3
Step #3
Step #1 Step #2 Step #3
Step #3
Step #2
Process analysis is typically focused on a level 3 process or
below
To highlight process problems, break out process
steps in detail
Selecting the Right Level for Process Analysis
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Drilling down into a detailed process map can provide clues for what is causing our process to not meet CTQ’s
It can help a team begin to identify and formulate what the potential critical X’s are which might be driving the problem and process variation.
Enables a team to identify process streamlining opportunities
1. Activity
Yes
No
Yes
No
2. Activity
3. Activity
Process Analysis
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Review the Detailed Process Map and Identify “Points of Pain” Examine steps that experience has shown are problem area or “points of pain”.
Example: Areas of rework, long delay, or errors
Examine steps that have long cycle times
Examine decision points and handoffs where the process moves from one process customer to the next
X1 Inputs to the process
X2 “Rework” loops – rework points
X3 At the end of major process steps
X4 Hand-offs between departments
5 m
in 10
m in
Customer Claims
Reviewer Claims
Adjuster
Y N
X1
X2
X4
X5
X3
X1
Y
?
Y Output (Measure of conformance to CTQ)
Drilling Down in the Process to Identify Potential X’s
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Analysis Techniques – Lean and Six Sigma
Six SigmaLean
Effect
Cause A
Cause D
Cause C
Cause B
Quality and Efficiency Improvement
Efficiency Improvement
Combining Lean and Six Sigma is Best in Class
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What is Lean?
Lean is utilized for the following purposes:
To reduce or eliminate capacity constraints of the process
To reduce the lead time of the process
Inputs Step 1 Step 2 Step 3 Step 4
Bottleneck
Outputs
2 Days 10 Days 4 Days 6 DaysInputs Outputs
=22 Days
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Definition
The AIM of Lean is to eliminate waste in every area including:
Customer relations Product design Supplier networks And office management
Its GOAL is to incorporate:
Less human effort Less inventory Less time to develop products And less space to become highly responsive to customer demand
while producing top quality services in the most efficient and economical manner possible
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Concepts – Measures of Time
Lead Time: Amount of Time a unit spends in the process Lead Time (T) = Cycle time (Value Add) and Inactive Time (Non Value Add) Advantages of Short Lead Times Customer satisfaction through increased responsiveness Reduced inventory at constant throughput Reduced working capital Increased throughput at constant inventory levels Increases accuracy
Lead Time
Non Value Add
Value Add
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Concepts – Measures of Time
Cycle Time: Total time that elapses from the beginning of a process step until its completion. It is the time a unit is being worked on.
12 min
1 min
15 min
Cycle Time
Start Finish
Cycle Time
Cycle Time
Reference: Value Stream Management for the Lean Office: Don Tapping and Tom Shuker
Total Process Cycle Time = 28 minutes
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Elements of Cycle Time
Cycle Time
Value Added
Value Activities Decisions
Non Value Added
Transport Inspection Over Processing Defects / Rework
Over Processing
Lead Time can be reduced by
eliminating Non- Value Added
Activities
Lead Time can be reduced by
reducing the cycle time of value
added activities
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Efficiency Metrics: Measure need to reflect how efficiently you
are utilizing time and resources Look at what happens to time and how
efficiently we use it. Here we will learn the Lean Efficiency
Metrics of:
Applying Lean Can Improve Efficiency
Lean Efficiency Metrics
14
- Utilization - Efficiency - Quality - Overall Resource Effectiveness
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What Happens to Time
*Service Time = Standard Service Time multiplied by the Quantity Serviced
15
Total Time = Total time in the shift
Target Time = Total Time less planned breaks & shutdowns
Available Time = Target Time less lost time
Effective Time Serviced**
Service Time*
450 min.
210 min.
120 min.
1
2
3
4
5
480 min.
540 min.
Example:
**Effective Time Serviced = Standard Service Time multiplied by the number of good units produced.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Efficiency Metrics
Utilization, the % of time made available for service
Efficiency, how well did we work while we were working
Quality, the % Good units we serviced out of the total units serviced
ORE (Overall Resource Effectiveness), the % of time that we spent and got back in good units
16
Utilization = Available Time/Target Time
Efficiency = Service Time/Available Time
Quality = Effective Time Serviced/Service Time
ORE = Effective Time Serviced/Target Time
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Process Analysis Tool – Process Value Analysis
Non Value-Added Work • Customer does not recognize value in the step • Step is not done right the first time • Step does not change the process
Value-Added Work • Customer recognizes the value in the step • Step is done right the first time • Step changes the process
Examples of Non Value-Added Work
Delay Steps “Re” Steps (ex. Re-Work)
“Checker Checking the Checker”
Approvals
Back Office
Internal Failure
External Failures
Hand-offs
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Analysis – Process Value Analysis Process Value
Analysis
Process Step 1 2 3 4 5 6 7 8 9 Total % Total
Time (Hours) 100%
Value-Added
Non Value-Added
Delay
Set-up
Inspection
Transporting
Rework
Total
To better understand the process Review detailed process map (deployment flow chart)
Identify which of the process steps are value-added and which are non value-added
Determine cycle time and identify bottlenecks
Look for errors or inefficiencies that contribute to defects
Value-Added Questions: 1.Change the process? 2.Customer recognizes the value? 3.Done right the first time? 4.Required by law or regulation?
Non Value-Added Examples: - Waiting - Storing - Counting - Inspecting - Recording - Obtaining - Approvals - Reviewing - Copying - Reworking - Filing - Tracking
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Analysis – Process Value Analysis
To easily identify non value-add steps in the process, the following symbols can be used to label non value-added activity on the process map:
D = Delay
S = Set-up
I = Inspection
T = Transporting
R = Rework
Lean Six Sigma teams can develop and customize symbols as necessary
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Process Analysis
Analyzing a process is a valuable tool for identifying process disconnects such as:
By linking the cycle time (hours/minutes) with the process analysis, we can begin to develop a complete picture of the need for change and where this change should occur.
Process gaps
Redundant work
Implicit or unclear requirements
Tricky hand-offs
Conflicting objectives
Common problem areas
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
Summary of Section
The purpose of process analysis
How to calculate Lean measures of time
How to analyze a process to identify potential causes and effects
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
Lean Techniques
Lean Process Analysis and Measures
Analyze – Lean Process Analysis
Lean Six Sigma Training
Lean Process Analysis
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand how to identify the process value stream
Understand how to indentify opportunities to implement error proofing techniques
Determine how to identify waste in your process
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Analysis Techniques
5s & WasteError ProofingValue Stream
Identify the Process Value Stream
Implement Process Checks to Identify and Fix Incoming / Outgoing Errors
Clean Up the Work Environment and
Standardize Processes
I P O Inputs Process Outputs
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Analysis Techniques – Value Stream
Successful companies are sustainable in the long term because they define value from the Customer’s perspective
The Flow of Units through a process that produce value to the customer is a Value Stream
Identifying the Value Streams and what value the Customer is prepared to pay for in the Value Stream is the first step in creating a better flow.
For each Value Stream, identify the customer’s needs and their demand
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What is Value?
Value is defined in terms of specific products and services having specific capabilities, offered at specific prices to specific customers, to be delivered defect- free at specific times
Value must be viewed in terms of the entire Customer Experience
Any action or resource expenditure that does not contribute directly to the goal of creating value is Waste (Muda) and should be eliminated to the greatest extent possible
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Difference Between Waste and Value
In assessing a process, it is important to understand what activities in the process actually add value to the end result, all other activities are wasteful
CVA (Customer Value-Added - or just VA for Value-Added): an activity that the customer would be willing to pay for in isolation if they knew it was being done – e.g. Implementing functionality to a product/process
BVA (Business Value-Added - non-negotiable waste): an activity that is required to operate the business but the customer is unwilling to pay for – e.g. Budget tracking, code documentation
NVA (Non Value-Added): an activity that is not required by the business nor is the customer willing to pay for – e.g. Waiting for resource allocation, requirements documents
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Value Stream
Suppliers Your Company Customer
TOTAL VALUE STREAM
The flow of activity required to turn raw materials into
finished products Fit for purpose, for use by
the end customer
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Implement Flow in the Value Stream
Standardize work Mistake proof processes Achieve process control Implement self inspection Cross train workforce Reduce set up times Implement visual controls
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Value Stream Mapping
Value Stream Mapping is a pencil and paper tool that helps you to see and understand the flow of material and information as an order makes its way through your transactional process.
Value stream mapping is a way to evaluate the current transactional process, identify the value-added steps, and envision the improved (future) transactional process.
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
General Icons used in Value Stream Mapping
Dedicated Process Box
Customer or Supplier
Mail Delivery Database (Excel, Access, etc)
Queue Time
Schedule Box
Schedule
Worker
Shared Process Box
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
General Icons used in Value Stream Mapping
Push Arrow
Manual Information Flow
Exceptions or Disruptions
Electronic Information Flow
F I F O Max. 5 pieces
First In First Out Sequence Flow
Kaizen Focus
Physical Material
Pull
Non Value-Added Time
Value-Added Time
hrs/min hrs/min
hrs/min
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Value Stream Mapping Example
Customers
Orders processed within 1 day
Central Mail Sort
Joe
Sort orders To depts/5s
Place in out Box/5s
Sales Mail Sort
Debbie
Sort orders By customer
Date stamp/ 2s
Place for CSR/10s
Initiate Order
CSR 1 - Susan/Cathy
Initiate Order /45s Per line
Check Parts Numbers
CSR 2 - John/Jane
Check part# 10s per line
Attach Revisions/ 10s
Assign part# 15s per line
Assign Delivery Date
CSR 1 - Susan/Cathy
Assign Delivery date/30s line
File hard copy /90s
Verify Order
CSR 2 - John/Jane
Review/15s per line
Sales Mail Sort
Debbie
Sort/30s
Central Mail Sort
Joe
Post order/30s
8 Hrs 4 Hrs 4 Hrs 2 Hrs 1 Hr 4 Hrs 4 Hrs 8 Hrs
Schedule
8:00, 2:00 & 3:00
3 x Daily
Mail Orders
Order Acknowledgements
1 x Daily
Phone Orders (Expedited)
Faxed Orders
.16
480
.28
240
11.25
240 120 60 240 240 480
23.75 9 3.75 5 5
NVA / VA Minutes
Lead Time 33
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Tips for Value Stream Mapping
DO’s DON’T
• Do begin at the end and work your way upstream
• Don’t sit at the computer (Get up, walk around, and collect the required information)
• Do map things as they are, and not the way they are supposed to be
• Don’t try to map all of your process flows in one map (Its too confusing)
• Do map the value stream yourself and refrain from using the committee approach
• Don’t rely on standard times/information that you did not collect (Get a stopwatch and collect the data yourself)
• Do use a customer focus approach • Don’t try to map all the parts (Just flow a few of the main raw materials)
• Do walk the process, documenting as you go, and gathering information
• Don’t‘ be hasty, take your time as this is a very important exercise
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Analysis Techniques – Error Proofing
Implementing process checks may be necessary to ensure quality and timely input and outputs. Examples include: Inspecting inputs from suppliers and not accepting defective inputs
Introducing required information on inputs
Implementing auto correcting techniques
Training employees on the process
Inspecting outputs to ensure quality and timeliness before the customer is affected
I P O Inputs Process Outputs
Error Proofing Checks
*Additional information on Error Proofing will be covered in the Improve Phase
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Analysis Techniques – 5s
Cleaning up the work environment will make it easier for employees to get to needed information. Sort – Sort through the contents of a work area and
remove unnecessary items.
Set – Set necessary items for easy and efficient access in demarcated areas.
Shine – Clean everything to ensure that your workplace and equipment are properly maintained.
Standardize – Create guidelines to keep the area organized, orderly and clean. You may also standardize the way you work by determining that work will flow using the FIFO principle (First-In, First- Out) – This means that first work in, is the first work to be processed (first out).
Sustain – Educate and communicate to ensure that 5S standards are followed.
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Analysis Techniques – Waste
WASTE IS...
Any human activity which absorbs resource but creates NO VALUE – This is the direct translation of “Muda” the Japanese term for waste
Use of resources over and above what is actually required to produce the product/service as defined by the customer
If the customer does not need it or will not pay for it then it is waste
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Two Major Categories of Waste
1. Obvious Waste
2. Hidden Waste
Obvious waste is easily recognizable
Examples: Undisciplined meetings, excessive paperwork systems, working ahead of schedule, and doing more than is actually required
Hidden waste refers to work which is necessary under current methods of operation, but could be eliminated if improved methods were adopted
Examples: Poor office layout, excess overtime, excess labor
We must always strive to minimize the amount of resources utilized to create products and services. Identification and Elimination of all types of waste is imperative to succeed.
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
8 Types Of Waste
There are 8 basic categories of waste:
MotionTransportation
Over-Processing
Waiting
Over-ProductionDefects / Rework
Inventory
SkillsHey Tim Woods!!
39 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
8 Types of Waste – Definitions TYPES OF WASTE DEFINITION
TRANSPORTATION Back and forth work - handling documents more than once, unnecessary moving or handling of work between departments
INVENTORY Any amount of work greater than single-piece flow. Excessive work in process (WIP), calls on hold, people waiting in line.
MOTION Movement of people that adds no value (searching for paperwork, quotes, supplies etc)
WAITING When work is sent from one department to another then waits for the next processing to occur (queues, time when no value is added to the product/service)
OVER-PRODUCTION Producing more than the next operation can handle.
OVER-PROCESSING Over-processing, unnecessary processing, or procedures (work carried out on the product/service which adds no value) often caused by bureaucracy
DEFECTS / REWORK Ineffective work practices that result in poor data collection and poor data entry – result in data integrity issues; wrong customer details
SKILLS Not listening to employees ideas or not asking them to use their brain and help solve problems
40 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
Summary of Section
How to identify the process value stream
How to indentify opportunities to implement error proofing techniques
How to identify waste in your process
41 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
End of Lesson: Analyze – Lean Process Analysis
Lean Six Sigma Training
Lean Process Analysis
42 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
Analyzing Data Graphically
Stratification
Data Analysis Overview
Analyze – Graphical Data Analysis
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To understand the drivers of variation in the process
To validate cause and effect relationships
To understand the root cause of differences between inputs, process, and outputs
Stratification
Graphical Analysis
Hypothesis Testing
Regression
Experimentation
Data Door
0
2
4
6
8
10
12
Data Door
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Chart1
| 2 | 5 | 6 | 7 | 10 | 8 | 6 | 3 | 2 |
Sheet1
| 2 | 5 | 6 | 7 | 10 | 8 | 6 | 3 | 2 |
Sheet1
Sheet2
Sheet3
Copyright © 2016 Acuity Institute LLC. All rights reserved.
0
2
4
6
8
10
12
0
2
4
6
8
10
12
The data door for Analyze functions more as a toolbox of tools and techniques than a step by step linear process. Depending on the problem that is being addressed and what the suspected causes are, the set of tools and the order of tools will vary according to the specific needs of each individual project.
Depending on the problem being addressed, some teams will pass through all doors and some teams may only go through 1 door to identify root causes.
Graphical Data Analysis
Statistical Data Analysis
Within the data door there are many different “doors” a team can pass through to analyze for root causes.
Data Door
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Chart1
| 2 | 5 | 6 | 7 | 10 | 8 | 6 | 3 | 2 |
Sheet1
| 2 | 5 | 6 | 7 | 10 | 8 | 6 | 3 | 2 |
Sheet1
Sheet2
Sheet3
Chart1
| 2 | 5 | 6 | 7 | 10 | 8 | 6 | 3 | 2 |
Sheet1
| 2 | 5 | 6 | 7 | 10 | 8 | 6 | 3 | 2 |
Sheet1
Sheet2
Sheet3
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
Analyzing Data Graphically
Stratification
Data Analysis Overview
Analyze – Graphical Data Analysis
Lean Six Sigma Training
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Know what stratification is and how it’s used in analysis
Understand the importance of stratification
Know common stratification factors
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
DATA
Process
Subset 1
Subset 2
Subset 3
A data analysis technique by which data is sorted into various categories by specific factors
Divides data into several subgroups with common themes that may be the cause of observed variation
Enables suspicious patterns to surface
Unveils differences in processes
Allows for more accurate focus and prioritization of analysis efforts
Stratification – What it is and What it’s Used for
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
-Region -City -Office site
Where
-Business Unit -Department -Individual
Who
-Year -Month -Week -Day
When
-Defect type -Problem type -Complaint type
Type of Category
ExampleFactor
Common Stratification Factors
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Example of “delivery time” data stratified by “day of week”
Monday Tuesday Wednesday Thursday Friday
D el
iv er
y Ti
m e
Since Tuesdays are consistently later than other days - the next step would be to look into Tuesday and analyze why
Examples of Stratification
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Example of trend data on complaints broken out by product type
Total Complaints
Month
Pr ob
le m
s
2000
2200
2400
2600
2800
3000
3200
1 2 113 4 5 6 7 8 9 10 12 13 14 15 16 17 18 19 20 21 22 23 24
Month
Product B Complaints
Pr ob
le m
s
300
500
700
900
1100
1300
1 2 113 4 5 6 7 8 9 10 12 13 14 15 16 17 18 19 20 21 22 23
Product A Complaints
Pr ob
le m
s
300
500
700
900
1100
1300
1 2 113 4 5 6 7 8 9 10 12 13 14 15 16 17 18 19 20 21 22 23
Month
Product C Complaints
Month
Pr ob
le m
s
300
500
700
900
1100
1300
1 2 113 4 5 6 7 8 9 10 12 13 14 15 16 17 18 19 20 21 22 23 24
Examples of Stratification
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
What stratification is and how it’s used in analysis
The importance of stratification
Common stratification factors
Summary of Section
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
Analyzing Data Graphically
Stratification
Data Analysis Overview
Analyze – Graphical Data Analysis
Lean Six Sigma Training
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Know how, why and when to use pareto charts, stratified histograms, box plots, and scatter diagrams (correlation analysis).
Understand what type of data is required to use various analysis tools.
Learn how to interpret pareto charts, histograms, box plots, and scatter diagrams.
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
You most likely identified many potential causes through your fishbone diagram and process value analysis
The potential cause is really a theory that two factors—a cause and an effect—are related
You need data to verify whether the cause-and-effect relationship truly exists
You can analyze historical data to test that theory, or collect new data It’s possible the data you collected in the Measure phase can be
analyzed in new ways to answer your questions about cause-effect relationships
Use other existing data only if you have confidence in its reliability and accuracy (presuming it is appropriate for your needs)
If historical or existing data will not answer the questions you are now trying to answer or if the existing data is unreliable, then you must collect new data
Analyzing Data
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Remember we are trying to identify which X’s (input/process variables) have the greatest impact on the process Y (output).
There are a variety of graphical tools that can be used to examine the relationship between X’s and Y’s, the key is selecting the right tool.
Selecting the right tool depends on the type of data for both X and Y.
Some of the analysis tools have already been presented in the Measure phase, in this section we will summarize new tools that have not yet been fully presented.
9080706050403020100
60
50
40
30
20
10
0
Average Hold Time
# of
C al
ls
January Avg. Hold Time Distribution Plot
Potential Root Potential Root CausesCauses
Potential Root Potential Root CausesCauses
Tools for Analyzing Data Graphically
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A Pareto chart is a graphical tool that assists in segmenting a large problem into multiple components and identifying which components are the most important
Pareto charts rely on the Pareto Principle, postulated in the 19th century by Vilfredo Pareto, who found that 80 percent of Italy’s wealth was held by 20 percent of the Italian population.
This 80/20 Rule applied to Lean Six Sigma says that 80% of the process defects are caused by 20% of the problems.
Pareto Chart
A B C D
50 10 6 5 70.4 14.1 8.5 7.0
70.4 84.5 93.0 100.0
0
10
20
30
40
50
60
70
0
20
40
60
80
100
Defect Count
Percent Cum %
Pe rc
en t
C ou
nt
Defects Pareto charts are one of the
most widely used Lean Six Sigma tools
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To analyze categorical or discrete data
Aids in understanding the pattern of occurrence for a problem
To identify the relative impact of various parts of a problem (quantifying the problem)
To identify the biggest contributors to a problem
Prioritizes where to focus analysis and improvement efforts
Helps prevent “shifting the problem” where the solution removes some causes, but worsens others
Why Use a Pareto Chart
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
You can use a Pareto Chart when:
The problem under study can be broken down into categories
You want to identify the “vital few” categories—focus your improvement effort
When to Use a Pareto Chart
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understanding How to Read a Pareto
Add res
s
Inac cura
te
Line I te
m Tota l
Am oun
t Ove rcha
rge
Oth ers
0
50
100
0
20
40
60
80
100
Defect
Pe rc
en t
Co un
t Pareto Chart for Statement Accuracy
Height of vertical axis represents all occurrences
Bar height arranged in descending order with tallest bar on left, shows relative importance
“Other” category is always last
Cumulative count line
Potential X’s
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Decide which problem you want to know more about 2. Choose the causes or problems that will be monitored, compared, and rank ordered 3. Choose the time period for study (pareto charts show variation for a period of time)
Tip: Select a time period that is long enough to represent the situation, consider volume and variety within the data.
4. Gather the appropriate data (either historical or new) 5. Compare the relative frequency of each problem category (see example below)
6. List the problem categories (sorted by frequency, in descending order) on the horizontal line and frequencies on the vertical line
7. Draw the cumulative percentage line showing the portion of the total that each problem category represents Tip: Always include the source of data and time period covered on the chart.
8. Interpret the results (This tool can and should be done using statistical software)
Problem Category Frequency
Printing problems 15
Erroneous configuration 30
Filing problems 10
Network problems 6
How to Construct a Pareto Chart
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Indicates Pareto Principle holds true: one or a few categories account for the majority of the problem
Focus analysis/improvement efforts on top one or two bars
If the Pareto looks like this…
Indicates Pareto Principle does not hold (bars are all close to equal in height)
Look for other ways to categorize data or stratify data
Interpretation:
Response:
Interpretation:
Response:
How to Interpret and Respond to a Pareto Chart
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Data has been correctly distributed among categories, with the “other” category consisting only of issues that have a relatively low frequency of occurrence
Continue with analysis efforts on top one or two bars
If the Pareto looks like this…
“Other” category has categories included in it that should be broken out into other separate categories
Evaluate whether “other” items should be redistributed to existing categories or to newly created categories
Interpretation:
“Other” bar is relatively small
“Other” bar is relatively tall
Response:
Interpretation:
Response:
How to Interpret and Respond to a Pareto Chart
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
If Pareto principle holds true, the largest bar on the pareto should be further broken into sub-causes to identify potential X’s.
Defects
A
0
5000
10000
15000
20000
25000
D ef
ec ts
Defect Type
B C D E
0
2500
5000
7500
10000
12500
Am ou
nt
M on
Day of Week
For Defect A
Tu es
W ed
Th ur
s Fr iTeam focus for further analysis: defects on Monday
Pareto Chart Drill Down
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
3020100
150
100
50
0
Location 1
Fr eq
ue nc
y
Days
CTQ = 15 Days Av erage = 12.29 Day s
5040302010
100
50
0
Location 3
Fr eq
ue nc
y CTQ = 15 Days
Days
Av erage = 30.02 Day s
3020100
100
50
0
Days
Fr eq
ue nc
y
Location 2
CTQ = 15 Days Av erage = 15.88 Day s
Remember this? Going back to the histograms we learned in previous lessons….. In Analyze a Stratified Histogram enables you to compare distributions by providing one graph for each group, which aids in formulating potential causes.
0 10 20 30 40 50
0
100
200
Days
Fr eq
ue nc
y
15 Days CTQ =
Average = 19.39 Days N = 4266
Example of Stratified Histogram
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
0 10 20 30 40 50
0
100
200
Days
Fr eq
ue nc
y
15 Days CTQ =
Average = 19.39 Days N = 4266
3020100
150
100
50
0
Location 1
Fr eq
ue nc
y
Days
CTQ = 15 Days Av erage = 12.29 Day s
5040302010
100
50
0
Location 3
Fr eq
ue nc
y CTQ = 15 Days
Days
Av erage = 30.02 Day s
3020100
100
50
0
Days
Fr eq
ue nc
y
Location 2
CTQ = 15 Days Av erage = 15.88 Day s
Sample Size
Guideline: n > 50 for
each group
Team’s Theory: The total variation in how long it takes to pay claims at all locations combined is caused by variation in training and procedures at different locations. What conclusions would the team have drawn from the results of the stratified histograms below?
Example of Stratified Histogram
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
When to Use:
To analyze results when one variable has continuous data and another has attribute or discrete data
Why use it:
To compare distributions and measures of central tendency
To look for patterns
How to create:
Gather appropriate continuous data for each of the attribute types or categories you want to investigate
Create a histogram for each category (use the same numeric scale and plot size for each individual histogram so you can easily compare distributions)
Sample size for each group should be greater than 50 data points
Stratified Histograms
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A box plot is a tool used to draw comparisons between different distributions based on quartiles
Box plots take key statistics from the data and summarize them in a box format
Box plots of shift A and shift B
BA
1020
1010
1000
990
(means are indicated by solid circles)
*
Box Plots
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Why Use it:
To compare several distributions against each other
To identify variability and centering of two or more distributions
When To Use It:
When you want to identify differences in distributions between groups
When you want to identify variability and centering in a variable output (y) vs. an attribute input (x)
An excellent tool to provide visibility to outliers
Box Plots – Why and When to use them
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Box Plots measure variation (spread) by dividing data into four equal groups to see how far apart the extreme groups are. It is based off of the Inter-quartile range (IQR).
The IQR is the distance between the first quartile (Q1) and the third quartile (Q3). The IQR = Q3 – Q1.
A box plot indicates: Where the median of the dataset lies (represented by the middle line) A view of the size of each quartile of the data set Easy identification of data points that might be deemed extreme values or outliers (here an outlier is
defined as a point that is more than 1.5 IQR from an end of the box.) The dispersion or spread of the data (the whiskers)
Fourth Quartile First Quartile
Second Quartile Third Quartile
Median
Outlier
Whisker
Mean
Understanding How to Read a Box Plot
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Gather appropriate continuous data for each of the attribute types you want to investigate.
2. Draw a box between the first and third quartiles of data, this represents 50% of the data values.
3. Draw horizontal lines from the middle of the sides of the box to the minimum and maximum values. (These represent the whiskers).
4. Draw a vertical line inside the box to represent the median value.
5. Indicate any outliers with a dot or an asterisk.
6. Sample size for each subgroup should not have less than 25 data points.
7. Box plots can be constructed vertically or horizontally.
(Of course this can and should be done using statistical software)
How to Construct a Box Plot
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
* 80 70
60
50
40
30
20 10 0
Phone Queue A Phone Queue B
Box Plot of Hold Time of Queue A and Queue B
H ol
d Ti
m e
Stratified Box Plot Example
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Symmetrical (based off of median)
If the median is close to the center of the box, the distribution of the data will be symmetrical.
Negatively Skewed (based off of median)
If the median is in the upper half of the box, the distribution of the data values will be negatively skewed.
Positively Skewed (based off of median)
If the median is in the lower half of the box, the distribution of the data values will be positively skewed.
Symmetrical (based off of whisker)
If the whiskers are approximately the same length, the distribution of the data values will be symmetrical.
Positively Skewed (based off of whisker)
If the upper whisker is longer than the lower whisker then the distribution of the data values will be positively skewed.
Negatively Skewed (based off of whisker)
If the lower whisker is longer than the upper whisker then the distribution of the data values will be negatively skewed.
How to Interpret a Box Plot
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A Scatter Diagram assists in studying the relationship between 2 variables
Output Variable
(Y)
Process Variable (X)
A Scatter Diagram is a graph that helps you visualize the relationship between two variables. It can be used to check whether one variable is related to another
Scatter Diagram or Correlation Analysis
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Tests and verifies cause and effect relationship between input/process variable (X’s) and output variable (Ys)
Analyzes the strength of relationship or correlation between potential cause and effect
Provides indication of a root cause
Scatter Diagram – Why Use it?
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To discover whether two variables are related
To find out if changes in one variable are associated with changes in the other
To test for a cause and effect relationship (but finding a relationship does not always imply causation)
Scatter Diagram – When to Use it
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Each data point represents a pair of measurements (ex. 10 defects for 5 min process time)
Cause on the X axis
High
# Defects (Y)
Low Low
Speed (X) High
The pattern
Effect on the Y axis
Both axis need to be roughly equal in length, so the plot is square
The pattern indicates how the variables are related
Understanding How to Read a Scatter Diagram
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Gather appropriate data
2. Determine which variable will be on the horizontal axis (X) and which will be on the vertical axis (Y)
3. Find the minimum and maximum value of X and Y
4. Set up the axes (ensure they are the same length)
5. Plot all the X & Y pairs on the graph (need 30 -100 pairs of data)
(This can and should be done using statistical software)
How to Construct a Scatter Diagram
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
High
# Defects (Y)
Low Low
Speed (X) High
Scatter Diagram Example
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Scatter Diagram Example: Printers Installed – Printer Calls
Printer Calls
Pr in
te rs
In st
al le
d
420400380360340320
475
450
425
400
375
350
Scatterplot of Printers Installed vs Printer Calls
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Common Mistakes Constructing Scatter Diagrams
Mixing up the “X” and the “Y” variables
Data is not paired correctly
Improper scaling – scatter diagram not square
Incorrect increment spacing between tick marks
39 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
No Correlation
Possible Positive Correlation
Strong Positive Correlation
Other PatternPossible Negative Correlation
Strong Negative Correlation
Look For Patterns
Interpreting a Scatter Diagram
40 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Common patterns in the data
Range of the predictor variable (X’s)
Irregularities in the data pattern (investigate outliers)
Look for:
Interpretation of a Scatter Diagram
41 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Correlation Between Butterflies and Hurricanes It is important to understand that correlation, no matter how strong, does not imply causation. As tempting as it may be for us to leap to causation, we must understand that two variables may be strongly correlated with no causal link whatsoever.
Just because the correlation between number of butterflies and number of hurricanes in a given year is very strong does not mean that hurricanes are caused by butterflies flapping their wings.
50
80
70
60
50
80
70
60
100 200 300 H
ur ric
an es
Butterflies (Billions)
Be Careful – Correlation Does Not Imply Causation
42 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Summary of Data Tools
Tool Purpose Box Plot Used to identify variability and centering of two or more groups
of data Control Chart (Measure Phase)
Used to help understand variation and to control and improve a process
Histogram (Measure Phase)
Used to determine shape, center and range of numeric data, also used to prepare Pareto charts
Pareto Chart Used to identify and prioritize problems or causes of problems Pie Chart Used to depict percentages of total in a circular diagram Run Chart (Measure Phase)
Type of chart used to display data related to a process variable in sequence over time to identify changes
Scatter Diagram Used to confirm relationship between two variables
43 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
How, why and when to use Pareto charts, stratified histograms, box plots, and scatter diagrams (correlation analysis).
What type of data is required to use various analysis tools.
How to Interpret pareto charts, histograms, box plots, and scatter diagrams.
Summary of Section
44 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
End of Lesson: Analyze – Graphical Data Analysis
Lean Six Sigma Training
45 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
Hypothesis Testing Tools
Hypothesis Testing Overview
Statistical Data Analysis Overview
Analyze – Statistical Data Analysis
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
At this point, the vital few potential root causes have been identified. Now we need to validate the root causes with 95% confidence in the results. Statistical data enables us to do this.
Allows us to draw meaningful conclusions from data samples
So we can have a greater level of certainty in our identified vital few X’s
Enables us to pinpoint the root cause so we can select the best fit solutions to improve our process problems
Helps to make the case for change with solid data to back up our plan for change
Why do we Need to Use Statistical Data?
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Statistical Problem
Understand the process
• Only two issues can exist:
• Is the mean not centered properly
• Is the variability (spread) to large?
2
Practical Solution
• Once root causes are validated, implement focused solutions
43 Statistical Solution • Understand what drives the process
output
• Measure the influence of the vital few X’s on the mean and the variability
1 Practical Problem Problem Statement
• Magnitude
• Impact to business
Translate the Practical Problem into a Statistical Problem. Solve the Statistical Problem and translate into practical terms and implement a
solution.
Statistical Thought Process
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Just like graphical analysis tools, there are several statistical tools to help you identify which X’s (input/process variables) affect the process output (Y).
Again, in order to select the right tool to examine the relationship between X’s and Y’s it depends on the type of data you are testing for both X and Y.
The tools this course will cover are:
Simple Linear & Multiple Regression
5040302010 0
65
55
45
35
25
15
5
Cycle Time Sending Information
To ta
l C yc
le T
im e
Correlation Plot of Cycle Time
Statistical Analysis Tools
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
Hypothesis Testing Tools
Hypothesis Testing Overview
Statistical Data Analysis Overview
Analyze – Statistical Data Analysis
Lean Six Sigma Training
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand what a hypothesis test is
Know how to properly state a null and alternative hypothesis
Understand the significance of a p-value
Know when to reject the null hypothesis
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A hypothesis test is used to detect differences between two or more groups that may be important to the business
Because of variation, no two things will be exactly alike
The question is whether differences you see between samples, groups, processes, etc., are due to random, common cause variation, or if there is a real difference.
Hypothesis testing answers this question for us.
Are A and B really different?
Statistically speaking?
10
20
30
40
A B
What is a Hypothesis Test?
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To determine whether making a change to an input or process (X) significantly changes the output (Y) of the overall process.
Statistically determine if there are differences between two or more process outputs.
Bottom Line: To determine which process factors are the cause of the variation in our output that is causing defects.
Y = f(X1, X2, X3…, Xn) mmm….is it X1 or X2 that’s causing the problem?
Why Use a Hypothesis Test?
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Hypothesis testing consists of a set of tools that can tell us how certain we can be in the observations and formulated causes we made from our process analysis and graphical analysis.
There are different hypothesis testing methods to use for each situation
Type of Data What You
Can Compare Example
Continuous
Proportions Is the % of on-time application completions the same for group 1 as for group 2
Discrete
Averages
Variation
Shapes or Distributions
Is the average productivity the same for multiple regions? Do results from the department using the improved process have less variation than the results from the department using the old process? How does the cycle time distribution compare for various processes?
Hypothesis Testing
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The goal of a Hypothesis test is to either reject or not reject the Null Hypothesis.
The way it works:
Test the null hypothesis H0: no difference between groups
Against the alternative hypothesis (represents the theory you are trying test or prove) Ha: groups are different
…to determine if we can reject the null hypothesis or not
Overview of Hypothesis
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
There is a difference in the waiting time across the different regions
There is no difference in the waiting time across the different regions
Process waiting times across different regions
There is a difference in the variation of the dimension from the different machines
There is no difference in the variation of the dimension from the different machines
The variation in a product dimension from different machines
There is a difference in customer satisfaction levels between product A and Product B
There is no difference in customer satisfaction levels between product A and Product B
Customer satisfaction levels for different products
There is a difference in average wait times between call centers
There is no difference in average wait times between call centers
Average call answer times between call centers
The Alternative Hypothesis
The Null HypothesisWhat you are looking at
Your aim is to disprove or reject the null hypothesis
Examples of Determining the Correct Null Hypothesis
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Example: What is the p-value? The p-value is the probability that the observed difference between the
means is caused by sampling variation, OR The p-value is the probability that these two samples came from the
same population. P-values range from 0.0 to 1.0 (0% chance to 100% chance) By convention, usually treat P < 0.05 as indicative that the difference is
significant.
How do I Interpret the p-value? If p < 0.05, we declare a significant difference exists and therefore we should reject the null hypothesis. (In other terms, if P < 0.05, reject the H0 and conclude the Ha)
When performing a Hypothesis test, an output of the test will be a calculated p- value. Identifying the p-value will tell us whether a significant difference exists.
How do we Know When to Reject the Null Hypothesis?
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
P-values are probabilities for values of interest
P-value = Tail area Area beyond value-of-interest Probability of being at the value-of-interest or beyond
A small P-value (0 to 0.05) means: The probability is small that the value-of-interest did, indeed,
come from that distribution. . . . It is likely to have come from some other distribution
A practical definition of the p-value is: The p-value is your confidence in the null hypothesis, so when it’s low you reject the null.
Value of interest
0 0.05 p 1.0
Understanding P-values
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
“If p falls below, H0 must go.”
Simple Method to Remember How to Interpret the Hypothesis
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Hypothesis Terminology:
So…..If the “null hypothesis” (H0) is that there is no difference between the two groups.
Then…..If we are able to reject the “null hypothesis” then we will be able to say that the two groups are statistically different with 95% confidence.
If p < 0.05, we declare a significant difference exists.
The p-value is the probability that the observed difference between the means is caused by sampling variation, OR
The p-value is the probability that these two samples came from the same population.
Hypothesis Overview Summary
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
What a hypothesis test is
How to properly state a null and alternative hypothesis
The significance of a p-value
When it is appropriate to reject the null hypothesis
Summary of Section
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
Hypothesis Testing Tools
Hypothesis Testing Overview
Statistical Data Analysis Overview
Analyze – Statistical Data Analysis
Lean Six Sigma Training
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Know how to perform linear regression analysis
Understand how to perform multiple regression
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Note: This is not an exhaustive list and in this course we will only introduce Regression Analysis
Hypothesis testing consists of a set of tools that can tell us how certain we can be in the observations and formulated causes we made from our process analysis and graphical analysis.
There are different hypothesis testing methods to use for each situation
Overview of Hypothesis Testing Tools
Hypothesis Test Purpose Regression Identify if two variables are correlated t-test Compare two group averages ANOVA (Analysis Of Variance) Compare two or more group
averages Chi-Square Compare two or more group
proportions Design of Experiments (DOE) Identify the cause and effect
relationships between Xs and a Y
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Hypothesis tests rely on the following assumptions:
Data is normally distributed (If continuous data).
When comparing groups from different populations, we assume samples are independent samples, were randomly selected, and representative of the population.
When comparing groups from different populations, we assume variances are not dramatically different.
When comparing groups from different processes, each process is stable (no special cause variation exists in the process.)
CAUTION: Bear in mind that many processes are not stable, hypothesis testing should not be applied until the process is in control.
For the purposes of learning and discussing hypothesis testing in this course, we will assume the above conditions have been met.
Hypothesis Testing Assumptions
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Regression
Takes correlation one step further by developing a mathematical model that represents the relationship between the X (input) and Y (output).
Y
X
Correlation
is used to determine the strength of a linear relationship between two continuous process variables. If two variables have a strong relationship, they are said to be correlated.
R= +0.82
Y
X
Correlation and Regression Analysis – What is it?
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Correlation
To validate root causes by quantifying the magnitude of the relationship between variables.
This relationship of variables may be between:
• A potential root cause (X) and the problem or output (Y).
• Two potential causes, inputs, or factors (X1 and X2 ).
Regression
To define the mathematical relationship between 2 or more variables so we can:
• Make predictions of process performance, Y, based on a given value of the process variable, X.
• Improve process performance (Y) based on controlling or manipulating process conditions (X) to generate desired results.
Y
X
R= +0.82
Y
X
Correlation and Regression Analysis – Why use it?
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Correlation and regression are intended to be used in conjunction with one another.
Conducting regression analysis involves several steps and uses multiple tools.
We can break down regression analysis into a 3 step process:
Step 1: Graph the data
Step 2: Measure strength of correlation
Step 3: Run regression
Y
X
Using a scatter diagram
Y
X
By developing fitted line plot
R= +0.82 By obtaining correlation coefficient
The Process of Regression Analysis Overview
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
X Variable Is an input or process variable (sometimes called a predictor) which we are hoping to be able to manipulate to influence our project Y. If not, it can be used to predict Y
Y Variable Is an output variable or a measure of process performance which we are hoping to positively affect by managing or manipulating X. If not, at least it can be predicted from X
The scatter diagram indicates how a change in an input or process (X) can affect a change in output (Y) based on the strength of the relationship.
Scatter Diagram – Identifying Possible Correlations
Speed (X)
# Defects (Y)
Scatter Diagram
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A correlation coefficient is used to measure the degree of linear association (correlation) between continuous sets of data.
The correlation coefficient is referred to as “r.”
The possible range of “r” is: +1 to -1 r = +1 Perfect positive relationship r = 0 No linear relationship r = -1 Perfect negative relationship
(the higher the absolute value of r, the stronger the correlation)
The correlation coefficient (r): Reflects the degree to which the data points are tightly clustered Is sometimes referred to as the Pearson Coefficient
Once scatter diagrams have been used to look for correlations, a correlation coefficient can be used to measure the strength of any correlations found.
Correlation analysis places a quantifiable magnitude on the graphical scatter diagram relationship.
Correlation Coefficient
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Examples of scatter diagrams and their associated correlation coefficients:
Indicates a strong negative correlation, so the r value is very high. The r is a negative number to represent the downhill slope.
Interpretation: the more call center reps available, the faster the speed of answer.
Indicates a strong positive correlation, so the r value is very high. The r is a positive number to represent the upward slope.
Interpretation: the more call center reps, the longer the talk time.
No. of call center reps
Sp ee
d of
a ns
w er
r = - 0.98
100 110
10
120
30
50
Indicates no correlation exists, so the r value is very low.
Interpretation: there is no relationship between the number of call center reps, and the claims payment cycle time.
No. of call center reps
r = +0.06
Pa ym
en t c
yc le
ti m
e
120110100
30 Ta
lk T
im e
No. of call center reps
r = +0.96
120110100
10
50
Interpreting Correlation Coefficient
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Before you can use the correlation coefficient the statistical significance of the correlation coefficient should be assessed.
Because of the random nature of data, it is possible for a scatter diagram to suggest a correlation between variables when in reality, none exists.
There is a greater risk of this occurring if a scatter diagram is based on a small sample size
To solve for this issue, look at the correlation coefficient’s corresponding p-value
Just like hypothesis testing, a p-value is generated for a correlation coefficient using statistical software.
If the p-value < 0.05, you can be 95% confident that a correlation exists. r = - 0.98
p-value 0.000 y-
ef fe
ct
r = - 0.98
Interpreting Correlation Coefficient
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Linear regression develops a mathematical model to represent the data in a scatter diagram
It defines the mathematical relationship between two variables
It generates a fitted line that quantifies the relationship between X and Y
Enables us to predict the value of Y given a certain value of X
The line or regression equation is represented as:
y = b0 + b1 “multiplied by” x1, where
y = output
x1 = an input
b1 = the slope of the line (rise over run, or change in Y per unit increase in X)
b0 = the predicted value of y when x1 = 0
Linear Regression Analysis
X1
Y
Residuals
Fitted Line
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Regression analysis has its own measure for the strength of the relationship. This measure is the square of the correlation coefficient, and is simply referred to as “r-squared” (R-sq).
r-squared is the measure of how much variation in the process output is accounted for by the model. Another way to look at it is, it’s the measure of how well the regression line describes the data. (Therefore, the closer to 100% the better).
Since it is a squared value, it can range from 0 to positive 1. It is defined as the proportion of the variability in
Y (the output) that is explained by X (the input and/or process).
The regression process creates a line that best resembles the relationship between the process or input (X) and output (Y).
Y
X
Linear Regression – How it Works
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
There are two values that are generated from regression analysis that serve as indicators for how to interpret regression results:
P-value
R-sq value
Interpreting P-value:
Null Hypothesis
H0: slope = 0 (or no difference in Y when X changes)
Alternative Hypothesis
Ha: slope = 0 (or Y changes as X changes)
Interpreting R-sq value:
Represents how much of the variation in the process output is accounted for by the model so the closer to 100% the more confident we can be in our results.
Linear Regression Interpretation
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Theory:
A Lean Six Sigma team wanted to see if the number of call center representatives had an affect on the speed of answer.
Steps Used:
They took their data and first developed a scatter diagram and obtained their r- value.
Next, they ran regression analysis in a statistical software program to create the fitted line.
Finally they obtained, the R-sq value and the P value
The results:
R-sq = 95.4%
P-value = 0.0
# of Call Center Representatives
Sp ee
d of
A ns
w er
X1
Y
Interpretation: The number of call center reps has a large affect on the speed of answer (95.4% of the variation in speed of answer is explained by the number of call center reps.)
This is a critical X (since p < 0.05, we rejected H0, and determined Y changes as X changes)
Linear Regression Interpretation Example
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
0.055
0.045
0.035
0.025
0.015
0.005
Speed of Answer
Ab an
do n
R at
e
10 20 30
The range of data ends here
Do not attempt to make predictions beyond the range of your data!
Regression Tips and Traps
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Y= f (X1, X2, X3, etc.) Multiple regression is the same concept as linear regression, but it is an equation to
show the mathematical relationship between several X’s and one Y.
Multiple regression is used to sift through many X’s (input and process variables) at the same time to find the most critical variables that affect the Y (the output variable). This enables us to select the best improvement solution.
Multiple Regression equation:
Y= b0 + b1 X1 + b2 X2 + b3 X3 + …etc. Where…
Y = output variable XS = predictor variables (input or process variables) b0 = intercept (predicted value of Y when each X = 0) b1 = slope of the linear relationship between Y and X1,
or the change in Y per unit increase in X1 holding all other XS constant
b2 = slope for X2 b3 = slope for X3 etc….
Multiple Regression
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Scenario: A Lean Six Sigma team working in a call center focused on improving speed of answer wanted to see if the number of customer service calls and the number of inquiries on active accounts were correlated to the speed of answer.
For this scenario predictor and response variables were: Y = Speed of Answer
X1 = number of calls
X2 = number of inquiries
Speed of Answer (seconds)
Number of Calls (per hour)
Number of Inquiries (per hour)
21 503 45
24 654 52
30 709 22
16 598 16
Data Sheet:
Multiple Regression Example
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Results: R-Sq = 94.3%
P-value for number of calls = 0.0 P-value for number of inquiries = 0.785
Interpretation: The R-sq value indicates that the input variables in the regression account for
94.3% of the variation in speed of answer, however…
Since the p-value of number of inquiries is greater than 0.05 it does not influence the speed of answer
Since the p-value for number of calls is less than 0.05, it does influence the speed of answer and therefore is a critical X.
Conclusion: It must be the number of calls that is creating all the variation in speed of answer.
The number of calls is causing the variation in the speed of answer
Multiple Regression Example Continued
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Determine the type of test suited to your data and question
Arrange the data appropriately in the statistical software program of your choice.
Perform the statistical test
Obtain the p-value from statistical software output; declare a statistically significant difference if the p < 0.05
How to Perform a Hypothesis Test Summary
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
How to perform linear regression analysis
How to perform multiple regression
Summary of Section
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
End of Lesson: Analyze – Statistical Data Analysis
Lean Six Sigma Training
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
Analyze – Identify Root Causes
Lean Six Sigma Training
Identify Root Causes
Validated Root Causes
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Validated Root Causes
The Process of Identifying Root Causes
Pareto
Regression
Stratification Process Value Analysis
Fishbone 5 Whys
Potential Root Causes
Value Stream Map
Root Cause Analysis Lean Process Analysis Graphical Data Analysis Statistical Data Analysis
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Root Cause Analysis
Graphical Data Analysis
Statistical Data Analysis
Potential causes identified (fishbone, 5 whys)
Statistical tests conducted to validate differences in data groups Testing method utilized is appropriate for the data P-value determined Root causes identified to target for improvement
Data graphically analyzed to identify the Xs that account for variation in the process Data sample is random and independent Data stratifications conducted to identify variation
Analyze Completion Checklist
Lean Process Analysis Process value analysis and Lean measures Value Stream Waste identification
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify potential root causes
Statistical Data Analysis
X1
Y
Validate root causes through statistical
tools
Investigate potential root causes through
graphical tools
Graphical Data Analysis
10
20
30
40
A B
Next Steps…… Move to Improve Phase
to Identify Solutions
Identify Root Cause Summary
Root Cause Analysis & Lean Process Analysis
Cause A
Cause D
Cause C
Cause B
Effect
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure ControlImproveDefine Analyze ControlMeasure ImproveDefine Measure ControlImproveDefine Analyze ControlMeasure Improve
End of Lesson: Analyze – Identify Root Causes
Lean Six Sigma Training
Identify Root Causes
Validated Root Causes
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Improve Phase
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Improve Phase Overview
Lean Six Sigma Training
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Once root causes are understood, the team can begin to develop solutions for the process. Generating both obvious and creative solutions requires innovation, technology, and discipline.
Improve Phase Introduction
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
ANALYZE
CONTROL
IMPROVE
MEASURE
DEFINE
Generate Solutions
Prioritize and Document Improved Process
Document Solution Impacts and Cost/Benefits
Pilot Solutions and Identify Potential Problem Analysis
Develop Implementation Plan
Best Practices
Root Causes
Project Goals
“Discoveries” During Analysis
Benchmark Ideas
Ideas from Other Projects
Brainstorming
Performance Targets
Generate Solution
Ideas
Generate Solution
Ideas
Implement Solution ID
1
2
3
4
5
6
7
8
9
Install new hardware
Revalidate System
Install new software
Train Processing Staff
Update documentation
Develop Training Plan
Train Staff
Test
Task Name 5/31 6/7 6/14 6/21 MAY JUNE
6/28
Jen, Kris, Sue
Conroy
Conroy
Gwen
Team, TBD Team, TBD
Improve Phase Overview
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify and Select
Solutions
Financial Impact of Solutions
Risk Planning
and Testing
Implement Solution
Benchmarking
Brainstorming
Solution Selection Matrix
Deployment Flowchart
Quantify Benefits
Quantify Costs
CBA
Improve Tools
FMEA
Error Proofing
Pilot Planning
MGPP
Change Management Strategy
Implementation Plan
Improve Approach
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Improve Phase Deliverables
Define Measure Analyze Improve Control
Project Charter Project Management
Project Plan Process Definition
SIPOC As-Is Process
Map Quick Win
Identification Stakeholder
Management Stakeholder Map Stakeholder
Management Plan Communication
Plan Voice of Customer
Customer Identification
VOC Research Plan
Kano Analysis CTQ Identification
Root Cause Analysis Affinity Diagram Fishbone Diagram
and/or 5 Why’s Lean Process
Analysis Lean Tools and
Measures Graphical Data
Analysis Histogram Pareto Chart Box Plots Correlation
Analysis Statistical Data
Analysis Linear Regression Multiple
Regression Root Causes
Identified Quick Win
Identification
Identify Measures X/Y Matrix
Data Collection Operational
Definitions Measurement
Systems Analysis (MSA)
Data Collection Plan
Describe and Display Data Histogram Pareto Chart Pie Chart Run Chart Control Charts
Baseline Performance Sigma
Performance Yield Process
Capability Quick Win
Identification
Identify and Select Solutions Generate Solutions Benchmarking Solutions
Prioritization Matrix Solution Selection
Matrix To-Be Process Map
Financial Impact of Solutions Cost/Benefit Analysis
Risk Planning and Testing Failure Modes and
Effects Analysis (FMEA)
Pilot Plan Implement Solutions
Multi-Generational Product Plan (MGPP)
Implementation Plan Stakeholder
Management Project Storyboard
Process Control Control Charts Process
Monitoring Plan Dashboard
Response Plan Project
Documentation Process
Procedures Replication
Opportunities Solution Transfer
Plan
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
End of Lesson: Improve Phase Overview
Lean Six Sigma Training
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
Document/Design Solution
Select Solutions
Identify Potential Solutions
Improve – Identify and Select Solutions
Lean Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand how to conduct a gap analysis
Understand the difference between an incremental improvement strategy vs. an exponential improvement strategy
Understand various methods and techniques to generate solution ideas
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
ANALYZE→ Identify the vital few root causes IMPROVE→ Generate solution ideas using both logical and creative thinking
Look outside of the box for innovative solution ideas
Obvious remedies to root causes of problem
Project goals and targets
Benchmarking +
Review process and data analysis results
Select “best fit” solution
Filter ideas against criteria
Process to Identify and Select Improvement Solutions
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Things to consider before generating solution ideas:
Assess gap between current performance and required performance
Determine if incremental or exponential process improvement is required to meet project goals
Key Considerations to Generating & Developing Solutions
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To comprehend the gap between current and desired performance, a Gap Analysis can be utilized to provide a structured approach to understanding this difference.
After the root causes (critical Xs) have been identified, the project team can evaluate each root cause and assess what level of improvement the team needs for each critical X. The larger the gap, the more effort and risk associated with crossing it.
An example of a gap analysis is below (some teams may only have one root cause):
Gap Analysis Defines Delta Between Current & Desired Performance
Root Cause Current Performance Desired Performance Gap
Key Considerations to Generating & Developing Solutions
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Incremental Improvement
Is the gap large?
Customer Requirements
Process Capability
YesNo
Design for Six Sigma (DFSS or DMADV)
DMAIC
Example: Modify the existing process
Exponential Improvement
Example: Completely re-design the existing process and/or build a new process
Define Measure Analyze Improve Control
Define Measure Analyze Design Verify
Improvement Strategies
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process entirely broken: the existing process is unable to meet many CTQs, too many successive DMAIC projects required
Technology development: new technology solution enables all customer requirements to be met at lower cost or gain a competitive advantage
Process has reached entitlement
When to Utilize Design for Six Sigma Methodology
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Best Practices
Root Causes
Project Goals
“Discoveries” During Analysis
Benchmark Ideas
Ideas from Other Projects
Brainstorming
Performance Targets
Generate Solution
Ideas
Improve: Sources of Solution Ideas
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
These techniques allow a team to think outside of the box which can lead a team to build upon or discover a new idea which can lead to a better, more improved solution than the obvious or conventional solution.
Brainstorming
Benchmarking
The following techniques enable creative thinking beyond the obvious solutions.
Creative Solution Generation Techniques
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Traditional Brainstorming Review
1. Generation 2. Clarification 3. Evaluation
Brainstorming
The Generation phase is a free open forum for all participants to generate solution ideas.
During the Clarification phase of brainstorming, the team reviews the list to make sure everyone understands all the items.
During the Evaluation phase of brainstorming, the team reviews the list to eliminate duplicates or combine like items.
Stages of Brainstorming
In preparation for brainstorming, the team should begin by reviewing the “as is” process, the gap analysis and the verified root causes.
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Rules for Brainstorming:
Clearly state the purpose of what you are brainstorming
Each person takes a turn, in sequence, around the group
Present one thought at a time
Do not criticize or discuss any idea
Build on ideas of others
Record ideas and make visible to the whole group (flipchart)
Traditional Brainstorming Review
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
dopt- Other Companies’ Best Practices
A
dapt- Best Practices to our Business Processes
A
dvance- Our Business Performance
A So We Can . . .
What is Benchmarking?
Benchmarking
A Continuous, systematic approach to improving processes by identifying, evaluating and implementing World-Class processes, practices, products and services of highly successful organizations.
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
…And not reinvent the wheel?
Benchmarking
Benchmarking promotes the discovery of best practices and processes of successful external organizations or internal teams, units or segments.
The Benchmarking methodology focuses on adapting and building on these innovations to improve them even further.
Benchmarking is an excellent tool for identifying potential solutions during the improve phase.
How do you Develop Innovative Solution Ideas for Breakthrough Change?
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A continuous process
A process of investigation that provides valuable information
A process of learning from others; a pragmatic search for ideas
A time consuming, labor-intensive process requiring discipline
A viable tool that provides useful information for improving virtually any business process
Benchmarking Is . . .
A one-time event
A process of investigation that provides simple answers
Copying; imitating
Quick and easy
A buzzword, a fad
Benchmarking Isn’t . . .
Benchmarking Defined
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Internal Benchmarking Work processes are compared between departments, divisions or
internal company segments
Competitive Benchmarking Measuring process performance against peers or competitors
Functional/Industry Benchmarking Comparing similar process performance of the same function at
companies outside your industry
Generic Process/Best In Class Benchmarking Internal processes are compared against truly innovative practices
and world class performance levels, regardless of industry
Types of Benchmarking
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Benchmarking Evaluation Example
XXFunctional leaders XXGeneric processes
XDirect competitors XXInternal operations
Innovative PracticesData Collection EaseRelevanceBenchmarking Operation
To determine which type of Benchmarking might be the best approach for your team to generate solution ideas, consider the relevance to your process, the level of effort required to collect the benchmarking information, and the level of creativity.
Evaluation by Type of Benchmarking
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Thinking “out-of-the-box” produces the best results when selecting benchmark partners and analyzing their processes
Company: Remington Rifle Co.
Issue: Surveys revealed Remington’s customers’ prefer shiny rifle shells
Benchmark Maybelline Cosmetics Partner:
Results: Remington adopted Maybelline’s practice of making shiny tubes of lipstick to improve the shininess of their rifle shells
Company: Southwest Airlines
Issue: Southwest was interested in reducing aircraft maintenance and turnaround time
Benchmark Indy 500 Pit Crews Partner:
Results: Southwest adopted some of the crews’ ideas to develop an action plan and incorporate these Best Practices into it’s own organization
Southwest Airlines Indy 500
Maybelline CosmeticsRemington Rifle Company
Innovative Benchmarking Examples (Different Process and Industry)
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To contribute to efficient, effective and ethical benchmarking, individuals agree for themselves and their organization to abide by the following principles:
Keep it legal Be willing to give what you get Respect confidentiality Keep information internal Use benchmarking contacts Don’t refer without permission Be prepared at initial contact
Benchmarking Code of Conduct
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
How to conduct a gap analysis
The difference between an incremental improvement strategy vs. an exponential improvement strategy
Various methods and techniques to generate solution ideas
Summary of Section
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
Document/Design Solution
Select Solutions
Identify Potential Solutions
Improve – Identify and Select Solutions
Lean Six Sigma Training
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand how to organize solutions
Know how to use various methods and tools to prioritize solutions
Know how to use various methods and tools to select solutions
Understand how to select solutions in the event that no clear solution option emerges
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
After solution ideas have been generated, duplicates need to be removed and they need to be organized into like categories.
One of the best tools for categorizing the solutions is a familiar tool - the Affinity Diagram.
Solution 1
Solution 2
Solution 3
Affinity Diagram
Organize Solutions
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Develop the Evaluation Criteria Remove Show Stoppers Consider Organization Fit Determine Sigma Impact
Evaluate Time Impact Evaluate Cost Benefit Impact Evaluate Other Impacts Narrow the List
Narrowing List Select Solutions
Solution Evaluation and Selection Process Po
te nt
ia l S
ol ut
io ns
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Payoff Matrix
In this example, solution C and solution D would be eliminated from the list because of the relatively high level of effort and low benefit.
Estimated Financial Benefit
Implementation Level of Effort
Solution A
Solution B
Solution C L
H
L
Solution D
H
Narrow the List By Removing the Low Payoff Solutions
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A tool used to narrow and prioritize those solutions that have the greatest impact to key criteria. Example of criteria include:
Root cause identified in the Analyze Phase that will be impacted by the solution
The description of the solution that was generated from the brainstorming session
Customer / CTQ Impact (H, M, L) The impact the solution will have on the CTQ, measured by High Impact, Medium Impact, or Low Impact
The costs required to implement the solution suggested, measured by High, Medium, or Low
The solution represents a quick win and can be implemented immediately
Technology is required to implement the solution
Root Cause Addressed
Solution Description
Implementation Cost (H,M,L)
Quick Win (Yes, No)
Technology Required (Yes, No)
Solution Prioritization Matrix Solution
Prioritization Matrix
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Criteria
Develop 1 platform for systems to interact
Increase approval levels of reps
4 2 1
Imp costs Quick-Win Tech. Rqd.CTQ Impact SUM
3Weight
Standardize training materials/program
Standardize & document resolution process
9
3
9
3
36
12
36
12
1
9
3
9
3
27
9
27
1
9
3
3
2
18
6
6
1
9
9
9
1
9
9
9
42
66
60
54
Weight (based on
rank ordering
Score against criteria 1(L), 3(M), 9(H)
Score multiplied against weight
To quantitatively select the final “best fit” solutions for your organization based on criteria, a Solution Selection Matrix can be used. See example and explanation below:
Note: the implementation costs for this solution are high, but we give it a 1 instead of a 9 because increased cost is a negative.
The sum of the multiplied
scores
Selected Solution
Selected Solution
Highest score solutions are
selected
Solution Selection Matrix Solution
Selection Matrix
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Steps to Developing Solution Selection Matrix: 1. Record a list of final solutions
2. Create a list of criteria
This criteria should include the common criteria (root cause addressed, customer impact, implementation effort, etc. as seen on the previous page) as well as criteria that is specific and most important to the organization.
3. Weight the criteria
To identify the appropriate weighting of each criterion the individual criterion should be either rank ordered or weighted on a scale of 1-10. Criterion that are the most important are weighted a 10; lower weighted criterion are weighted a 2 or 1.
One method of determining the weight of each criterion is to have the team multi-vote .
4. Evaluate the list of solutions against the weighted criteria using a 1 for low, 3 for medium and 9 for high.
5. Tally the scores for each solution, discuss, and select those solutions that had the highest score.
Developing a Solution Selection Matrix
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
On rare occasions, the choice may be obvious given your knowledge of the process and problem
More often, you need to carefully weigh pros and cons utilizing tools such as, the pay-off matrix, solution prioritization matrix, and solution selection matrix
If the solution selection matrix does not result in a clear choice—and perhaps even if it does—you can get more information about a solution by…
Modeling or simulating the solutions Doing trial implementations (small scale tests) Observation (find a person or organization who is doing
something similar and observe)
Selecting Solutions
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Since a solution selection decision is typically high impact, emotionally charged, and sometimes offers a wide diversity of opinion, consensus is generally the best decision making method to use when using a fall back solution selection method like decision making is required.
Gathers upon every team members
opinion
Increased participation and
buy-in
Provides a structured process to arrive at
decision
Ensure you have allocated enough time
Take thorough notes
The Benefits of Using Consensus
Tips to Using Consensus Decision Making
Balance Power
Listen carefully and check for understanding
Decision Making Method – Consensus
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To aid in the selection of solutions and aid in evaluating solutions against criteria, often more information must be gathered on each solution idea. Below are some effective and recommended methods:
Visit an organization that uses the particular solution option you are evaluating to see how effective it is. Hopefully, you have already done this through benchmarking during the solution
generation phase. If not, make a site visit to benchmark the solution at this stage. Making a site visit to an organization who has a particular solution option can also
provide valuable information about lessons learned through implementation and estimated costs to implement.
If evaluating potential solutions that involve a level of automation or technology: Ask for a demonstration. Compare different vendors (if applicable). Visit an organization that uses this particular solution. Prepare a list of questions.
Obtaining More Information to Aid in Selecting Solutions
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Consensus Delegate with Constraints
Gather Input from Others (influencers) and Decide
Gather Input from the Team and Decide
Decide and Announce
High Level of Involvement/Time
Required to Make a Decision
Medium Level of Involvement/Time
Required to Make a Decision
Low Level of Involvement/Time
Required to Make a Decision
What to Do if No Clear Solution Option Emerges
31
If the criteria-based comparison tools, and methods to gather additional information on solutions as discussed on previous pages still does not result in a clear solution choice or if many solutions are equally scored, a fallback method is using decision making methods. See below….
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
How to organize solutions
How to use various methods and tools to prioritize solutions
How to use various methods and tools to select solutions
How to select solutions in the event that no clear solution option emerges
Summary of Section
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
Document/Design Solution
Select Solutions
Identify Potential Solutions
Improve – Identify and Select Solutions
Lean Six Sigma Training
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the importance of documenting the new process
Understand tools to document the new solution
Understand how to document the new process solution by creating a “to-be” process map
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Documenting the newly selected solution is critical to understanding costs and risks, training associates, and achieving desired improvement results.
The tools for documenting the improved process solution design can include the following:
Process maps/flowcharts Functional requirements document (for solutions that involve
technology) Drawings
Documenting the New “To-Be” Process Solution
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Once the solution has been selected we need to go back to the baseline “as-is” process and identify and document how the process will change as a result of implementing the new solution.
The new “to-be” process map will also be a valuable tool for training the organization before implementation.
S I P O C Suppliers Inputs Process Outputs Customers
Process Map
Documenting the New “To-Be” Process
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Deployment flowchart (“swim lanes”) Processing Administration Adjusters Payables
Since both “who” conducts each process step and “how” work gets accomplished in a process changes after the improvement solution is applied, the best process mapping tool to document these changes is a Deployment flowchart.
Deployment flowcharts clearly indicate both who handles each process step and how it gets done.
Documenting the New “To-Be” Process
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Requirement documents for IT solutions can include items such as:
Business requirements
Data requirements
Functional requirements of product or service
Historic data specs
Production data specs
Functionality of product or service
User access/security
If the solutions selected involves technology or automation, a detailed requirements and design document would also need to be developed with the support of an IT SME (information technology subject matter expert) that is assigned by the organization to be on the implementation team.
Documenting Solution which Involves Technology
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
Understand the importance of documenting the new process solution
Understand tools to document the new solution
Understand how to document the new process solution by creating a “to-be” process map
Summary of Section
39 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
End of Lesson: Improve – Identify and Select Solutions
Lean Six Sigma Training
40 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
Cost/Benefit Analysis
Costs of the “As-Is” Process
Improve – Financial Impact of Solutions
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the costs of poor quality and defects
Understand how to quantify the costs and inefficiencies of the “As-Is” process
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
For many companies, performance depends on meeting shareholder expectations. Given limited resources, an executive is unlikely to support quality for quality’s sake--- the business environment requires getting the most “bang for the buck” by increasing revenue and reducing cost.
The focus of Lean Six Sigma projects is to reduce defects and inefficiency to increase earnings and value for the shareholder.
Overview of the Financial Side of Poor Quality and Defects
generating gross revenue
which minus costs
results in profits
some of which is reinvested
the remainder reported as
earnings
thus meeting financial
expectations
Organizations produce products/services to the marketplace, thereby (which gets reduced by poor quality)
(increased by inefficiency)
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To identify the costs of the “As-Is” process, we need to identify the labor, material, and equipment costs to operate the process, plus the cost effect of the non value- added activities in the process.
To do this assessment, go back to the process map analysis conducted earlier in the project where the percentage of value-added activity vs. non value-added activity was identified and calculate the cost of the non value-added activities.
Method to Quantify the Cost of the “As-Is” Process
Examples of Cost Categories
Material Costs:
Postage
Paper
Ink
Forms
Equipment Costs:
Computers
Phones
Office Furniture
Office Space
Labor Costs:
Salary
Benefits
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Collect data on how many times the problem/defect occurs per unit of time (example: 12 occurrences/week)
Work with process owners and finance to collect data on the cost per occurrence in terms of labor, materials and equipment costs. (example, $200 per occurrence)
Identify time involved (example: 52 weeks)
Calculate total annual cost by multiplying the above three factors (example: 12 X $200 X52 = $124,800)
Quantifying the Cost of the “As-Is” Process
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Cost of Conformance
The money and time spent to ensure valid customer requirements are being met.
Includes money and time spent on both prevention (finding mistakes before they happen) and inspection (finding defects after they happen but before they touch the customer).
The Cost of Lost Opportunity
The profit impact of lost revenues that result from failure to meet customer requirements . If a company loses business because it has a reputation for poor quality, it loses revenue. The profit the company could have made on that revenue is the cost of lost opportunity.
The Cost of Non-conformance
The money spent to fix products and services that do not meet valid customer requirements.
This cost includes money spent on warranties, credits, and other customer concessions paid as a result of poor product and service performance.
These are considered external failures and are the worst type of cost because they touch the customer.
Remember non-value added activities, such as, rework and defects cost money, this is considered the cost of poor quality. The cost of poor quality generally breaks down into three major categories:
Considerations for Capturing the Costs of Non- Value Added Activities
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Once the team has collected data around the costs associated with the inefficiencies of the “As-Is” process, and has selected the solution to target these inefficiencies, the team now has enough information to perform a Cost/Benefit Analysis.
Selected Solution“As Is” Costs
Cost/Benefit Analysis
Inputs to the Cost/Benefit Analysis
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The costs of poor quality and defects (poor effectiveness)
How to quantify the costs and inefficiencies of the “As-Is” process (poor efficiency)
Summary of Section
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
Cost/Benefit Analysis
Costs of the “As-Is” Process
Improve – Financial Impact of Solutions
Lean Six Sigma Training
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the elements of capturing the financial impact of the selected solutions
Understand why performing a cost/benefit analysis on selected solutions is necessary
Know how to develop a cost/benefit analysis
Understand examples of various cost/benefit analysis formats
Understand key considerations and lessons learned around capturing financial benefits of improvement projects
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
An analysis which quantifies the benefits of your project and compares them to the cost of pursuing the project.
A document which communicates in financial terms why the organization should implement your selected improvement solution(s).
A cost/benefit analysis includes calculations and financial measurements that fit your particular project and are important to the organization. These vary from project to project and might include measurements such as:
Return on investment Return on equity Return on capital Cash flow Net present value Pay back period
What is a Cost/Benefit Analysis?
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
It identifies the criteria against which we can measure the project success. Remember the key reason for conducting Lean Six Sigma improvement projects is to have a positive financial impact and increase value to the shareholder.
Before implementing the solution that has been selected we need to ensure that it meets the financial requirements of the business.
Allows us to determine if implementing improvement solutions will have clear financial payback.
The business case for implementing the selected solution might not be apparent to those stakeholders outside of the project team.
Data that indicates implementing the selected solution will result in a positive impact to the bottom line by creating buy-in and mobilize the organization’s commitment and support for the project.
Why Perform a Cost/Benefit Analysis?
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Ties process defects to dollar impact
Translates “Quality Lingo” into common financial terms
Eliminates perception of Quality improvements as being “pie in the sky”
Enables Lean Six Sigma projects to compete effectively with other business initiatives for human and financial resources
Makes Lean Six Sigma project savings auditable
Increases credibility and support of Lean Six Sigma philosophy with business and finance leaders
Greatly enhances project success
The Benefits of Quantifying Project Costs and Benefits
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Benefits generally fall into 2 categories:
Hard Benefits Soft Benefits
Cost categories:
Direct Project Costs Indirect Project/Process Costs
Benefits Costs
When performing a cost/benefit analysis we are evaluating whether the benefits to be gained with the new improved process outweigh the costs of implementing the improvement solution, and to what degree.
It is important to understand that every organization has its own guidelines and methodology to justify cost/benefit analysis. It is critical to work with the organization’s Quality/Financial Analyst to gain agreement and approval on the Cost/Benefit methodology used.
Developing a Cost/Benefit Analysis Solutions
Benefits and Implications
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Hard Benefits - Improvements that result in real and measurable cost or asset reductions. Examples of Hard Benefits:
– Incremental revenues – Cost reductions such as fewer headcount
Soft Benefits - Improvements that do not immediately reduce cost or assets but provide benefits through improved process efficiency, employee productivity, improved customer satisfaction, improved competitiveness, etc. Examples of Soft Benefits:
– Avoidance of lost sales – Cost avoidance such as the need to hire 5 instead of 10*
*Note: in some organizations cost avoidance is considered a hard dollar benefit
The Two Categories of Project Benefits ($$)
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Additional Examples of Hard Benefits (typically tracked by the company accounting system). Reduction in unit cost of operations Reduction in unit cost of production Reduction in transaction cost Reduction in overhead cost Reduction in transportation cost Reduction in manpower Increased throughput, resulting in increased sales or revenue
Additional Examples of Soft Benefits (less tangible, typically not tracked by accounting system). Reduced cycle time Improved on-time delivery Increased flexibility Faster response Reduced effort Increased availability Fewer defects Higher scores on customer satisfaction scores
Additional Examples of Project Benefits ($$)
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Direct Project Costs – Costs that can be tied directly to a particular process or project. These include incremental costs (costs which are only being incurred as a result of deciding to implement the selected Improvement solution). Incremental costs are the costs above the current cost to operate the process. Example of Incremental Costs:
̶ If recommended improvement solution was to implement a new computer system to improve the processing of loans, the purchase cost of the computer would be an incremental cost of the project.
Indirect Project/Process Costs – Costs associated with running the enterprise or organization (often called facilities and administrative costs.) Examples of Indirect Costs:
̶ Utilities and rent ̶ Cost of Quality resources working on the project prior to
implementation of solution.
Note: in most organizations only incremental costs should be considered in the cost/benefit analysis.
Implementation Costs ($$)
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Gross Hard Project Benefits
+
Gross Soft Project Benefits
Less: Project Implementation Costs
= Net Project Benefits
Net Project Benefits
Method to Calculate Estimated Project Benefits ($$)
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Hard benefits…such as: Incremental Revenues…less Cost of
Goods Sold (COGS) Cost Reductions
Soft benefits…such as: Avoidance of lost sales…less COGS Cost avoidance
Implementation costs include... Full-time resources assigned to the
implementation Consultants, contractors and temps Other considerations for running the project
Implementation costs exclude… Costs of Quality resources assigned to the
project prior to implementation
Gross Project Benefits
Gross Hard Project Benefits
+ Gross Soft Project Benefits
Less: Project Implementation Costs
Net Project Benefits
Project Implementation Costs
Method to Calculate Estimated Project Benefits ($$)
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Time
Fi na
nc ia
l & p
ro ce
ss p
er fo
rm an
ce
Before improvement
Minimize this effect
After improvement
In the initial stages of the solution being implemented, there is often a period of time when process participants are adjusting to the new process which causes a degradation to both the process and financial performance. After the adjustment period, performance will gradually improve to the new desired level.
Implementing the solution quickly and minimizing this adjustment period will result in realizing improved process performance and therefore improved financial benefits faster.
Key Considerations
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Start with the “As-Is” process analyzed earlier in the life of the project
Use the data generated in the previous project phases to illustrate the difference between the “as-is” state and your solution.
Cost out the various “Should-Be” alternatives
Use the process map and personnel in associated departments to identify cost and benefit information.
“As-Is” minus “Should-Be” represents the cost savings associated with the proposed solution
Determine cost of implementing the proposed solution
Concentrate on direct costs and direct benefits. Use indirect costs that are generally acceptable to all stakeholders
Use standard methods and rates in your calculations
Document your assumptions
How to Perform a Cost/Benefit Analysis
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Project Name: Improve credit card billing process Problem Statement: The credit card billing process is inaccurate resulting in incorrect bills being sent to card holders. Proposed Solution: Improve credit card billing process by implementing new software.
Implementation Costs: Measurement Variable Cost Estimate Total Notes
Software 1 site license $50,000 $50,000
Training 2 contractors @ 40hrs each/week for 1 week
$50/hr/each $4,000
Implementation team personnel time 4 people @10 hrs./wk. for 5 weeks $50/hr. $10,000
Hard Benefits: Measurement Variable Cost Estimate Total Notes
Reduce billing inquiries 1 staff eliminated @ $9.50/hr. $20,000/yr. $20,000
Hard Benefits:
Cardholder receives more accurate and understandable statement
5 day reduction in receivables days outstanding per quarter
Avg. receivables balance = $1.5M @15% cost of capital
$123,000 Time value of money indicates because of interest costs, a dollar received today is worth more than a dollar in the future so collecting receivables sooner is a benefit
Net Benefit (equals total benefits, less costs): $79,000
Example of Cost/Benefit Analysis
*A cost/benefit analysis can be done in many different formats. If a standardized cost/benefit analysis template does not exist within your organization, then propose one to the organization.
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Company: Auto Insurance provider Problem: Extended claims payment cycle time due to manual claims payment process with multiple handoffs. Process Solution: Implement an automated workflow system with built in automated payment system to reduce process cycle time to pay auto claims.
Cost/Benefit Summary:
Implementation Costs: $58,000
Hard Benefits: Head Count Reductions $398,261
Overtime Elimination $56,799
Reduction in check writing costs $69,176
Soft Benefits: Productivity Increases $121,750
Total Project Benefit: $645,986
Net Benefit: (Benefits less costs) $587,986 See back up data on following pages
Example of Cost/Benefit Analysis with Back Up Data Detail
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Automated Workflow System with Build in the payment system:
$58,000Total Costs:
$3,000 User Training on new system (10 @ $300 each)
Training:
$50,000Software program (1 site license @ $50,000)
$5,000Hardware (10 computers @ $500 each)
Implementation Costs:
Example of Cost/Benefit Analysis with Back Up Data Detail
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The back up data to the CBA shows the comparison of the “As-Is” process to the new “To-Be” process Old Process Department Makeup:
Count Job Title Gross Annual Pay* (avg. annual pay for 1 x total count)
1 Supervisor $33,141 (1 @ $33,141)
3 Fax People $55,029 (3 @ $18,343)
3 Filers $63,426 (3 @ $21,142)
5 Mail Openers $91,615 (5 @ $18,323)
3 Researchers $67,476 (3 @ $22,492)
Total= $310,687
New Process Department Makeup: Clerical: Clerical:
Count Job Title Gross Annual Pay*
1 Manager $37,343 (1 @ $37,343)
9 Payment Reps $225,000 (9 @ $25,000)
3 Exceptions $66,669 (3 @ $22,223)
Total= $329,012
Count Job Title Gross Annual Pay*
1 Manager $37,343 (1 @ $37,343)
4 Payment Reps $100,000 (4 @ $25,000)
0 Exceptions $0
2 Master Card Reps $49,066 (2 @ $24,533)
Total= $186,409
Accounts Payable: Accounts Payable:
Expected Annual Savings from headcount reduction: Old process $639,699 New Process $241,438 Total head count savings = $398,261
Count Job Title Gross Annual Pay* (avg. annual pay for 1 x total count)
0 Supervisor $0
3 Fax People $55,029 (3 @ $18,343)
0 Filers $0
0 Mail Openers $0
0 Researchers $0
Total= $55,029
*Reflects salary with benefits, exclusive of overtime
Example of Cost/Benefit Analysis with Back Up Data Detail
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Savings From Elimination of Overtime: Overtime paid from week 9-43 4,863 Avg. hourly pay, non exempt employees* $ 11.68 Total Over time elimination savings $ 56,799 *fully loaded labor rate based on average of the time periods studied
FINANCIAL WEEK HEAD
COUNT TOTAL HOURS TOTAL OT
HOURS Loaded Labor Rate 9 62 5,336.00 721.28 11.25
PRIOR TO 11 68 6,904.57 796.28 11.31 IMPROVE- 13 67 5,990.67 667.80 11.45
MENT 15 67 5,956.65 641.63 11.19 17 62 5,169.00 114.02 11.42 19 63 5,074.25 2.25 11.24 21 61 4,768.00 - 12.01
I 23 60 4,879.27 115.95 11.23 M 25 59 4,688.00 - 11.42 P 27 58 4,625.25 17.25 12.26 R 29 57 4,541.70 16.50 12.24 O 31 58 4,705.87 97.88 11.34 V 33 56 4,487.75 39.75 12.26 E 35 56 4,403.45 54.75 12.11 M 37 56 4,652.43 369.38 12.61 E 39 55 4,918.54 631.95 11.44 N 41 55 4,918.02 563.33 12.23 T 43 55 4,381.12 13.13 11.23
90, 400.54 4,863.13
Example of Cost/Benefit Analysis with Back Up Data Detail
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Elimination of Check Writing Costs: Old Process: New Process:
Check printing and postage costs $120,000 $50,824
Check processing volume (percent of total volume) 85% 36%
Check Printing and Postage Cost Check printing and postage after improvement
$120,000 $ 50,824
Total Cost Savings from reduction in check writing as a result of automation: $69,176
Productivity Increases: Old Process: New process:
Avg. number of transactions per payment rep./day (based on time studies) 31.8 49.0
Expected annual savings from productivity increases:
Productivity Improvement as a result of new process = (49.0 -31.8)/31.8 54%
Required additional payment reps, old process, to achieve new process productivity level (% change * 9 people) = 4.87 additional people Avg. annual salary, net of overtime
4.87
$25,000
Productivity Increase Savings: $121,750
Example of Cost/Benefit Analysis with Back Up Data Detail
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
When analyzing the costs it is important to distinguish between the design/implementation and the operational impacts
Cost associated with design and implementation Training Cost System Cost Design and Development Cost Cost of Change
Costs associated with operational impacts Resource Consumption Rework Cost Cost of Capital Maintenance Cost
Considerations for Analyzing Costs
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma focuses on tying process improvement to the company bottom line. The Finance function is responsible for reporting this bottom line---the effectiveness of any Lean Six Sigma implementation is therefore dependent on building credibility with Finance. This can be accomplished through either a separate Finance tollgate or a Finance representative being present at the regularly scheduled tollgates at the end of each phase.
AnalyzeDefine Measure Improve Control
PHASE TOLLGATE
PHASE TOLLGATE
PHASE TOLLGATE
PHASE TOLLGATE
PHASE TOLLGATE
FINANCE TOLLGATE
FINANCE TOLLGATE
Phase Tollgates are reviews with Lean Six Sigma Mentors and Sponsors after every phase to ensure that all phase deliverables have been met and sufficient rigor maintained to move on to the next phase. Finance Tollgates occur during or after Improve (when one knows enough about the process to develop a cost/benefit analysis) and Control phases (when project savings are to be booked).
The Importance of Finance Review at Tollgates
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A lot can change during the course of a Lean Six Sigma project: key business assumptions, strategy, execution, processes, etc. This change can have dramatic impact upon a project’s cost/benefit analysis model. As a result, most companies set up periodic audits of Lean Six Sigma projects after implementation to review and update cost models and savings.
Auditing and Updating Cost/Benefit Analysis
PROJECT COMPLETE
SAVINGS START
PROJECT AUDIT
COST MODEL
OK?
UPDATE MODEL
UPDATE SAVINGS
END
START
Y
N
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
When presenting CBA, consider focusing on the following:
Keep it simple
Focus on the summary benefits and costs; have back up data and be prepared to go into detail if necessary, but be careful not to go “into the weeds” in terms of detail
Discuss benefits, be clear on what are soft vs. hard benefits
Speak frankly about the costs
Speak the language of the business: use standard methods and techniques
Ask for input
Confirm go/no go decision
Gaining Approval on Cost/Benefit Analysis
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The elements of capturing the financial impact of selected solutions
Why performing a cost/benefit analysis on selected solutions is necessary
How to develop a cost/benefit analysis
Examples of various cost/benefit analysis formats
Key considerations and lessons learned around capturing financial benefits of improvement projects
Summary of Section
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
End of Lesson: Improve – Financial Impact of Solutions
Lean Six Sigma Training
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
Test Solution
Plan for Risks
Improve – Risk Planning and Testing
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the importance of assessing and managing risks
Learn how to conduct a Failure Mode and Effects Analysis (FMEA)
Understand the concept of Errorproofing
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Every process change carries risk. Unintended consequences can strike even the best-planned implementation. While we cannot eliminate risk, we can certainly mitigate it.
In the following pages, we will examine some tools that allow us to anticipate potential problems with the new “to-be” process and therefore reduce the risks.
RED
YELLOW
GREEN Minimal risk to implementation
Moderate risk to implementation
Severe risk to implementation
Risk Assessment and Mitigation
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Common tools for risk assessment and mitigation:
Failure Mode and Effects Analysis (FMEA)
Errorproofing
Risk Assessment and Management Tools
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Is a structured approach to evaluating and prioritizing risks in a process and/or product
Can be used to identify and mitigate risks prior to making changes to a process and/or product
Can be used to prevent failures in a process and/or product
Failure Mode and Effects Analysis (FMEA)
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To identify specific parts of the product or process that need improvement
To improve the quality, reliability, and safety of products and services
To increase customer satisfaction
To document and track actions taken to reduce risk
Why Use an FMEA
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Review the product, service or process (use process map) 2. Brainstorm to identify potential failure modes. These are ways
in which the product, service, or process might fail (ask the question, if the failure occurs, what are the consequences?)
3. Identify 1 or more potential effects of each failure (consequences of that failure) and rate its severity
4. Identify causes of the potential failures and rate their likelihood of occurrence (frequency)
5. Rate your ability to detect each failure mode 6. Multiply the three numbers (severity, occurrence, detection)
together to determine the risk of each failure mode (RPN = Risk Priority Number)
7. Identify ways to reduce or eliminate risk associated with high RPNs
How to Conduct an FMEA
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
FMEA Worksheet FMEA
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Severity = likely impact of the failure
Rating Criteria: A failure could…
10 Customer leaves you because of poor customer service
5 Poor customer service likely to result in a complaint from the customer
1 Be unnoticed and not affect customer service
Bad
Good
Sample Severity Rating Scale
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Occurrence = frequency of occurrence
Rating Time Period
Sample Occurrence Rating Scale
10 Once an hour
5 Once a week
1 Once a quarter
Bad
Good
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Detection = how easily the failure can be detected
Rating Definition
Defect caused by failure is not detectable
Process is monitored and manually inspected
Defect is obvious and can be kept from affecting customer
Sample Detection Rating Scale
10
5
1
Bad
Good
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
RPN = (severity) x (frequency of occurrence) x (likelihood of detection)
The idea is to focus action/improvement efforts on the failures that have the biggest impact on customers. The highest scoring failure modes are those that happen a lot, that are bad when they happen, and/or that are unlikely to be detected. Difficult-to-detect errors obviously are more likely to get through to customers.
The RPN number identifies those items or process steps in the new “to-be” process that pose the greatest risk. Anticipating these risks ahead of time will allow the team to put countermeasures in place to mitigate the risks associated with the new process, thereby increasing the chances of success.
Calculating the Risk Priority Number (RPN)
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Item or Process Step
Potential Failure Mode
Potential Effect(s) of
Failure
S E V E R I T Y
Potential Cause(s)
O C C U R R E N C E
Current Controls
D E T E C T I O N
R P N
Recommended Action Responsible
Computers Viruses Loss of data, corrupted files, network invasion
4 Virus software isn’t up to date or gets disabled
8 Virus protection software
2 64 Ensure that virus protection software is up to date
Susan K.
Files not backed up
Data loss, rework
4 Staff forgets, low priority
6 None 9 216 Keep files on LAN, notify IT of remote files for automatic backup
Sam T.
Stolen Lost data, rework
8 Not locked up at night
7 None 10 560 IT Security awareness training and communication
Bob J.
Example of FMEA – IT Security
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Before you use the standard scales, make sure they are in line with your process or product
Make the tool work for you and your particular process
The scales for severity, occurrence, and detection can be adjusted if necessary
If standard scales don’t apply, brainstorm the appropriate FMEA scales that best fit your particular process
Adjusting FMEA Scales
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
No matter how good people’s intentions are, if a process allows for the generation of defects, the process will generate defects.
A common tendency to eliminate errors is to add inspection steps. Inspection does not prevent errors, it just detects them. Inspection requires time and resources and is not an efficient method to reduce errors.
Another technique to combat this propensity toward defect generation is Errorproofing. Errorproofing is an alternative to inspection.
Error-proofing a process is a technique to help prevent errors and increase the chances of detection so that failure mode occurrences are eliminated.
Similar to FMEA, teams can use this tool to identify many possible actions to prevent errors or mitigate their effects.
Errorproofing
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What is considered an error?
Errors are inadvertent, unintentional, accidental mistakes made by people because of the human sensitivity designed into processes.
Errors result in those once in a while defects that we always find difficult to control.
Errorproofing
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
It’s Origins:
Errorproofing (also known as Poka-Yoke technique) was developed to mistake-proof processes.
Poka-Yoke translates into English as to avoid (yokeru) inadvertent errors (poka). The result is a business that wastes less energy, time and resources doing things wrong in the future.
How it works:
Errorproofing involves physical process modifications to eliminate the opportunity for defects. Errorproofing measures or techniques should be an integral part of the process. The technique or device to eliminate or reduce the error is placed sufficiently close to where mistakes occur, providing fast feedback to the process operator of mistakes occurring.
The selected errorproofing technique should qualify the following criteria:
Inexpensive.
Based upon common sense, preferably of the operator or the 1st line employee.
It MUST eliminate or reduce occurrence and/or provide detection of the problem at the source itself.
Errorproofing
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Eliminates errors in counting out change owed back to the customer
Cash register is programmed to calculate correct change
Eliminates safety hazardChild locks on car doors
Error reduced or prevented as a result of errorproofing
Errorproofing Technique
Examples of Errorproofing
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
This prevents the processing department from reviewing an incomplete document, sending it back to the loan department, delaying the processing of paperwork
The online banking form requires all fields to be filled in for a loan (including the loaner signature) before allowing the form to be sent to processing
Reduces spelling errorsSpell check function and auto correct function in a word processor
Error reduced or prevented as a result of errorproofing
Errorproofing Technique
Examples of Errorproofing
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Prevents surgery from being conducted on the wrong limb or side of the body
Before surgery patient’s incision site is marked with a marker
Reduces plane collisionsCollision avoidance radar in planes
Error reduced or prevented as a result of errorproofing
Errorproofing Technique
Examples of Errorproofing
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
Understand the importance of assessing and managing risks
Learn how to conduct a Failure Mode and Effects Analysis (FMEA)
Understand the concept of errorproofing
Summary of Section
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
Test Solution
Plan for Risks
Improve – Risk Planning and Testing
Lean Six Sigma Training
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the importance of testing the new solution
Learn what a pilot is and the benefits of conducting one
Learn the elements of an effective pilot plan and the key considerations for making the pilot successful
Learn how to evaluate and confirm pilot results
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Before we can implement our solution, we need to test our solution to confirm the expected impact on our process performance. The Shewhart Cycle of Plan- Do-Check-Act (PDCA) applies to this effort:
PLAN DO
CHECKACT
Develop a plan of how we will test the solution
Conduct a pilot test
Check the plan and the results
Compare estimated improved process performance (Y) to goals for project
Revise action plan if improved process performance (Y) would not be sufficient
Implement action plan if improved Y is sufficient
Testing Our Solution
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Definition of a Pilot: A test of all or part of a proposed solution on a small scale in order to better understand its effects and to learn about how to make the
full scale implementation more effective and successful.
It is important to test your solution to identify any problems and manage risks prior to implementing the solution across the organization.
One method we use to test our solution is a Pilot.
Testing Your Solution
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Make further improvements to the solution
Gain additional understanding of the risks
Identify opportunities to reduce risks
Validate assumptions
Validate solution cost/benefit
Practice run prior to full implementation
Facilitate stakeholder buy-in
Reasons to Pilot
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The scope of the implementation is large
The scope of the implementation is complex
Confirmation of the desired results is required
Validation of the selected solutions is required
Additional stakeholder commitment is needed
When to Pilot
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Test product/process:
With a specific market or customer segment
Within a particular business unit or location
With a single row of employees or shift (morning shift employees, afternoon shift employees, etc.)
With a focus group
When processing a subset of items
Pilot Strategy
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Defined Roles/Responsibilities Pilot steering
committee/team (select those who will be supportive) Pilot participants Liaison between pilot area
and core pilot team
Workplan
Have a detailed project plan Identify tasks and owners Identify dates of
completion Pilot plan outline
Communication Plan
Inform and motivate steering committee and pilot participants Inform and motivate all
associates Conduct daily briefings
with steering committee
Training Plan
Train all employees which are affected by the pilot Review pilot plan with
trainees
Goals/Targets
Identify success measure Make continuous, small
improvements towards the CTQ and specifications
Evaluation Process
Record observations Set up a feedback loop Compare actuals to goal
Elements of an Effective Pilot Plan Pilot Plan
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Step 1. Select pilot oversight committee
Step 2. Identify pilot participants
Step 3. Develop pilot plan
Step 4. Communicate to the organization about the pilot
Step 5. Train pilot participants
Step 6. Execute pilot
Step 7. Evaluate pilot results
Step 8. Debrief on lessons learned from the pilot
Step 9. Adjust process where necessary based on pilot results
Step 10. Prepare for full scale implementation or increase scope of pilot to a second area prior to implementation if necessary
Steps to Piloting
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Product/Service: Insurance Services
Function/Process Tested: Claims Payment process
Pilot Plan Objectives: 1. Test new “to-be” process 2. Validate expected results 3. Identify risks
Pilot Strategy: Pilot within claims department in location A Pilot Duration: 30 days
Plan Pilot Actuals Measure Target Tolerance Average Sigma CTQ 5 day cycle time + 1 day
Measurement Plan:
Pilot Observations:
Gaps:
Follow-up Actions:
Pilot Plan Outline Example
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Where to pilot? What location, department or segment of the organizational process?
How do we ensure that the full range of process conditions are tested during the pilot (i.e. cyclical business cycles)?
How long do we need to pilot or how many samples do we need to statistically be sure that the process is capable to produce the desired outcome?
What needs to be measured? How? When? Where?
How do we ensure that pilot process is contained (i.e. not influenced by other processes or departments)?
How to minimize service or production disruptions that the pilot may cause to the business?
Key Considerations when Planning the Pilot
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
PLAN DO
CHECKACT
Check the Plan
Check the Results
Date Completed
Develop Form 4/28 Test Form 5/03 Revise Form 5/10 Roll-Out 5/12
Check Results:
Compare graphs such as paretos, histograms, etc. before pilot to the same graphs post pilot
Confirm the results via hypothesis testing tools
Check Plan and Results
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Add more data to an existing run chart or control chart
Prepare new Pareto charts for those you created in Measure/Analyze. Make the scale and dimensions the same so you can more accurately judge degree of improvement
Draw new histograms on the same scale as the original graphs
Before After
}Improvement
Target }Remaining Gap
Good
Step 4 changes implemented
} Improvement Before After
A1 A2 A3 A4 A2 A1 A3 A4
151050
8
7
6
5
4
3
2
1
0
Fr eq
ue nc
y
654321
8
7
6
5
4
3
2
1
0
Fr eq
ue nc
y
Before After
Evaluating Before and After Data
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Total Opportunities Total Defects Before Pilot Total Defects After Pilot
960 846 86
Sigma = 0.3
Yield = 1 –
= 1 – .88
= 12%
960 846
BEFORE
Sigma = 2.8
Yield = 1 –
= 1 – .09
= 91%
960 86
AFTER
Assessing Pilot Results – Recalculate Process Sigma
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Results How much was the gap between desired and actual reduced? What targets were missed and why? Were the plans effective in addressing the root causes you targeted? What do customers tell you now that the changes are in place? Has enough progress been made or do you need to go back and try other solutions? Were there unintended benefits or negative side effects?
Methods Did you follow your plan? Did the pilot represent the conditions of what the actual
implementation will be like? Do you need to modify the plan/solution prior to implementation? In what ways do you need to modify the process/solution before implementation?
When evaluating pilot results, both the results and the methods need to be considered
What to Consider when Evaluating Pilot Results
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Confirm that you followed the plan and didn’t deviate from it, causing poor results
Retrace your steps and look for flaws or gaps in your analysis
Pick up with that step and start again if necessary
Go back and select another solution if necessary
What to do if Desired Results aren’t Achieved After Pilot
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The importance of testing the new solution
What a pilot is and the benefits of conducting one
The elements of an effective pilot plan and the key considerations for making the pilot successful
How to evaluate and confirm pilot results
Summary of Section
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
End of Lesson: Improve – Risk Planning and Testing
Lean Six Sigma Training
39 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
Implementation of Solutions
Implementation Planning - Cultural
Implementation Planning - Technical
Improve – Implement Solution
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the two sides to implementation planning
Learn the elements of the technical implementation plan
Understand how to use an MGPP
Learn various work planning tools
Know what a Gantt Chart is and how to use it
Gain experience developing an implementation plan
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Planning for Implementation
The project team has selected the solution, analyzed the potential risks and conducted a pilot test of the solution and is now ready to implement it. You must now translate the drawing board solution design into a working, breathing implementation plan.
Implementation Planning Implementation
Plan – High Level or
Implementation Plan - Detailed
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
There are two sides to Implementation:
The technical side The people/cultural side
To successfully implement the solution we must plan for both! We will begin by learning about the technical plan….
And
The Two Sides to Implementation Planning
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Elements of the technical plan include:
Project definition and objective A plan for the work involved to
implement the solution Tasks and subtasks to complete
the work Time and schedule to complete
the tasks People and resources (money,
equipment, etc.) needed to fulfill the plan
The Technical Plan
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The source of this information should come from your project charter.
Just like the purpose of the charter, the purpose of the project definition is to keep the implementation team on track.
It also serves as the foundation of the implementation plan.
Project Definition should include: Purpose/goal Objectives Specifications Constraints Scope
The project definition is a statement of the project objective, purpose, goal and scope.
Develop Project Definition and Goals of the Implementation
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Purpose/Goal: Why are we doing this project? (Ex. To improve productivity? Increase Sales? Reduce lost customers?)
Objectives: What specific outcomes are desired? What is the definition of success? (Ex. To implement the new MasterCard payment process with as little impact on the business as possible.)
Specifications: What are the targets and specifications for the improved process? (Ex. 5 day cycle time)
Constraints: What parameters must the implementation be completed under? (Ex. Time to implement solution must not exceed 3 weeks)
Scope: Are there any processes or locations that the solution will not be implemented in? (Ex. Excluded: Tokyo office)
Develop Project Definition
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
When implementing solutions that are very large in scope or large in the magnitude of change from the “as-is” process, a Multi-Generational Product Plan (MGPP) can be a useful tool to scope the implementation effort into three separate phases.
The Multi-Generational Product Plan (MGPP) is a tool used to define the scope of a new product or new service process as well as to plan the long-term direction of future product/service generations.
It is built around core technologies, competencies or platforms (this can be an excellent tool for solutions that involve technology)
Definition of MGPP:
Project Definition – Scoping Large Implementation Efforts
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Product/ Process
Generations
Platforms and
Technology
Vision Long Term direction for each key product/service process based on anticipated evolution of the market and competitor products/services beyond current applications
Series of releases; each release characterized by distinct combinations of features or technology
Product/service/process competencies which can be leveraged to introduce a number of product generations quickly and to reduce the cost of new product/process development
Elements of an MGPP
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Generation 1
Generation II
Generation III
Stop the Bleeding
Fill selected product/process voids
Take the offensive
Fill new target markets
Attain technical leadership
Deliver productivity breakthroughs
Step
Stretch
Leap
Generations of an MGPP
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
MGPP’s uses in the Improve phase:
To break large scoped improvement solutions into manageable phases
To help the organization focus on long term planning around the solution
To plan future releases or enhancements to improvement solution
If some part of the solution is going to have a very unfavorable impact, you can look to the MGPP to see whether it might make sense to move that capability to a later generation
MGPP can control scope additions/changes to current improvement solution design
MGPP can prevent products/services/processes from stagnating while the market changes around them
MGPP
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Create Work Plan
The work plan will be the specific set of tasks and objectives, aligned with identified resources and a defined schedule. It will define the integrated activities and their sequence that the team will use to implement the improvement solution.
Tasks & Timeline
Aug. Sept. Oct. Nov. Dec. Jan. Feb.Step
Budget & Resources
Expenses
Staff time
xxxxx 00.00 xxxxx 00.00 xxxxx 00.00
Bob 5 hrs
Develop the Work Plan for Implementing the Solution
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
When listing the tasks and activities that must be completed for the solution to be implemented successfully, consider these major activities/elements the plan should include:
Tasks & Timeline
Aug. Sept. Oct. Nov. Dec. Jan. Feb.Step
Training Plan
Communication Plan
Rollout Schedule
Implementation of Equipment, and Materials (if applicable)
Evaluation Process
Change Management Plan
Develop the Work Plan for Implementing the Solution
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Project Plans April. May. June July Aug. Sept OctStep
Gantt Charts
Flowcharts Processing Administration Adjusters Payables
Work Planning Tools
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A Gantt chart is a project management tool that shows the timing, duration, and interrelationship of steps in a process.
Implement New Claim’s Processing System
Implement Solution ID
1
2
3
4
5
6
7
8
9
Install new hardware
Revalidate System
Install new software
Train Processing Staff
Update documentation
Develop Training Plan
Train Staff
Test
Task Name 5/31 6/7 6/14 6/21 MAY JUNE
6/28
Jen, Kris, Sue
Conroy
Conroy
Gwen
Team, TBD Team, TBD
Gantt Chart
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Tasks (level of detail
will vary)
Tasks ID # Length of bar indicates duration
of task. Also indicates start and end point in relationship to other
tasks
Implement New Claim’s Processing System
Implement Solution ID
1
2
3
4
5
6
7
8
9
Install new hardware
Revalidate System
Install new software
Train Processing Staff
Update documentation
Develop Training Plan
Train Staff
Test
Task Name 5/31 6/7 6/14 6/21 MAY JUNE
6/28
Jen, Kris, Sue
Conroy
Conroy
Gwen
Team, TBD Team, TBD
Indicates owner of
task
Illustrates duration of main task
Gantt Chart Elements
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The two sides to implementation planning
The elements of the implementation plan
How to use an MGPP
Various work planning tools
What a Gantt Chart is and how to use it
How to develop an implementation plan
Summary of Section
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
Implementation of Solutions
Implementation Planning - Cultural
Implementation Planning - Technical
Improve – Implement Solution
Lean Six Sigma Training
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the importance of developing a plan to prepare the organization to successfully accept and transition through to using the new improvement process
Learn the key elements of a change management plan
Learn tools and techniques to effectively manage stakeholder support for your selected solution
Understand the critical role communication planning plays in a successful implementation
Learn how to develop a project storyboard
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
To enable a smooth implementation of the improvement solution
To identify sources of resistance, uncover the reasons, and convert resistors
To build commitment and support for the improvement solution across the organization
For the critical stakeholders to fully support or even embrace the change
To help the team develop a comprehensive change management plan and keep the efforts focused, you should clearly define the goals and objectives of the change management effort.
Change Management Goals
Change Management Plan – Objectives and Goals
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Early on in the project we identified the importance of stakeholder influence on the projects success. The implementation of the solution is one of the most critical junctures in the life of the project where stakeholder influence can either make or break the project’s success.
Because positive stakeholder influence is so essential to a smooth and successful implementation, it is important to review and re-evaluate our stakeholder analysis specifically for the implementation effort.
Project Sponsor Process Owner
Middle Management Executive Leadership
Front Line Employees
Enabling Functions Supplier
Team Members
Stakeholder Influence During the Implementation Phase
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Once the actual solution has been selected to address the process problem, often times stakeholder support can shift either positively or negatively.
Therefore it is important to revisit the process for managing stakeholders.
In flu
en ce
o n
Pr oj
ec t
Impact of Change (from the Solution)
After Solution Selected
Low Medium High
Lo w
M ed
iu m
H ig
h
9
4
5
6 8
3
9 6
1
2
In flu
en ce
o n
Pr oj
ec t
Before Solution Selected
Impact of Change (from the Solution) Low Medium High
Lo w
M ed
iu m
H ig
h
9
4
5
6 8
3
9 6
1
2
Stakeholder Shift
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify Stakeholders
Develop Stakeholder Map
Develop Stakeholder
Management Plan
Step 1 Step 2 Step 3
Re-examine the list of stakeholders
Are there any new stakeholders that should be added when considering the newly selected solution and implementation effort?
Re-evaluate the stakeholder map and identify positive and negative stakeholder shifts in support, based on the selected solution
Identify where key stakeholders need to be for successful implementation
To meet the objective of a successful implementation and effectively manage stakeholder shift, we must re-tool the process for managing stakeholders with a focus on the newly selected solution.
Identify source of concern and develop action plan to convert resistors who are critical stakeholders to the successful implementation of the solution.
Readdress the Process for Managing Stakeholders
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Benefits and Barriers:
Assume that it is now two years in the future and we have been successful in implementing the process. What benefits do you see for yourself as an individual, for your dept., and for the company as a whole?
Benefits
What are the barriers that we as an organization are going to have to overcome in order to make the implemented change a success and thereby achieve the benefits?
Barriers
Brainstorm the benefits and barriers to implementation with stakeholders, identify top three, and develop action plans
Force Field Analysis:
Additional Tools to Manage Stakeholders Forcefield Diagram
24
Driving Forces Restraining Forces
Goal
Brainstorm the driving forces and restraining forces with stakeholders, identify top three, and develop action plans
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Teams can impede their own success when they don’t consider the following when managing stakeholder support:
The importance of political sensitivity Failing to recognize the need to “share the glory” Assume technical solution is sufficient Don’t involve others due to time constraints Use only one or two conflict resolution styles Fail to appreciate the human side of implementing
solutions
Tips and Traps for Managing Stakeholders
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Another component to building and maintaining support for the implementation of the improvement solution is aligning systems and structures with the new process solution.
When we are expecting stakeholders to be supportive and enthusiastic about the new solution, it is important to make sure the way we organize, train, reward, compensate, and promote aligns with the behavior we are expecting.
If organizational measures and rewards don’t link to the desired behavior and the new process solution, we run the risk of the change not being effective or not lasting long term.
Aligning Systems and Structures
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Do any measurements exist around achieving sigma goals and service quality?
Do any rewards exist around rewarding sigma goals and service quality?
What type of behavior do we want to reward?
What types of behaviors do we want to eliminate?
Are there measurements in place today that actually promote the wrong behavior or are in conflict with what we are trying to achieve with the new “to-be” process?
Aligning Systems and Structures
Key considerations for aligning systems and structures with the new process goals:
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
One of the most important elements to facilitate change is communication to those affected by the change.
Consistent and effective communication also fosters cooperation and collaboration which are key elements to an efficient transition to the “to-be” process.
Communication
Collaboration Change
Communication Planning
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Below is a review of some key considerations when developing your communication plan for the implementation of the solution.
Organizational communication is a change agent The purpose of communication is not just to convey information, but to change behavior. Project communication should change behavior by building support of and buy-in toward the project's objectives.
Communication is a two way process Listening and encouragement of feedback is critical to understanding whether project communication has been effective and to evaluate whether the project is being supported or not; and if not why.
Craft communication in the interests and language of the target audience To be effective, the message should be focused on the receiver of the communication’s interests in both content and context.
Communication must be compelling and continuous To be compelling consider creative ways to deliver your message. To be remembered and internalized, communication needs to be continuous and consistent.
Communication Planning Considerations
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A communication plan for the project was developed back in the Define phase. That plan should be revisited at this stage in the project to identify specific messages that need to be delivered regarding the implementation of the solution.
Communication regarding the solution and why that particular solution was selected
Communication to key stakeholders to prevent resistance and gain support for the solution
Communication around the implementation schedule and timeline
Selling the project story and its benefits to the organization
The key communication messages that should be disseminated regarding the implementation fall into the following major categories:
Communication Plan for Implementation of the Solution
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
All employees
All employees
Audience
SurveySponsorDMAIC Team
Gallery Walk to present project story board
August 30Selling the project story and benefits
Check in with key stakeholders for feedback
SponsorBlack Belt / Green Belt
Mass e-mail campaign to the organization
August 5Selling the project story and benefits
Feedback Loop
Required Approval
OwnerMethodWhenWhat
Implementation Communication Plan Example Communication
Plan
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
When looking at the core categories of communication that should be considered for the implementation plan, we have looked at all the categories but the last.
Communicating the “project story” and its benefits to the organization is an important part of facilitating change and building support for the project across the organization.
Communication regarding the solution and why that particular solution was selected
Communication to key stakeholders to prevent resistance and gain support for the solution
Communication around the implementation schedule and timeline
Selling the project story and its benefits to the organization as a whole
Communication Planning
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What is a Project Story? A presentation and visual depiction of the steps the team took during each phase of the
DMAIC process.
It communicates key deliverables and accomplishments that were completed by the team during each phase of the improvement process.
A project story brings all the work and effort the team put into their DMAIC project to life through a storyboard presentation.
Why Communicate your Project Story?
Provides the organization with a full understanding and appreciation of the rigor that went into selecting the solution.
It provides a standard way to communicate the team’s progress.
Builds enthusiasm and support for the project.
Educates the organization on the Lean Six Sigma DMAIC process and the DMAIC project lifecycle.
“Selling the project story” and its benefits to the organization is crucial in developing a critical mass of support for the Quality initiative.
The Project Story
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The most effective way to tell and “sell” the project story is by developing and presenting a storyboard.
What’s a Storyboard?
A visual illustration of the project story (steps, tasks, key deliverables, and results from each phase of the project) typically displayed on a large board so it can be easily read and viewed.
How to Communicate the Project Story
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Team Information DEFINE MEASURE
Project Overview
ANALYZE IMPROVE CONTROL
9080706050403020100
60
50
40
30
20
10
0
Average Hold Time
# of
C al
ls
January Avg. Hold Time Distribution Plot
Add res
s
Inac cur
ate
Line Item T
ota l
Am oun
t Ove rch
arg e
Oth ers
42 32 14 9 3 42.0 32.0 14.0 9.0 3.0
42.0 74.0 88.0 97.0 100.0
0
50
100
0
20
40
60
80
100
Defect
Count Percent Cum %
Pe rc
en t
C ou
nt
Pareto Chart for Statement Accuracy
0Subgroup 5 10 0.000 0.001 0.002 0.003 0.004 0.005 0.006 0.007
Pr op
or tio
n
IncreasedOpportunities per Unit
Charter
CTQ’s
Process Map
Data Coll.
Sigma
Capability
Root Causes Solution Selected
FMEA
Pilot
Monitoring
Response plan
A 12 22 145
B 52 43 130
C 48 43 180
“1 Page” Project Storyboard Example Project Storyboard
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Gallery walk also provides an opportunity for the members of the organization to ask questions of the project team about the project.
Gallery walks are a very effective communication method to use before the solution is implemented, as well as, throughout the life of the project to communicate project progress and generate enthusiasm for the project.
Project Storyboards are typically presented at a Gallery Walk.
What’s a Gallery Walk? Gallery walks are scheduled coordinated meetings where members of the organization are invited to attend the meeting to hear about each of the Lean Six Sigma projects that are being worked on by DMAIC teams throughout the organization.
How to Communicate the Project Story at a Gallery Walk
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Communicate the focus of your project and the phase of DMAIC the team is currently in
2. When presenting the storyboard, consider your audience
3. Identify the story you want to tell them. What do you really want the organization to know and understand about your project?
4. Emphasize the benefits of your project
5. Use strong visual aids to tell your story (graphs and charts)
6. Communicate the key deliverable, lessons learned and output of each DMAIC phase of the project
7. Have the entire team participate in the gallery walk presentation, this is a great team builder
Storyboard and Gallery Walk Tips and Traps
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
8. Keep your storyboard to no more than 10 slides (for a gallery walk)
9. Slides can have a lot packed in, but be careful not to make too busy
10. When developing the gallery walk presentation for the storyboard, draw it out on paper first before you create your final presentation
11. Developing a presentation script makes the presentation more effective and can be a good exercise for the team, particularly if the team has inexperienced presenters
12. Be creative!
13. Be sure to conduct a survey after the gallery walk to determine if your communication was effective
14. Allow sufficient time to develop your project storyboard and practice the gallery walk presentation
Storyboard and Gallery Walk Tips and Traps
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The importance of developing a plan to prepare the organization to successfully accept and transition through to using the new improvement process
The key elements of a change management plan
Tools and techniques to effectively manage stakeholder support for your selected solution
The critical role communication planning plays in a successful implementation
How to develop a project storyboard
Summary of Section
39 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
Implementation of Solutions
Implementation Planning - Cultural
Implementation Planning - Technical
Improve – Implement Solution
Lean Six Sigma Training
40 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Know the steps to implementing the solution
Understand the key questions that need to be answered to complete the Improve phase
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
41 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Now that the planning process is complete it is time to execute the plans
If the appropriate amount of time and attention to detail was put into the planning of the implementation, the rollout of the solution should be successful
Implementing the Plans
42 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Update “to-be” process maps to reflect any changes that came out of the pilot
2. Prepare data collection forms
3. Conduct training
4. Rollout process on a small scale first if possible, then move to full scale rollout
5. Monitor implementation and evaluate results
Steps to Implementing the Solution
43 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Use the same methods and procedures used during the pilot to monitor and evaluate results
PLAN ACTUALS
Conduct daily “book end” meetings with the implementation team
Meet at the beginning of each morning to discuss any key information points or plans
Meet at the end of each day to debrief on the outcome and results of process performance for that day
Before implementation
151050
8
7
6
5
4
3
2
1
0
Fr eq
ue nc
y
654321
8
7
6
5
4
3
2
1
0
Fr eq
ue nc
y
After Implementation
Monitoring the Implementation and Establishing Check Points
44 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Solution Selection:
What other potential solutions did the team consider? What were the primary criteria for selecting the solution(s)?
Cost/Benefit:
What is the net project benefit? What are the assumptions of the cost/benefit analysis?
Risk Assessment:
How did the team analyze process risks? What risks were identified? What was done to mitigate the risks? In what ways has the solution been modified based on pilot results?
Yes No
Yes No
Yes No
Tollgate Questions and Check list Items:
Improvement Completion Checklist
45 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Tollgate Questions and Check list Items:
Solutions Pilot:
Was the solution tested? Did the pilot represent the conditions of the actual implementation?
What measures were established for pilot results? What target performance levels were set for those measures? What targets were missed, and why?
In what ways has the solution been modified based on pilot results?
Implementation Planning:
What is the implementation schedule and timeline? What new stakeholders were added as a result of the selected solution? Did any of the
stakeholders negatively shift their position after solution selection? What were the survey results from the gallery walk?
Yes No
Yes No
Improvement Completion Checklist
46 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
Know the steps to implementing the solution
Understand the key questions that need to be answered to complete the Improve phase.
Summary of Section
47 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Measure Analyze Improve ControlDefine Measure Analyze Improve ControlDefineDefine MeasureMeasure AnalyzeAnalyze ImproveImprove ControlControlDefine Measure Analyze Improve Control
End of Lesson: Improve – Implement Solution
Lean Six Sigma Training
48 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control Phase
Lean Six Sigma Training
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control Phase Overview
Lean Six Sigma Training
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control develops the monitoring plan that will be used to ensure the process gains are maintained, develops the response plans should a problem with the process develop, documents all processes and procedures for the organization, reviews any replication opportunities from the project, and celebrates the projects success.
Control Phase Introduction
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
ANALYZE
CONTROL
IMPROVE
MEASURE
DEFINE
Develop Process Control Monitoring Plan
Standardize Processes and Develop Change Implementation Plans
Create Storyboards of Improvement
Identify Replication Opportunities
Complete Project Closure and Celebrate Success
Processing Administration Adjusters PayablesProcessing Administration Adjusters Payables
Control Phase Overview
4
Loan Processing Cycle Time Sigma = >6
Mean CL: 8.86
1.91
15.81
1.31
3.31
5.31
7.31
9.31
11.31
13.31
15.31
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
In di
vi du
al s
- C hi
ca go
L oa
n P
ro ce
ss in
g C
yc le
T im
e
Mean CL: 1.52
-0.11
3.15
-0.11
0.39
0.89
1.39
1.89
2.39
2.89
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
In di
vi du
al s
- C hi
ca go
L P
L oa
n R
ev ie
w in
g Ti
m e
Chicago Loan Processing Cycle Time
Chicago LP Reviewing Time Chicago Package Accuracy – Error Type
Final Package Accuracy Sigma = 3.5 LP Reviewing Time Sigma = 3.1
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Develop Process
Control Plan
Develop Response
Plan
Document Solutions
Control Chart
Dashboard Measurement Plan Matrix
Dashboard
Benefits Realization
Response Plan
Process Management Chart
Process Reviews
Process and Procedures
Communication Plan
Control Tools
Control Approach
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control Phase Deliverables
Define Measure Analyze Improve Control
Project Charter Project Management
Project Plan Process Definition
SIPOC As-Is Process
Map Quick Win
Identification Stakeholder
Management Stakeholder Map Stakeholder
Management Plan Communication
Plan Voice of Customer
Customer Identification
VOC Research Plan
Kano Analysis CTQ Identification
Root Cause Analysis Affinity Diagram Fishbone Diagram
and/or 5 Why’s Lean Process
Analysis Lean Tools and
Measures Graphical Data
Analysis Histogram Pareto Chart Box Plots Correlation
Analysis Statistical Data
Analysis Linear Regression Multiple
Regression Root Causes
Identified Quick Win
Identification
Identify Measures X/Y Matrix
Data Collection Operational
Definitions Measurement
Systems Analysis (MSA)
Data Collection Plan
Describe and Display Data Histogram Pareto Chart Pie Chart Run Chart Control Charts
Baseline Performance Sigma
Performance Yield Process
Capability Quick Win
Identification
Identify and Select Solutions Generate Solutions Benchmarking Solutions
Prioritization Matrix Solution Selection
Matrix To-Be Process Map
Financial Impact of Solutions Cost/Benefit Analysis
Risk Planning and Testing Failure Modes and
Effects Analysis (FMEA)
Pilot Plan Implement Solutions
Multi-Generational Product Plan (MGPP)
Implementation Plan Stakeholder
Management Project Storyboard
Process Control Control Charts Process
Monitoring Plan Dashboard
Response Plan Project
Documentation Process
Procedures Replication
Opportunities Solution Transfer
Plan
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
End of Lesson: Control Phase Overview
Lean Six Sigma Training
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control – Process Control
Dashboards
Process Monitoring
Introduction to Process Management
Lean Six Sigma Training
Measure ControlAnalyze ImproveDefine ControlControlImproveMeasure ControlControlAnalyze ImproveImproveDefine ControlControl
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Define Process Management
Understand the benefits of an organization using Process Management vs. Functional Management
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A Process Management System is a measurement system used to ensure the outputs
of processes are predictable (stable) and meet customer requirements (capable).
Definition of Process Management System
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Why Process Management?
Provides a framework that will facilitate process improvement and process design activity that ultimately drives the fulfillment of important organizational goals.
Process Management enables an organization to:
Understand operations – process metrics Select the right processes for improvements Enable clear links between customer requirements and
internal operational activities Drive process ownership and accountability
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What are the functional objectives of these departments?
What are their real priorities?
Functional Management
FUNCTIONAL OBJECTIVES
Sales Under- writing Processing Claims
Info. Technology
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Many organizations have been based on functional differentiation or specialization. This has resulted in the traditional vertical/hierarchical organizations. Management direction, goals, and measurements have been deployed or cascaded down the existing organizational structure. In a traditional functional organization, the dominant focus of people is:
Please the boss…
The department’s specialized knowledge or skill.
The functional goals which may not have been stated in terms that the external customer would recognize.
The people in your silo.
Successful performance is defined as winning for the function. Things often fall through the cracks in this model causing fragmented efforts at satisfying external customers’ needs.
Functional Management System
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What are employees’
REAL priorities?
Process G oals
Sales Under- writing Processing Claims
Info. Technology
Sell Products
& Services
Process Contracts
FUNCTIONAL OBJECTIVES
Process Claims
Process Performance What We Sell...
Process Performance How We Sell...
Process Performance The Service We Provide...
Process Performance The Service We Provide...
Process Management
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The need to manage process quality with a link to strategic objectives
What are employees’
REAL priorities?
Functional Management vs. Process Management
8
What are employees’
REAL priorities?
CustomerDevelop Products &
Services
Sales Process Claims Info. Tech
Process Contracts
FUNCTIONAL OBJECTIVES
Process G oalsProcess
Claims
Process Performance
Process Performance
Process Performance
Process Performance
Under- writing
Customer
Customer
Customer
STRATEGIC OBJECTIVES
What are employees’
REAL priorities?
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Provides a system of processes and indicators to help manage objectively
Focuses on the customer
Provides a common language within or across departments
Internally you know how well you are doing in the eyes of the customer
Provides accurate focus for improvement teams
Provides learnings supported by data that can be applied to other processes
Benefits to Process Management
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
From To
Function-Oriented
Somewhat Flexible, Efficient, Effective Processes
High Walls between Functions
Uneven Cycle Time
Focus on the Function/Project
Value Stream is in the middle
Quality is added on
Cross-Functional Process Focus
Increased Flexibility, Better Efficiency, Greater Effectiveness
Walls between Functions broken down
Improved Cycle Time
Focus on the Customer
Value Stream is end-to-end
Quality is built in
Sub-Optimization Integrated System
What will Change as a Result of Process Management?
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What does a Process Management System Look Like?
There will be as much focus to processes as to individual functions
Everyone will be able to more efficiently utilize resources
Employees will know all of the process steps and how they add value
Employees will understand how the process is performing
Customers’ requirements will become known and everyone in the organization will strive to meet or exceed them
Employees will help manage each other instead of escalating conflicts
Hand-offs between employees are smooth and boundaryless
Processes will be objectively and frequently measured and reviewed
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The definition of Process Management
The benefits of an organization using Process Management vs. Functional Management
Summary of Section
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control – Process Control
Dashboards
Process Monitoring
Introduction to Process Management
Lean Six Sigma Training
Measure ControlAnalyze ImproveDefine ControlControlImproveMeasure ControlControlAnalyze ImproveImproveDefine ControlControl
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand what is meant by process control
Understand the types of control charts
Determine how to develop a monitoring plan
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Document and Standardize (covered later in Project Documentation
section)
4. How can I assure that things will continue?
Response Planning3. What do I do if I detect a change in the process?
Process Monitoring2. How can I detect changes in my process? Earliest possible detection Acceptable false alarm
Process Monitoring1. What should I monitor? TopicQuestion
Four Key Questions for Managing and Controlling Processes
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Control is:
The activities necessary to help to maintain the gains the project team has accomplished through
their improvements.
What is Process Control?
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Using Control Charts to Monitor for Process Control
The more we know about our process, the more likely we will be able to predict process performance
Using Control Charts to track and monitor our process indicators is critical to being able to Control and manipulate the process outcome (output)
17
therefore……
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Monitoring a Process for Control
Ongoing monitoring of the process is important for two reasons:
Ensure that the process is in control
Maintain process in its stable state Compare with standards or control limits If not within standard or out of control,
seek to identify special cause, eliminate it and prevent recurrence
Identify opportunities for future improvements
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Monitoring a process helps us answer 5 key questions: What is the current performance level? Has the performance changed? Do we need to adjust the process? Do we need to improve the process? How will the process perform in the future?
Adjust & Improve
Compare
Current Status
Predict
Future Performance
Past Performance
Present Performance
For comparison with baseline performance in Measure
Monitoring a Process
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
X
X
X
X X X X
Y
Y
Y
Process Flow
Key input and process measures (X) that track variables identified in your project as Key drivers of Project Y variables
Key output measures (Y) from the customers’ perspective
Process Variables (Xs)
Input Variables
(Xs)
Outputs (Ys)
NOTE: Whether or not improvements were made to inputs, process, or outputs –
Monitoring should still be developed for all critical measures
What Should We Monitor
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Special Cause Variation Sporadic, isolated events that affect a Process Management Role: Eliminate
Common Cause Variation Expected, normal, random
fluctuations in Process Management role: Reduce
Categorizing Variation on a Control Chart
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
By observing how variation in the process causes results to fluctuate, we can make some objective decisions about when to take action.
We do not always Want to take action.
When a process has special or assignable causes (i.e. out of control points) the action necessary to improve the process is investigation and removal of those special causes.
Processes that vary only from common causes will perform within the upper and lower control limits. If a process has only normal or common causes of variation, the focus should be on improving the process itself.
If process variation is not understood, time and money may be wasted reacting to a variation that is normal. Fixing something that does not need to be fixed can introduce more variation to the process and reduce the ability to meet customer’s needs.
Key Point:
Using Control Charts to Make Decisions
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Out of Control
Upper Control Limit
Lower Control Limit
#1
fre qu
en cy
LSL USL
Not Capable of Meeting Specification
fre qu
en cy
LSL USL
Not Capable of Meeting Specification
In Control Upper Control Limit
Lower Control Limit
#2
Four Possible States of the Process
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Capable of Meeting Specification
fre qu
en cy
LSL USL
Out of Control
Upper Control Limit
Lower Control Limit
#3
In Control Upper Control Limit
Lower Control Limit
#4
Capable of Meeting Specification
fre qu
en cy
LSL USL
Four Possible States of the Process – Continued
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
It is inaccurate to put specification limits on a Control Chart.
Upper Control Limit
Lower Control Limit
“Control Limits”
Upper Spec Limit
Lower Spec Limit
“Spec Limits”
Defined by the customer
Help determine if the process is producing defects
Not plotted on control charts
Change when customer requirements change
Defined by the process performance
Help determine if the process is in control
Plotted on control charts
Change when the process changes
Voice of Process
Voice of Customer
Key Concept – Control Limits vs. Specification Limits
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Common Errors in Using Control Charts
Management/Process Owners do not buy into the concept
Special cause variation goes unnoticed
Non-random patterns are not studied for special causes
Poor or erroneous measurements are used
Data on charts is not current
Specifications are plotted on charts
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Use this chart to select the type of control chart to use.
Discrete
ImR Chart
Continuous
Type of Data
Subgroup Size of 1
Rational Small Subgroups (<8-
10)
Rational Large Subgroups (>8-
10)
X and S Chart
_
np Chart
Classification (binomial data)
Sample Size is Constant
Sample Size Varies p chart
u Chart
Count
Opportunity Varies
Opportunity is Constant c chart
OR
OR
OR
OR
OR
X and R Chart
_
Control Chart Types
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Overview of the different types of control charts Discrete data control charts: np Chart – used with classification data (i.e. pass/fail, good/bad) and charts the number of defectives in each subgroup (sample size is constant).
p Chart – used with classification data (i.e. pass/fail, good/bad) and charts the proportion of defectives in each subgroup (sample size varies).
u Chart – used with count data (e.g. number of defects) and charts the number of defects per unit sampled in each subgroup (opportunity for defects varies).
c Chart – used with count data (e.g. number of defects) and charts the defect count per sample (opportunity for defects is constant).
Continuous data control charts: ImR Chart (Individuals) – for analyzing individual data points and rational subgroups can not be formed from the data (data is assumed to be normally distributed).
X and R Chart – for analyzing the averages of small subgroups (<8-10) can be formed from the data.
X and S Chart – for analyzing the averages of large subgroups (>8-10) can be formed from the data.
Selecting a Control Chart
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Number of defects, accidents or flaws
# of accidents/month
# of times the phone is not answered within three ring
# of breakdowns/week
# of flaws on an automobile
Fraction of “defectives”
fraction of requests not processed within 15 minutes; fraction of orders not processed perfectly the first time through (first-pass quality)
Situation Chart Used
c Chart
u Chart
p Chart
np Chart
Variables data, one figure at a time
sales, cost variances, customer satisfaction score, total cycle time per order, average cycle time per month
Variables data, sets of measurements
Situation Chart Used
ImR Chart
(Individuals)
X and R Chart
X and S Chart
_
_
Examples of which Control Chart to Use
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
X Chart
0 5
10 15 20 25 30 35 40 45 50
1/1 /20
04
1/8 /20
04
1/1 5/2
004
1/2 2/2
004
1/2 9/2
004
2/5 /20
04
2/1 2/2
004
2/1 9/2
004
2/2 6/2
004
3/4 /20
04
3/1 1/2
004
3/1 8/2
004
3/2 5/2
004
Date
Ch ica
go Lo
an P
ro ce
ss ing
Cy
cle Ti
me
Range Chart
0
5
10
15
20
25
1/1 /20
04
1/8 /20
04
1/1 5/2
004
1/2 2/2
004
1/2 9/2
004
2/5 /20
04
2/1 2/2
004
2/1 9/2
004
2/2 6/2
004
3/4 /20
04
3/1 1/2
004
3/1 8/2
004
3/2 5/2
004
Date
Ra ng
e
The first control chart (X Chart) is designed to monitor the variation from data point to data point or subgroup to subgroup (depending on the control chart used).
The second control chart (Range Chart) is designed to monitor variation within a sample of data points. The range of a process is a reflection of the amount of variation in the process and can be useful to detect changes in variation.
It is possible that the averages could remain fairly consistent, but the spread within the samples could fluctuate wildly. By monitoring both the variation between data points and variation within data points, we can detect special cause variation more effectively.
Why Two Charts with Continuous Data?
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Chart3
| 39 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 25 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 26 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 45 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 22 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 25 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 33 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 26 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 21 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 33 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 21 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 35 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 20 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 14 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 39 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 36 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 25 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 28 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 41 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 33 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 21 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 36 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 23 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 25 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 26 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 38 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 22 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 35 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 21 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 19 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 23 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 19 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 28 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 36 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 15 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 33 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 28 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
Case Study Histogram
| Chicago Loan Processing Cycle Time |
| 45 |
| 20 |
| 24 |
| 31 |
| 24 |
| 29 |
| 28 |
| 34 |
| 33 |
| 25 |
| 25 |
| 25 |
| 24 |
| 30 |
| 30 |
| 32 |
| 31 |
| 27 |
| 21 |
| 36 |
| 28 |
| 35 |
| 35 |
| 26 |
| 42 |
| 35 |
| 29 |
| 22 |
| 29 |
| 26 |
| 32 |
| 27 |
| 28 |
| 28 |
| 26 |
| 30 |
| 32 |
| 36 |
| 28 |
| 39 |
| 22 |
| 30 |
| 32 |
| 24 |
| 31 |
| 31 |
| 45 |
| 36 |
| 25 |
| 37 |
| 21 |
| 31 |
| 28 |
| 22 |
| 43 |
| 33 |
| 32 |
| 38 |
| 26 |
| 28 |
| 26 |
| 26 |
| 27 |
| 40 |
| 24 |
| 29 |
| 27 |
| 37 |
| 20 |
| 37 |
| 31 |
| 30 |
| 39 |
| 34 |
| 33 |
| 43 |
| 31 |
| 36 |
| 29 |
| 30 |
| 37 |
| 31 |
| 25 |
| 33 |
| 33 |
| 25 |
| 25 |
| 29 |
| 37 |
| 28 |
| 38 |
| 39 |
| 21 |
| 28 |
| 36 |
| 30 |
| 32 |
| 35 |
| 21 |
| 18 |
| 29 |
| 26 |
| 27 |
| 30 |
| 32 |
| 35 |
| 25 |
| 25 |
| 28 |
| 24 |
| 33 |
| 28 |
| 30 |
| 26 |
| 36 |
| 33 |
| 27 |
| 28 |
| 24 |
| 27 |
| 40 |
| 25 |
| 29 |
| 33 |
| 32 |
| 24 |
| 22 |
| 26 |
| 37 |
| 28 |
| 29 |
| 35 |
| 26 |
| 33 |
| 23 |
| 27 |
| 34 |
| 29 |
| 25 |
| 36 |
| 35 |
| 31 |
| 32 |
| 36 |
| 32 |
| 29 |
| 39 |
| 32 |
| 33 |
| 30 |
| 20 |
| 36 |
| 31 |
| 34 |
| 33 |
| 32 |
| 24 |
| 24 |
| 26 |
| 37 |
| 33 |
| 27 |
| 22 |
| 30 |
| 27 |
| 37 |
| 26 |
| 34 |
| 30 |
| 32 |
| 36 |
| 30 |
| 33 |
| 35 |
| 24 |
| 31 |
| 27 |
| 27 |
| 26 |
| 32 |
| 35 |
| 25 |
| 30 |
| 14 |
| 36 |
| 34 |
| 30 |
| 28 |
| 35 |
| 31 |
| 32 |
| 28 |
| 24 |
| 40 |
| 31 |
| 24 |
| 30 |
| 33 |
| 28 |
| 21 |
| 31 |
| 38 |
| 34 |
| 26 |
| 27 |
| 34 |
| 28 |
| 18 |
| 26 |
| 28 |
| 34 |
| 28 |
| 34 |
| 24 |
| 32 |
| 34 |
| 30 |
| 33 |
| 37 |
| 36 |
| 30 |
| 33 |
| 32 |
| 35 |
| 33 |
| 30 |
| 31 |
| 22 |
| 29 |
| 33 |
| 26 |
| 23 |
| 32 |
| 28 |
| 29 |
| 28 |
| 32 |
| 41 |
| 35 |
| 29 |
| 34 |
| 26 |
| 28 |
| 35 |
| 32 |
| 17 |
| 33 |
| 35 |
| 37 |
| 25 |
| 33 |
| 33 |
| 26 |
| 36 |
| 35 |
| 27 |
| 26 |
| 30 |
| 25 |
| 28 |
| 32 |
| 36 |
| 33 |
| 31 |
| 34 |
| 24 |
| 28 |
| 29 |
| 38 |
| 32 |
| 29 |
| 31 |
| 25 |
| 30 |
| 37 |
| 34 |
| 25 |
| 19 |
| 29 |
| 32 |
| 22 |
| 36 |
| 31 |
| 24 |
| 37 |
| 36 |
| 31 |
| 27 |
| 26 |
| 21 |
| 41 |
| 31 |
| 24 |
| 30 |
| 24 |
| 19 |
| 37 |
| 41 |
| 21 |
| 21 |
| 32 |
| 19 |
| 20 |
| 27 |
| 34 |
| 37 |
| 36 |
| 45 |
| 31 |
| 33 |
| 30 |
| 29 |
| 36 |
| 18 |
| 23 |
| 37 |
| 36 |
| 36 |
| 30 |
| 29 |
| 33 |
| 39 |
| 27 |
| 27 |
| 28 |
| 29 |
| 35 |
| 24 |
| 26 |
| 32 |
| 31 |
| 31 |
| 26 |
| 18 |
| 29 |
| 37 |
| 28 |
| 22 |
| 38 |
| 26 |
| 31 |
| 31 |
| 41 |
| 27 |
| 35 |
| 27 |
| 38 |
| 32 |
| 33 |
| 30 |
| 34 |
| 32 |
| 38 |
| 27 |
| 29 |
| 31 |
| 14 |
| 33 |
| 30 |
| 31 |
| 35 |
| 27 |
| 31 |
| 34 |
| 33 |
| 27 |
| 37 |
| 37 |
| 21 |
| 22 |
| 32 |
| 20 |
| 38 |
| 28 |
| 31 |
| 22 |
| 29 |
| 33 |
| 36 |
| 26 |
| 17 |
| 25 |
| 29 |
| 41 |
| 39 |
| 38 |
| 36 |
| 33 |
| 22 |
| 32 |
| 34 |
| 25 |
| 29 |
| 23 |
| 30 |
| 26 |
| 30 |
| 29 |
| 32 |
| 27 |
| 26 |
| 35 |
| 34 |
| 30 |
| 29 |
| 41 |
| 26 |
| 37 |
| 25 |
| 33 |
| 43 |
| 29 |
| 37 |
| 42 |
| 29 |
| 28 |
| 30 |
| 39 |
| 34 |
| 28 |
| 24 |
| 34 |
| 29 |
| 35 |
| 27 |
| 42 |
| 37 |
| 42 |
| 31 |
| 29 |
| 37 |
| 30 |
| 30 |
| 18 |
| 22 |
| 24 |
| 40 |
| 35 |
| 32 |
| 38 |
| 32 |
| 36 |
| 34 |
| 19 |
| 32 |
| 31 |
| 30 |
| 29 |
| 36 |
| 33 |
| 36 |
| 36 |
| 25 |
| 33 |
| 24 |
| 32 |
| 27 |
| 34 |
| 27 |
| 28 |
| 27 |
| 40 |
| 26 |
| 30 |
| 26 |
| 31 |
| 28 |
| 24 |
| 35 |
| 31 |
| 25 |
| 29 |
| 38 |
| 31 |
| 23 |
| 30 |
| 40 |
| 33 |
| 30 |
| 27 |
| 30 |
| 31 |
| 30 |
| 30 |
| 30 |
| 25 |
| 36 |
| 32 |
| 32 |
| 26 |
| 34 |
| 31 |
| 28 |
| 31 |
| 26 |
| 33 |
| 37 |
| 35 |
| 28 |
| 16 |
| 31 |
| 32 |
| 26 |
| 28 |
| 25 |
| 34 |
| 30 |
| 32 |
| 35 |
| 31 |
| 33 |
| 22 |
| 31 |
| 38 |
| 29 |
| 33 |
| 26 |
| 43 |
| 36 |
| 29 |
| 33 |
| 27 |
| 31 |
| 16 |
| 38 |
| 36 |
| 27 |
| 25 |
| 34 |
| 31 |
| 28 |
| 31 |
| 21 |
| 27 |
| 35 |
| 33 |
| 21 |
| 36 |
| 37 |
| 37 |
| 43 |
| 29 |
| 36 |
| 34 |
| 33 |
| 26 |
| 26 |
| 29 |
| 31 |
| 32 |
| 24 |
| 33 |
| 24 |
| 36 |
| 31 |
| 38 |
| 30 |
| 19 |
| 34 |
| 38 |
| 38 |
| 24 |
| 39 |
| 27 |
| 30 |
| 35 |
| 30 |
| 31 |
| 32 |
| 23 |
| 27 |
| 32 |
| 30 |
| 34 |
| 27 |
| 20 |
| 37 |
| 31 |
| 35 |
| 35 |
| 32 |
| 29 |
| 34 |
| 36 |
| 23 |
| 26 |
| 33 |
| 31 |
| 20 |
| 22 |
| 37 |
| 25 |
| 25 |
| 26 |
| 38 |
| 37 |
| 24 |
| 26 |
| 32 |
| 25 |
| 25 |
| 30 |
| 28 |
| 32 |
| 29 |
| 18 |
| 30 |
| 21 |
| 32 |
| 32 |
| 32 |
| 37 |
| 37 |
| 32 |
| 23 |
| 26 |
| 41 |
| 33 |
| 26 |
| 29 |
| 30 |
| 24 |
| 22 |
| 30 |
| 40 |
| 24 |
| 35 |
| 23 |
| 28 |
| 34 |
| 29 |
| 27 |
| 27 |
| 30 |
| 23 |
| 29 |
| 33 |
| 26 |
| 37 |
| 30 |
| 34 |
| 29 |
| 31 |
| 25 |
| 24 |
| 28 |
| 36 |
| 29 |
| 28 |
| 31 |
| 20 |
| 31 |
| 32 |
| 32 |
| 25 |
| 30 |
| 34 |
| 30 |
| 34 |
| 21 |
| 27 |
| 32 |
| 30 |
| 26 |
| 29 |
| 32 |
| 24 |
| 27 |
| 25 |
| 32 |
| 30 |
| 35 |
| 27 |
| 41 |
| 22 |
| 35 |
| 26 |
| 27 |
| 21 |
| 33 |
| 33 |
| 20 |
| 29 |
| 28 |
| 31 |
| 32 |
| 24 |
| 21 |
| 37 |
| 36 |
| 30 |
| 30 |
| 35 |
| 38 |
| 33 |
| 40 |
| 30 |
| 35 |
| 20 |
| 29 |
| 35 |
| 35 |
| 35 |
| 26 |
| 32 |
| 29 |
| 28 |
| 18 |
| 26 |
| 21 |
| 30 |
| 33 |
| 32 |
| 29 |
| 31 |
| 26 |
| 36 |
| 37 |
| 40 |
| 35 |
| 28 |
| 29 |
| 32 |
| 30 |
| 27 |
| 27 |
| 29 |
| 24 |
| 34 |
| 32 |
| 24 |
| 22 |
| 32 |
| 30 |
| 25 |
| 31 |
| 33 |
| 39 |
| 30 |
| 44 |
| 23 |
| 31 |
| 23 |
| 32 |
| 28 |
| 40 |
| 12 |
| 30 |
| 25 |
| 27 |
| 28 |
| 29 |
| 27 |
| 25 |
| 30 |
| 37 |
| 23 |
| 29 |
| 30 |
| 30 |
| 37 |
| 30 |
| 28 |
| 32 |
| 25 |
| 35 |
| 33 |
| 31 |
| 34 |
| 31 |
| 23 |
| 32 |
| 29 |
| 31 |
| 28 |
| 23 |
| 25 |
| 31 |
| 28 |
| 27 |
| 24 |
| 38 |
| 38 |
| 29 |
| 41 |
| 37 |
| 38 |
| 20 |
| 33 |
| 24 |
| 27 |
| 29 |
| 25 |
| 31 |
| 23 |
| 27 |
| 30 |
| 34 |
| 30 |
| 44 |
| 24 |
| 35 |
| 33 |
| 29 |
| 32 |
| 29 |
| 35 |
| 33 |
| 34 |
| 29 |
| 40 |
| 24 |
| 40 |
| 30 |
| 25 |
| 29 |
| 27 |
| 24 |
| 33 |
| 27 |
| 24 |
| 31 |
| 29 |
| 31 |
| 34 |
| 35 |
| 24 |
| 30 |
| 26 |
| 33 |
| 36 |
| 28 |
| 27 |
| 30 |
| 36 |
| 25 |
| 37 |
| 39 |
| 39 |
| 32 |
| 40 |
| 21 |
| 24 |
| 24 |
| 30 |
| 36 |
| 29 |
| 36 |
| 29 |
| 26 |
| 32 |
| 34 |
| 37 |
| 30 |
| 27 |
| 31 |
| 26 |
| 31 |
| 28 |
| 31 |
| 40 |
| 32 |
| 26 |
| 31 |
| 29 |
| 33 |
| 31 |
| 33 |
| 25 |
| 28 |
| 28 |
| 29 |
| 30 |
| 31 |
| 25 |
| 26 |
| 36 |
| 22 |
| 29 |
| 39 |
| 45 |
| 29 |
| 38 |
| 26 |
| 27 |
| 33 |
| 30 |
| 29 |
| 23 |
| 31 |
| 37 |
| 27 |
| 26 |
| 40 |
| 28 |
| 40 |
| 24 |
| 34 |
| 31 |
| 29 |
| 21 |
| 21 |
| 29 |
| 29 |
| 33 |
| 34 |
| 35 |
| 20 |
| 34 |
| 27 |
| 25 |
| 27 |
| 32 |
| 26 |
| 19 |
| 15 |
| 32 |
| 26 |
| 25 |
| 25 |
| 26 |
| 30 |
| 31 |
| 32 |
| 23 |
| 27 |
| 23 |
| 23 |
| 33 |
| 33 |
| 33 |
| 32 |
| 28 |
| 19 |
| 40 |
| 30 |
| 31 |
| 25 |
| 31 |
| 33 |
| 43 |
| 36 |
| 34 |
| 29 |
| 34 |
| 27 |
| 30 |
| 29 |
| 31 |
| 31 |
| 16 |
| 26 |
| 27 |
| 31 |
| 18 |
| 23 |
| 27 |
| 35 |
| 27 |
| 33 |
| 32 |
| 36 |
| 29 |
| 32 |
| 31 |
| 27 |
| 44 |
| 27 |
| 31 |
| 37 |
| 35 |
| 25 |
| 33 |
| 29 |
| 34 |
| 32 |
| 32 |
| 27 |
| 29 |
| 23 |
| 30 |
| 20 |
| 28 |
| 34 |
| 31 |
| 33 |
| 28 |
| 35 |
| 31 |
| 36 |
| 24 |
| 35 |
| 24 |
| 34 |
| 33 |
| 34 |
| 25 |
| 32 |
| 27 |
| 21 |
| 34 |
| 32 |
| 35 |
| 21 |
| 23 |
| 32 |
| 30 |
| 35 |
| 24 |
| 21 |
| 32 |
| 38 |
| 32 |
| 32 |
| 36 |
| 39 |
| 25 |
| 29 |
| 28 |
| 23 |
| 35 |
| 32 |
| 21 |
| 27 |
| 28 |
| 23 |
| 37 |
| 30 |
| 29 |
| 24 |
| 32 |
| 24 |
| 28 |
| 34 |
| 23 |
| 35 |
| 22 |
| 24 |
| 33 |
| 28 |
| 17 |
| 36 |
| 26 |
| 38 |
| 26 |
| 33 |
| 29 |
| 25 |
| 33 |
| 34 |
| 28 |
| 29 |
| 33 |
| 23 |
| 32 |
| 35 |
| 25 |
| 29 |
| 25 |
| 31 |
| 26 |
| 35 |
| 35 |
| 27 |
| 34 |
| 29 |
| 31 |
| 36 |
| 34 |
| 37 |
| 37 |
| 25 |
| 32 |
| 24 |
| 35 |
| 32 |
| 25 |
| 33 |
| 34 |
| 32 |
| 28 |
| 37 |
| 24 |
| 36 |
| 31 |
| 30 |
| 37 |
| 22 |
| 20 |
| 19 |
| 29 |
| 32 |
| 22 |
| 32 |
| 41 |
| 35 |
| 37 |
| 31 |
| 32 |
| 36 |
| 36 |
| 23 |
| 37 |
| 34 |
| 31 |
| 44 |
| 30 |
| 30 |
| 32 |
| 28 |
| 20 |
| 35 |
| 24 |
| 28 |
| 33 |
| 27 |
| 26 |
| 36 |
| 32 |
| 35 |
| 28 |
| 36 |
| 31 |
| 26 |
| 27 |
| 32 |
| 31 |
| 29 |
| 34 |
| 37 |
| 24 |
| 29 |
| 37 |
| 20 |
| 33 |
| 33 |
| 22 |
| 24 |
| 22 |
| 31 |
| 25 |
| 30 |
| 22 |
| 34 |
| 37 |
| 20 |
| 23 |
| 39 |
| 19 |
| 20 |
| 25 |
| 21 |
| 27 |
| 33 |
| 31 |
| 21 |
| 34 |
| 25 |
| 35 |
| 24 |
| 23 |
| 28 |
| 31 |
| 27 |
| 29 |
| 29 |
| 25 |
| 28 |
| 29 |
| 24 |
| 19 |
| 29 |
| 42 |
| 32 |
| 35 |
| 33 |
| 32 |
| 30 |
| 18 |
| 31 |
| 20 |
| 36 |
| 21 |
| 25 |
| 39 |
| 25 |
| 30 |
| 27 |
| 29 |
| 35 |
| 34 |
| 29 |
| 32 |
| 32 |
| 43 |
| 29 |
| 40 |
| 32 |
| 25 |
| 27 |
| 33 |
| 26 |
| 27 |
| 26 |
| 24 |
| 31 |
| 27 |
| 20 |
| 27 |
| 33 |
| 25 |
| 31 |
| 30 |
| 32 |
| 36 |
| 27 |
| 32 |
| 32 |
| 32 |
| 36 |
| 39 |
| 34 |
| 24 |
| 33 |
| 30 |
| 35 |
| 34 |
| 30 |
| 32 |
| 42 |
| 24 |
| 34 |
| 34 |
| 26 |
| 28 |
| 35 |
| 30 |
| 31 |
| 38 |
| 22 |
| 32 |
| 32 |
| 22 |
| 23 |
| 35 |
| 35 |
| 31 |
| 33 |
| 36 |
| 37 |
| 24 |
| 23 |
| 33 |
| 21 |
| 34 |
| 32 |
| 28 |
| 31 |
| 29 |
| 34 |
| 17 |
| 34 |
| 22 |
| 21 |
| 34 |
| 23 |
| 41 |
| 31 |
| 31 |
| 28 |
| 26 |
| 34 |
| 20 |
| 24 |
| 21 |
| 32 |
| 30 |
| 29 |
| 27 |
| 36 |
| 25 |
| 33 |
| 23 |
| 34 |
| 33 |
| 28 |
| 17 |
| 27 |
| 29 |
| 29 |
| 32 |
| 43 |
| 30 |
| 25 |
| 29 |
| 27 |
| 28 |
| 31 |
| 31 |
| 40 |
| 28 |
| 26 |
| 33 |
| 33 |
| 33 |
| 22 |
| 40 |
| 36 |
| 27 |
| 30 |
| 40 |
| 22 |
| 26 |
| 26 |
| 29 |
| 36 |
| 22 |
| 38 |
| 24 |
| 36 |
| 29 |
| 29 |
| 35 |
| 33 |
| 31 |
| 26 |
| 27 |
| 25 |
| 26 |
| 30 |
| 32 |
| 34 |
| 32 |
| 29 |
| 42 |
| 33 |
| 25 |
| 27 |
| 26 |
| 26 |
| 15 |
| 46 |
| 20 |
| 40 |
| 26 |
| 33 |
| 22 |
| 28 |
| 25 |
| 34 |
| 34 |
| 31 |
| 25 |
| 37 |
| 23 |
| 38 |
| 23 |
| 31 |
| 32 |
| 38 |
| 28 |
| 35 |
| 24 |
| 25 |
| 29 |
| 34 |
| 33 |
| 33 |
| 38 |
| 23 |
| 30 |
| 28 |
| 33 |
| 21 |
| 35 |
| 33 |
| 35 |
| 25 |
| 31 |
| 28 |
| 24 |
| 35 |
| 30 |
| 26 |
| 30 |
| 30 |
| 30 |
| 33 |
| 24 |
| 39 |
| 31 |
| 27 |
| 22 |
| 30 |
| 23 |
| 25 |
| 28 |
| 32 |
| 25 |
| 31 |
| 34 |
| 37 |
| 21 |
| 31 |
| 36 |
| 34 |
| 25 |
| 33 |
| 34 |
| 26 |
| 35 |
| 27 |
| 24 |
| 25 |
| 26 |
| 28 |
| 31 |
| 29 |
| 33 |
| 43 |
| 18 |
| 27 |
| 23 |
Case Study Run Chart
| Date | Chicago Loan Processing Cycle Time |
| 1-Jan | 39 |
| 2-Jan | 25 |
| 3-Jan | 26 |
| 4-Jan | 45 |
| 5-Jan | 30 |
| 6-Jan | 27 |
| 7-Jan | 22 |
| 8-Jan | 25 |
| 9-Jan | 32 |
| 10-Jan | 32 |
| 11-Jan | 30 |
| 12-Jan | 33 |
| 13-Jan | 26 |
| 14-Jan | 21 |
| 15-Jan | 34 |
| 16-Jan | 34 |
| 17-Jan | 32 |
| 18-Jan | 33 |
| 19-Jan | 27 |
| 20-Jan | 21 |
| 21-Jan | 35 |
| 22-Jan | 37 |
| 23-Jan | 24 |
| 24-Jan | 27 |
| 25-Jan | 27 |
| 26-Jan | 29 |
| 27-Jan | 20 |
| 28-Jan | 32 |
| 29-Jan | 14 |
| 30-Jan | 37 |
| 31-Jan | 32 |
| 1-Feb | 39 |
| 2-Feb | 34 |
| 3-Feb | 36 |
| 4-Feb | 25 |
| 5-Feb | 31 |
| 6-Feb | 31 |
| 7-Feb | 24 |
| 8-Feb | 28 |
| 9-Feb | 41 |
| 10-Feb | 24 |
| 11-Feb | 33 |
| 12-Feb | 34 |
| 13-Feb | 30 |
| 14-Feb | 30 |
| 15-Feb | 21 |
| 16-Feb | 37 |
| 17-Feb | 32 |
| 18-Feb | 27 |
| 19-Feb | 34 |
| 20-Feb | 36 |
| 21-Feb | 23 |
| 22-Feb | 25 |
| 23-Feb | 29 |
| 24-Feb | 32 |
| 25-Feb | 26 |
| 26-Feb | 31 |
| 27-Feb | 38 |
| 28-Feb | 22 |
| 29-Feb | 29 |
| 1-Mar | 37 |
| 2-Mar | 35 |
| 3-Mar | 30 |
| 4-Mar | 34 |
| 5-Mar | 30 |
| 6-Mar | 21 |
| 7-Mar | 37 |
| 8-Mar | 24 |
| 9-Mar | 32 |
| 10-Mar | 19 |
| 11-Mar | 24 |
| 12-Mar | 23 |
| 13-Mar | 27 |
| 14-Mar | 19 |
| 15-Mar | 30 |
| 16-Mar | 27 |
| 17-Mar | 32 |
| 18-Mar | 31 |
| 19-Mar | 29 |
| 20-Mar | 28 |
| 21-Mar | 31 |
| 22-Mar | 36 |
| 23-Mar | 15 |
| 24-Mar | 30 |
| 25-Mar | 33 |
| 26-Mar | 31 |
| 27-Mar | 30 |
| 28-Mar | 34 |
| 29-Mar | 28 |
| 30-Mar | 32 |
| 31-Mar | 29 |
Case Study Control Chart
| Date | Chicago Loan Processing Cycle Time |
| 1-Jan | 39 |
| 2-Jan | 25 |
| 3-Jan | 26 |
| 4-Jan | 45 |
| 5-Jan | 30 |
| 6-Jan | 27 |
| 7-Jan | 22 |
| 8-Jan | 25 |
| 9-Jan | 32 |
| 10-Jan | 32 |
| 11-Jan | 30 |
| 12-Jan | 33 |
| 13-Jan | 26 |
| 14-Jan | 21 |
| 15-Jan | 34 |
| 16-Jan | 34 |
| 17-Jan | 32 |
| 18-Jan | 33 |
| 19-Jan | 27 |
| 20-Jan | 21 |
| 21-Jan | 35 |
| 22-Jan | 37 |
| 23-Jan | 24 |
| 24-Jan | 27 |
| 25-Jan | 27 |
| 26-Jan | 29 |
| 27-Jan | 20 |
| 28-Jan | 32 |
| 29-Jan | 14 |
| 30-Jan | 37 |
| 31-Jan | 32 |
| 1-Feb | 39 |
| 2-Feb | 34 |
| 3-Feb | 36 |
| 4-Feb | 25 |
| 5-Feb | 31 |
| 6-Feb | 31 |
| 7-Feb | 24 |
| 8-Feb | 28 |
| 9-Feb | 41 |
| 10-Feb | 24 |
| 11-Feb | 33 |
| 12-Feb | 34 |
| 13-Feb | 30 |
| 14-Feb | 30 |
| 15-Feb | 21 |
| 16-Feb | 37 |
| 17-Feb | 32 |
| 18-Feb | 27 |
| 19-Feb | 34 |
| 20-Feb | 36 |
| 21-Feb | 23 |
| 22-Feb | 25 |
| 23-Feb | 29 |
| 24-Feb | 32 |
| 25-Feb | 26 |
| 26-Feb | 31 |
| 27-Feb | 38 |
| 28-Feb | 22 |
| 29-Feb | 29 |
| 1-Mar | 37 |
| 2-Mar | 35 |
| 3-Mar | 30 |
| 4-Mar | 34 |
| 5-Mar | 30 |
| 6-Mar | 21 |
| 7-Mar | 37 |
| 8-Mar | 24 |
| 9-Mar | 32 |
| 10-Mar | 19 |
| 11-Mar | 24 |
| 12-Mar | 23 |
| 13-Mar | 27 |
| 14-Mar | 19 |
| 15-Mar | 30 |
| 16-Mar | 27 |
| 17-Mar | 32 |
| 18-Mar | 31 |
| 19-Mar | 29 |
| 20-Mar | 28 |
| 21-Mar | 31 |
| 22-Mar | 36 |
| 23-Mar | 15 |
| 24-Mar | 30 |
| 25-Mar | 33 |
| 26-Mar | 31 |
| 27-Mar | 30 |
| 28-Mar | 34 |
| 29-Mar | 28 |
| 30-Mar | 32 |
| 31-Mar | 29 |
Case Study Pareto
| Application Fields | Number of Errors |
| Name | 12 |
| Address | 3 |
| Loan # | 0 |
| Loan Amount | 26 |
| Loan Duration | 2 |
| City | 1 |
| State | 0 |
Case Study Correlation
| Number of Personnel | Loans Processed |
| 26 | 111 |
| 24 | 114 |
| 27 | 111 |
| 16 | 118 |
| 21 | 115 |
| 22 | 112 |
| 15 | 117 |
| 21 | 116 |
| 38 | 103 |
| 48 | 102 |
| 39 | 107 |
| 50 | 101 |
| 18 | 116 |
| 20 | 114 |
| 28 | 110 |
| 31 | 109 |
| 50 | 100 |
| 41 | 103 |
| 42 | 103 |
| 40 | 105 |
| 21 | 115 |
| 18 | 116 |
| 42 | 104 |
| 15 | 119 |
| 42 | 106 |
| 9 | 119 |
| 52 | 101 |
| 36 | 107 |
| 46 | 102 |
| 21 | 113 |
| 41 | 104 |
| 22 | 115 |
| 30 | 110 |
| 25 | 112 |
| 31 | 108 |
| 19 | 115 |
| 17 | 118 |
| 47 | 102 |
| 17 | 118 |
| 21 | 114 |
| 15 | 118 |
| 31 | 108 |
| 21 | 114 |
| 22 | 115 |
| 43 | 104 |
| 28 | 111 |
| 22 | 110 |
| 17 | 115 |
| 48 | 101 |
| 25 | 111 |
| 18 | 117 |
| 33 | 108 |
| 13 | 118 |
| 17 | 118 |
| 42 | 106 |
| 27 | 112 |
| 41 | 105 |
| 40 | 106 |
| 28 | 109 |
| 50 | 101 |
| 21 | 114 |
| 28 | 111 |
| 50 | 101 |
| 48 | 101 |
| 35 | 108 |
| 34 | 111 |
| 41 | 104 |
| 29 | 110 |
| 22 | 115 |
| 26 | 111 |
| 12 | 119 |
| 16 | 115 |
| 35 | 108 |
| 24 | 113 |
| 23 | 116 |
| 21 | 113 |
| 28 | 110 |
| 46 | 103 |
| 20 | 116 |
| 46 | 101 |
Obtaining R Value
| Number of Personnel | Loans Processed |
| 26 | 111 |
| 24 | 114 |
| 27 | 111 |
| 16 | 118 |
| 21 | 115 |
| 22 | 112 |
| 15 | 117 |
| 21 | 116 |
| 38 | 103 |
| 48 | 102 |
| 39 | 107 |
| 50 | 101 |
| 18 | 116 |
| 20 | 114 |
| 28 | 110 |
| 31 | 109 |
| 50 | 100 |
| 41 | 103 |
| 42 | 103 |
| 40 | 105 |
| 21 | 115 |
| 18 | 116 |
| 42 | 104 |
| 15 | 119 |
| 42 | 106 |
| 9 | 119 |
| 52 | 101 |
| 36 | 107 |
| 46 | 102 |
| 21 | 113 |
| 41 | 104 |
| 22 | 115 |
| 30 | 110 |
| 25 | 112 |
| 31 | 108 |
| 19 | 115 |
| 17 | 118 |
| 47 | 102 |
| 17 | 118 |
| 21 | 114 |
| 15 | 118 |
| 31 | 108 |
| 21 | 114 |
| 22 | 115 |
| 43 | 104 |
| 28 | 111 |
| 22 | 110 |
| 17 | 115 |
| 48 | 101 |
| 25 | 111 |
| 18 | 117 |
| 33 | 108 |
| 13 | 118 |
| 17 | 118 |
| 42 | 106 |
| 27 | 112 |
| 41 | 105 |
| 40 | 106 |
| 28 | 109 |
| 50 | 101 |
| 21 | 114 |
| 28 | 111 |
| 50 | 101 |
| 48 | 101 |
| 35 | 108 |
| 34 | 111 |
| 41 | 104 |
| 29 | 110 |
| 22 | 115 |
| 26 | 111 |
| 12 | 119 |
| 16 | 115 |
| 35 | 108 |
| 24 | 113 |
| 23 | 116 |
| 21 | 113 |
| 28 | 110 |
| 46 | 103 |
| 20 | 116 |
| 46 | 101 |
Case Study Regression
| Loans Processed | Loans per hour (average) (mins) |
| 111 | 6.1 |
| 114 | 6.2 |
| 111 | 5.9 |
| 118 | 6.7 |
| 115 | 6.4 |
| 112 | 5.7 |
| 117 | 6.9 |
| 116 | 7 |
| 103 | 5.8 |
| 102 | 5.8 |
| 107 | 5.2 |
| 101 | 5.7 |
| 116 | 6.6 |
| 114 | 6.4 |
| 110 | 6 |
| 109 | 6 |
| 100 | 5.1 |
| 103 | 5.2 |
| 103 | 4.9 |
| 105 | 5.8 |
| 115 | 6.5 |
| 116 | 6.8 |
| 104 | 5.7 |
| 119 | 6.9 |
| 106 | 5.4 |
| 119 | 7 |
| 101 | 5.3 |
| 107 | 5.8 |
| 102 | 5.1 |
| 113 | 6.1 |
| 104 | 5.4 |
| 115 | 6.5 |
| 110 | 6 |
| 112 | 6 |
| 108 | 5.9 |
| 115 | 6.1 |
| 118 | 6.5 |
| 102 | 5.2 |
| 118 | 6.7 |
| 114 | 6.6 |
| 118 | 6.7 |
| 108 | 5.9 |
| 114 | 6.5 |
| 115 | 6.3 |
| 104 | 5.7 |
| 111 | 6.9 |
| 110 | 5.7 |
| 115 | 6.8 |
| 101 | 5.2 |
| 111 | 5.9 |
| 117 | 6.6 |
| 108 | 5.6 |
| 118 | 6.4 |
| 118 | 6.6 |
| 106 | 5.3 |
| 112 | 6 |
| 105 | 5.5 |
| 106 | 5.6 |
| 109 | 5.6 |
| 101 | 5.4 |
| 114 | 6.4 |
| 111 | 6.1 |
| 101 | 6.5 |
| 101 | 5.9 |
| 108 | 5.5 |
| 111 | 6.3 |
| 104 | 6 |
| 110 | 6.5 |
| 115 | 6.8 |
| 111 | 6.2 |
| 119 | 7 |
| 115 | 6.9 |
| 108 | 5.9 |
| 113 | 6.1 |
| 116 | 6.9 |
| 113 | 5.9 |
| 110 | 5.4 |
| 103 | 4.8 |
| 116 | 6.4 |
| 101 | 5.8 |
Case Study Regression Results
| SUMMARY OUTPUT | 8.27 | 60.09 | |||||||||||||||||||||||
| 100 | 5.1 | ||||||||||||||||||||||||
| Regression Statistics | 101 | 5.7 | |||||||||||||||||||||||
| Multiple R | 0.8193026767 | 101 | 5.3 | ||||||||||||||||||||||
| R Square | 0.671256876 | 101 | 5.2 | ||||||||||||||||||||||
| Adjusted R Square | 0.6670422206 | 101 | 5.4 | ||||||||||||||||||||||
| Standard Error | 3.2887153692 | 101 | 6.5 | ||||||||||||||||||||||
| Observations | 80 | 101 | 5.9 | ||||||||||||||||||||||
| 101 | 5.8 | ||||||||||||||||||||||||
| ANOVA | 102 | 5.8 | |||||||||||||||||||||||
| df | SS | MS | F | Significance F | 102 | 5.1 | |||||||||||||||||||
| Regression | 1 | 1722.5793951901 | 1722.5793951901 | 159.26732 | 1.56980839556793E-20 | 102 | 5.2 | ||||||||||||||||||
| Residual | 78 | 843.6206048099 | 10.8156487796 | 103 | 5.8 | ||||||||||||||||||||
| Total | 79 | 2566.2 | 103 | 5.2 | |||||||||||||||||||||
| 103 | 4.9 | ||||||||||||||||||||||||
| Coefficients | Standard Error | t Stat | P-value | Lower 95% | Upper 95% | 103 | 4.8 | ||||||||||||||||||
| Intercept | 60.0865544884 | 3.983959925 | 15.0821181987 | 7.84476407641124E-25 | 52.1550977424 | 68.0180112345 | 104 | 5.7 | |||||||||||||||||
| X Variable 1 | 8.2681165172 | 0.6551537816 | 12.6201156889 | 1.56980839556406E-20 | 6.9638052344 | 9.5724278 | 104 | 5.4 | |||||||||||||||||
| 104 | 5.7 | ||||||||||||||||||||||||
| 104 | 6 | ||||||||||||||||||||||||
| Formula: | y = 8.27x + 60.09 | 105 | 5.8 | ||||||||||||||||||||||
| RESIDUAL OUTPUT | 105 | 5.5 | |||||||||||||||||||||||
| 106 | 5.4 | ||||||||||||||||||||||||
| Observation | Predicted Y | Residuals | 106 | 5.3 | |||||||||||||||||||||
| 1 | 102.2539487261 | -2.2539487261 | 106 | 5.6 | |||||||||||||||||||||
| 2 | 107.2148186364 | -6.2148186364 | 107 | 5.2 | |||||||||||||||||||||
| 3 | 103.9075720295 | -2.9075720295 | 107 | 5.8 | |||||||||||||||||||||
| 4 | 103.0807603778 | -2.0807603778 | 108 | 5.9 | |||||||||||||||||||||
| 5 | 104.7343836812 | -3.7343836812 | 108 | 5.9 | |||||||||||||||||||||
| 6 | 113.8293118501 | -12.8293118501 | 108 | 5.6 | |||||||||||||||||||||
| 7 | 108.8684419398 | -7.8684419398 | 108 | 5.5 | |||||||||||||||||||||
| 8 | 108.0416302881 | -7.0416302881 | 108 | 5.9 | |||||||||||||||||||||
| 9 | 108.0416302881 | -6.0416302881 | 109 | 6 | |||||||||||||||||||||
| 10 | 102.2539487261 | -0.2539487261 | 109 | 5.6 | |||||||||||||||||||||
| 11 | 103.0807603778 | -1.0807603778 | 110 | 6 | |||||||||||||||||||||
| 12 | 108.0416302881 | -5.0416302881 | 110 | 6 | |||||||||||||||||||||
| 13 | 103.0807603778 | -0.0807603778 | 110 | 5.7 | |||||||||||||||||||||
| 14 | 100.6003254227 | 2.3996745773 | 110 | 6.5 | |||||||||||||||||||||
| 15 | 99.7735137709 | 3.2264862291 | 110 | 5.4 | |||||||||||||||||||||
| 16 | 107.2148186364 | -3.2148186364 | 111 | 6.1 | |||||||||||||||||||||
| 17 | 104.7343836812 | -0.7343836812 | 111 | 5.9 | |||||||||||||||||||||
| 18 | 107.2148186364 | -3.2148186364 | 111 | 6.9 | |||||||||||||||||||||
| 19 | 109.6952535916 | -5.6952535916 | 111 | 5.9 | |||||||||||||||||||||
| 20 | 108.0416302881 | -3.0416302881 | 111 | 6.1 | |||||||||||||||||||||
| 21 | 105.561195333 | -0.561195333 | 111 | 6.3 | |||||||||||||||||||||
| 22 | 104.7343836812 | 1.2656163188 | 111 | 6.2 | |||||||||||||||||||||
| 23 | 103.9075720295 | 2.0924279705 | 112 | 5.7 | |||||||||||||||||||||
| 24 | 106.3880069847 | -0.3880069847 | 112 | 6 | |||||||||||||||||||||
| 25 | 103.0807603778 | 3.9192396222 | 112 | 6 | |||||||||||||||||||||
| 26 | 108.0416302881 | -1.0416302881 | 113 | 6.1 | |||||||||||||||||||||
| 27 | 108.8684419398 | -0.8684419398 | 113 | 6.1 | |||||||||||||||||||||
| 28 | 108.8684419398 | -0.8684419398 | 113 | 5.9 | |||||||||||||||||||||
| 29 | 106.3880069847 | 1.6119930153 | 114 | 6.2 | |||||||||||||||||||||
| 30 | 105.561195333 | 2.438804667 | 114 | 6.4 | |||||||||||||||||||||
| 31 | 108.8684419398 | -0.8684419398 | 114 | 6.6 | |||||||||||||||||||||
| 32 | 109.6952535916 | -0.6952535916 | 114 | 6.5 | |||||||||||||||||||||
| 33 | 106.3880069847 | 2.6119930153 | 114 | 6.4 | |||||||||||||||||||||
| 34 | 109.6952535916 | 0.3047464084 | 115 | 6.4 | |||||||||||||||||||||
| 35 | 109.6952535916 | 0.3047464084 | 115 | 6.5 | |||||||||||||||||||||
| 36 | 107.2148186364 | 2.7851813636 | 115 | 6.5 | |||||||||||||||||||||
| 37 | 113.8293118501 | -3.8293118501 | 115 | 6.1 | |||||||||||||||||||||
| 38 | 104.7343836812 | 5.2656163188 | 115 | 6.3 | |||||||||||||||||||||
| 39 | 110.5220652433 | 0.4779347567 | 115 | 6.8 | |||||||||||||||||||||
| 40 | 108.8684419398 | 2.1315580602 | 115 | 6.8 | |||||||||||||||||||||
| 41 | 117.136558457 | -6.136558457 | 115 | 6.9 | |||||||||||||||||||||
| 42 | 108.8684419398 | 2.1315580602 | 116 | 7 | |||||||||||||||||||||
| 43 | 110.5220652433 | 0.4779347567 | 116 | 6.6 | |||||||||||||||||||||
| 44 | 112.1756885467 | -1.1756885467 | 116 | 6.8 | |||||||||||||||||||||
| 45 | 111.348876895 | -0.348876895 | 116 | 6.9 | |||||||||||||||||||||
| 46 | 107.2148186364 | 4.7851813636 | 116 | 6.4 | |||||||||||||||||||||
| 47 | 109.6952535916 | 2.3047464084 | 117 | 6.9 | |||||||||||||||||||||
| 48 | 109.6952535916 | 2.3047464084 | 117 | 6.6 | |||||||||||||||||||||
| 49 | 110.5220652433 | 2.4779347567 | 118 | 6.7 | |||||||||||||||||||||
| 50 | 110.5220652433 | 2.4779347567 | 118 | 6.5 | |||||||||||||||||||||
| 51 | 108.8684419398 | 4.1315580602 | 118 | 6.7 | |||||||||||||||||||||
| 52 | 111.348876895 | 2.651123105 | 118 | 6.7 | |||||||||||||||||||||
| 53 | 113.0025001984 | 0.9974998016 | 118 | 6.4 | |||||||||||||||||||||
| 54 | 114.6561235019 | -0.6561235019 | 118 | 6.6 | |||||||||||||||||||||
| 55 | 113.8293118501 | 0.1706881499 | 119 | 6.9 | |||||||||||||||||||||
| 56 | 113.0025001984 | 0.9974998016 | 119 | 7 | |||||||||||||||||||||
| 57 | 113.0025001984 | 1.9974998016 | 119 | 7 | |||||||||||||||||||||
| 58 | 113.8293118501 | 1.1706881499 | |||||||||||||||||||||||
| 59 | 113.8293118501 | 1.1706881499 | |||||||||||||||||||||||
| 60 | 110.5220652433 | 4.4779347567 | |||||||||||||||||||||||
| 61 | 112.1756885467 | 2.8243114533 | |||||||||||||||||||||||
| 62 | 116.3097468053 | -1.3097468053 | |||||||||||||||||||||||
| 63 | 116.3097468053 | -1.3097468053 | |||||||||||||||||||||||
| 64 | 117.136558457 | -2.136558457 | |||||||||||||||||||||||
| 65 | 117.9633701087 | -1.9633701087 | |||||||||||||||||||||||
| 66 | 114.6561235019 | 1.3438764981 | |||||||||||||||||||||||
| 67 | 116.3097468053 | -0.3097468053 | |||||||||||||||||||||||
| 68 | 117.136558457 | -1.136558457 | |||||||||||||||||||||||
| 69 | 113.0025001984 | 2.9974998016 | |||||||||||||||||||||||
| 70 | 117.136558457 | -0.136558457 | |||||||||||||||||||||||
| 71 | 114.6561235019 | 2.3438764981 | |||||||||||||||||||||||
| 72 | 115.4829351536 | 2.5170648464 | |||||||||||||||||||||||
| 73 | 113.8293118501 | 4.1706881499 | |||||||||||||||||||||||
| 74 | 115.4829351536 | 2.5170648464 | |||||||||||||||||||||||
| 75 | 115.4829351536 | 2.5170648464 | |||||||||||||||||||||||
| 76 | 113.0025001984 | 4.9974998016 | |||||||||||||||||||||||
| 77 | 114.6561235019 | 3.3438764981 | |||||||||||||||||||||||
| 78 | 117.136558457 | 1.863441543 | |||||||||||||||||||||||
| 79 | 117.9633701087 | 1.0366298913 | |||||||||||||||||||||||
| 80 | 117.9633701087 | 1.0366298913 |
Case Study Regression Results
X and Moving Range
| Date | Chicago Loan Processing Cycle Time | Average - X | 30 | |
| 1-Jan | 39 | Median - Range | 5 | |
| 2-Jan | 25 | LCL - X | 14 | |
| 3-Jan | 26 | UCL - X | 45 | |
| 4-Jan | 45 | UCL - Range | 19 | |
| 5-Jan | 30 | |||
| 6-Jan | 27 | |||
| 7-Jan | 22 | |||
| 8-Jan | 25 | |||
| 9-Jan | 32 | |||
| 10-Jan | 32 | |||
| 11-Jan | 30 | |||
| 12-Jan | 33 | |||
| 13-Jan | 26 | |||
| 14-Jan | 21 | |||
| 15-Jan | 34 | |||
| 16-Jan | 34 | |||
| 17-Jan | 32 | |||
| 18-Jan | 33 | |||
| 19-Jan | 27 | |||
| 20-Jan | 21 | |||
| 21-Jan | 35 | |||
| 22-Jan | 37 | |||
| 23-Jan | 24 | |||
| 24-Jan | 27 | |||
| 25-Jan | 27 | |||
| 26-Jan | 29 | |||
| 27-Jan | 20 | |||
| 28-Jan | 32 | |||
| 29-Jan | 14 | |||
| 30-Jan | 37 | |||
| 31-Jan | 32 | |||
| 1-Feb | 39 | |||
| 2-Feb | 34 | |||
| 3-Feb | 36 | |||
| 4-Feb | 25 | |||
| 5-Feb | 31 | |||
| 6-Feb | 31 | |||
| 7-Feb | 24 | |||
| 8-Feb | 28 | |||
| 9-Feb | 41 | |||
| 10-Feb | 24 | |||
| 11-Feb | 33 | |||
| 12-Feb | 34 | |||
| 13-Feb | 30 | |||
| 14-Feb | 30 | |||
| 15-Feb | 21 | |||
| 16-Feb | 37 | |||
| 17-Feb | 32 | |||
| 18-Feb | 27 | |||
| 19-Feb | 34 | |||
| 20-Feb | 36 | |||
| 21-Feb | 23 | |||
| 22-Feb | 25 | |||
| 23-Feb | 29 | |||
| 24-Feb | 32 | |||
| 25-Feb | 26 | |||
| 26-Feb | 31 | |||
| 27-Feb | 38 | |||
| 28-Feb | 22 | |||
| 29-Feb | 29 | |||
| 1-Mar | 37 | |||
| 2-Mar | 35 | |||
| 3-Mar | 30 | |||
| 4-Mar | 34 | |||
| 5-Mar | 30 | |||
| 6-Mar | 21 | |||
| 7-Mar | 37 | |||
| 8-Mar | 24 | |||
| 9-Mar | 32 | |||
| 10-Mar | 19 | |||
| 11-Mar | 24 | |||
| 12-Mar | 23 | |||
| 13-Mar | 27 | |||
| 14-Mar | 19 | |||
| 15-Mar | 30 | |||
| 16-Mar | 27 | |||
| 17-Mar | 32 | |||
| 18-Mar | 31 | |||
| 19-Mar | 29 | |||
| 20-Mar | 28 | |||
| 21-Mar | 31 | |||
| 22-Mar | 36 | |||
| 23-Mar | 15 | |||
| 24-Mar | 30 | |||
| 25-Mar | 33 | |||
| 26-Mar | 31 | |||
| 27-Mar | 30 | |||
| 28-Mar | 34 | |||
| 29-Mar | 28 | |||
| 30-Mar | 32 | |||
| 31-Mar | 29 |
X and Moving Range
| 39 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 25 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 26 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 45 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 22 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 25 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 33 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 26 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 21 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 33 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 21 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 35 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 20 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 14 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 39 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 36 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 25 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 28 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 41 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 33 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 21 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 36 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 23 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 25 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 26 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 38 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 22 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 35 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 21 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 19 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 23 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 19 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 28 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 36 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 15 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 33 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 28 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
XMRData-4
| 37987 | 5 | 19.325 |
| 14 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 19 | 5 | 19.325 |
| 15 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 14 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 9 | 5 | 19.325 |
| 12 | 5 | 19.325 |
| 18 | 5 | 19.325 |
| 23 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 11 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 17 | 5 | 19.325 |
| 9 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 9 | 5 | 19.325 |
| 16 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 16 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 8 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 9 | 5 | 19.325 |
| 16 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 8 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 8 | 5 | 19.325 |
| 11 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 21 | 5 | 19.325 |
| 15 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 3 | 5 | 19.325 |
XMRData-3
| Date | Chicago Loan Processing Cycle Time | Average | Range | R-Median | UCL - Range | LCL - X | UCL - X |
| 1-Jan | 39 | 29.5384615385 | 5 | 19.325 | 13.8134615385 | 45.2634615385 | |
| 2-Jan | 25 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Jan | 26 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Jan | 45 | 29.5384615385 | 19 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Jan | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Jan | 22 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Jan | 25 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Jan | 32 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Jan | 32 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Jan | 30 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Jan | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Jan | 26 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Jan | 21 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Jan | 34 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Jan | 34 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Jan | 32 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Jan | 33 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Jan | 27 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Jan | 21 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Jan | 35 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Jan | 37 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Jan | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Jan | 27 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Jan | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Jan | 20 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Jan | 32 | 29.5384615385 | 12 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Jan | 14 | 29.5384615385 | 18 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Jan | 37 | 29.5384615385 | 23 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Jan | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Feb | 39 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Feb | 34 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Feb | 25 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Feb | 31 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Feb | 31 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Feb | 24 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Feb | 28 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Feb | 41 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Feb | 24 | 29.5384615385 | 17 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Feb | 33 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Feb | 34 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Feb | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Feb | 30 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Feb | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Feb | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Feb | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Feb | 27 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Feb | 34 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Feb | 23 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Feb | 25 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Feb | 29 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Feb | 32 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Feb | 26 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Feb | 31 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Feb | 38 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Feb | 22 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Feb | 29 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Mar | 37 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Mar | 35 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Mar | 30 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Mar | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Mar | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Mar | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Mar | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Mar | 32 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Mar | 19 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Mar | 24 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Mar | 23 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Mar | 27 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Mar | 19 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Mar | 30 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Mar | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Mar | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Mar | 31 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Mar | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Mar | 28 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Mar | 31 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Mar | 36 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Mar | 15 | 29.5384615385 | 21 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Mar | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Mar | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Mar | 31 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Mar | 30 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Mar | 28 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Mar | 32 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Mar | 29 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
XMRData-2
| Date | Chicago Loan Processing Cycle Time | Average | Range | R-Median | UCL - Range | LCL - X | UCL - X |
| 1-Jan | 39 | 29.5384615385 | 5 | 19.325 | 13.8134615385 | 45.2634615385 | |
| 2-Jan | 25 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Jan | 26 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Jan | 45 | 29.5384615385 | 19 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Jan | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Jan | 22 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Jan | 25 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Jan | 32 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Jan | 32 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Jan | 30 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Jan | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Jan | 26 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Jan | 21 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Jan | 34 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Jan | 34 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Jan | 32 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Jan | 33 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Jan | 27 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Jan | 21 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Jan | 35 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Jan | 37 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Jan | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Jan | 27 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Jan | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Jan | 20 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Jan | 32 | 29.5384615385 | 12 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Jan | 14 | 29.5384615385 | 18 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Jan | 37 | 29.5384615385 | 23 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Jan | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Feb | 39 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Feb | 34 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Feb | 25 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Feb | 31 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Feb | 31 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Feb | 24 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Feb | 28 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Feb | 41 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Feb | 24 | 29.5384615385 | 17 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Feb | 33 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Feb | 34 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Feb | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Feb | 30 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Feb | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Feb | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Feb | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Feb | 27 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Feb | 34 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Feb | 23 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Feb | 25 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Feb | 29 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Feb | 32 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Feb | 26 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Feb | 31 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Feb | 38 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Feb | 22 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Feb | 29 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Mar | 37 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Mar | 35 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Mar | 30 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Mar | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Mar | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Mar | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Mar | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Mar | 32 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Mar | 19 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Mar | 24 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Mar | 23 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Mar | 27 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Mar | 19 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Mar | 30 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Mar | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Mar | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Mar | 31 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Mar | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Mar | 28 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Mar | 31 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Mar | 36 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Mar | 15 | 29.5384615385 | 21 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Mar | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Mar | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Mar | 31 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Mar | 30 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Mar | 28 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Mar | 32 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Mar | 29 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
XMRData-1
| Date | Chicago Loan Processing Cycle Time | Average | Range | R-Mean | UCL - Range | LCL - X | UCL - X |
| 1-Jan | 39 | 29.5384615385 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 | |
| 2-Jan | 25 | 29.5384615385 | 14 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 3-Jan | 26 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 4-Jan | 45 | 29.5384615385 | 19 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 5-Jan | 30 | 29.5384615385 | 15 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 6-Jan | 27 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 7-Jan | 22 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 8-Jan | 25 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 9-Jan | 32 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 10-Jan | 32 | 29.5384615385 | 0 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 11-Jan | 30 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 12-Jan | 33 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 13-Jan | 26 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 14-Jan | 21 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 15-Jan | 34 | 29.5384615385 | 13 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 16-Jan | 34 | 29.5384615385 | 0 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 17-Jan | 32 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 18-Jan | 33 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 19-Jan | 27 | 29.5384615385 | 6 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 20-Jan | 21 | 29.5384615385 | 6 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 21-Jan | 35 | 29.5384615385 | 14 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 22-Jan | 37 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 23-Jan | 24 | 29.5384615385 | 13 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 24-Jan | 27 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 25-Jan | 27 | 29.5384615385 | 0 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 26-Jan | 29 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 27-Jan | 20 | 29.5384615385 | 9 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 28-Jan | 32 | 29.5384615385 | 12 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 29-Jan | 14 | 29.5384615385 | 18 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 30-Jan | 37 | 29.5384615385 | 23 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 31-Jan | 32 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 1-Feb | 39 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 2-Feb | 34 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 3-Feb | 36 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 4-Feb | 25 | 29.5384615385 | 11 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 5-Feb | 31 | 29.5384615385 | 6 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 6-Feb | 31 | 29.5384615385 | 0 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 7-Feb | 24 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 8-Feb | 28 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 9-Feb | 41 | 29.5384615385 | 13 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 10-Feb | 24 | 29.5384615385 | 17 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 11-Feb | 33 | 29.5384615385 | 9 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 12-Feb | 34 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 13-Feb | 30 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 14-Feb | 30 | 29.5384615385 | 0 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 15-Feb | 21 | 29.5384615385 | 9 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 16-Feb | 37 | 29.5384615385 | 16 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 17-Feb | 32 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 18-Feb | 27 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 19-Feb | 34 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 20-Feb | 36 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 21-Feb | 23 | 29.5384615385 | 13 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 22-Feb | 25 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 23-Feb | 29 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 24-Feb | 32 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 25-Feb | 26 | 29.5384615385 | 6 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 26-Feb | 31 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 27-Feb | 38 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 28-Feb | 22 | 29.5384615385 | 16 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 29-Feb | 29 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 1-Mar | 37 | 29.5384615385 | 8 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 2-Mar | 35 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 3-Mar | 30 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 4-Mar | 34 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 5-Mar | 30 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 6-Mar | 21 | 29.5384615385 | 9 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 7-Mar | 37 | 29.5384615385 | 16 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 8-Mar | 24 | 29.5384615385 | 13 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 9-Mar | 32 | 29.5384615385 | 8 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 10-Mar | 19 | 29.5384615385 | 13 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 11-Mar | 24 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 12-Mar | 23 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 13-Mar | 27 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 14-Mar | 19 | 29.5384615385 | 8 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 15-Mar | 30 | 29.5384615385 | 11 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 16-Mar | 27 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 17-Mar | 32 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 18-Mar | 31 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 19-Mar | 29 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 20-Mar | 28 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 21-Mar | 31 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 22-Mar | 36 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 23-Mar | 15 | 29.5384615385 | 21 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 24-Mar | 30 | 29.5384615385 | 15 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 25-Mar | 33 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 26-Mar | 31 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 27-Mar | 30 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 28-Mar | 34 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 29-Mar | 28 | 29.5384615385 | 6 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 30-Mar | 32 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 31-Mar | 29 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
XMRData
| Date | Chicago Loan Processing Cycle Time | Average | Range | R-Median | UCL - Range | LCL - X | UCL - X |
| 1-Jan | 39 | 29.5384615385 | 5 | 19.325 | 13.8134615385 | 45.2634615385 | |
| 2-Jan | 25 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Jan | 26 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Jan | 45 | 29.5384615385 | 19 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Jan | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Jan | 22 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Jan | 25 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Jan | 32 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Jan | 32 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Jan | 30 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Jan | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Jan | 26 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Jan | 21 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Jan | 34 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Jan | 34 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Jan | 32 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Jan | 33 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Jan | 27 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Jan | 21 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Jan | 35 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Jan | 37 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Jan | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Jan | 27 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Jan | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Jan | 20 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Jan | 32 | 29.5384615385 | 12 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Jan | 14 | 29.5384615385 | 18 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Jan | 37 | 29.5384615385 | 23 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Jan | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Feb | 39 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Feb | 34 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Feb | 25 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Feb | 31 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Feb | 31 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Feb | 24 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Feb | 28 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Feb | 41 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Feb | 24 | 29.5384615385 | 17 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Feb | 33 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Feb | 34 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Feb | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Feb | 30 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Feb | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Feb | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Feb | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Feb | 27 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Feb | 34 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Feb | 23 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Feb | 25 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Feb | 29 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Feb | 32 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Feb | 26 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Feb | 31 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Feb | 38 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Feb | 22 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Feb | 29 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Mar | 37 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Mar | 35 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Mar | 30 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Mar | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Mar | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Mar | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Mar | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Mar | 32 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Mar | 19 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Mar | 24 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Mar | 23 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Mar | 27 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Mar | 19 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Mar | 30 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Mar | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Mar | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Mar | 31 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Mar | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Mar | 28 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Mar | 31 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Mar | 36 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Mar | 15 | 29.5384615385 | 21 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Mar | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Mar | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Mar | 31 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Mar | 30 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Mar | 28 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Mar | 32 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Mar | 29 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
XBSData
| Date | Chicago Loan Processing Cycle Time | Average | Range | R-Median | UCL - Range | LCL - X | UCL - X |
| 1-Jan | 39 | 29.5384615385 | 5 | 19.325 | 13.8134615385 | 45.2634615385 | |
| 2-Jan | 25 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Jan | 26 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Jan | 45 | 29.5384615385 | 19 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Jan | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Jan | 22 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Jan | 25 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Jan | 32 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Jan | 32 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Jan | 30 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Jan | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Jan | 26 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Jan | 21 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Jan | 34 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Jan | 34 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Jan | 32 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Jan | 33 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Jan | 27 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Jan | 21 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Jan | 35 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Jan | 37 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Jan | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Jan | 27 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Jan | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Jan | 20 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Jan | 32 | 29.5384615385 | 12 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Jan | 14 | 29.5384615385 | 18 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Jan | 37 | 29.5384615385 | 23 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Jan | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Feb | 39 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Feb | 34 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Feb | 25 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Feb | 31 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Feb | 31 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Feb | 24 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Feb | 28 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Feb | 41 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Feb | 24 | 29.5384615385 | 17 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Feb | 33 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Feb | 34 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Feb | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Feb | 30 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Feb | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Feb | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Feb | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Feb | 27 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Feb | 34 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Feb | 23 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Feb | 25 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Feb | 29 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Feb | 32 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Feb | 26 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Feb | 31 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Feb | 38 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Feb | 22 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Feb | 29 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Mar | 37 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Mar | 35 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Mar | 30 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Mar | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Mar | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Mar | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Mar | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Mar | 32 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Mar | 19 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Mar | 24 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Mar | 23 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Mar | 27 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Mar | 19 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Mar | 30 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Mar | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Mar | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Mar | 31 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Mar | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Mar | 28 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Mar | 31 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Mar | 36 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Mar | 15 | 29.5384615385 | 21 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Mar | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Mar | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Mar | 31 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Mar | 30 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Mar | 28 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Mar | 32 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Mar | 29 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
HistData
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 | 82 | 83 | 84 | 85 | 86 | 87 | 88 | 89 | 90 | 91 | Average | StdDev | X Bar Bar | S Bar | LCL - S | UCL - S | LCL - X | UCL - X | |
| 1 | 37987 | 37988 | 37989 | 37990 | 37991 | 37992 | 37993 | 37994 | 37995 | 37996 | 37997 | 37998 | 37999 | 38000 | 38001 | 38002 | 38003 | 38004 | 38005 | 38006 | 38007 | 38008 | 38009 | 38010 | 38011 | 38012 | 38013 | 38014 | 38015 | 38016 | 38017 | 38018 | 38019 | 38020 | 38021 | 38022 | 38023 | 38024 | 38025 | 38026 | 38027 | 38028 | 38029 | 38030 | 38031 | 38032 | 38033 | 38034 | 38035 | 38036 | 38037 | 38038 | 38039 | 38040 | 38041 | 38042 | 38043 | 38044 | 38045 | 38046 | 38047 | 38048 | 38049 | 38050 | 38051 | 38052 | 38053 | 38054 | 38055 | 38056 | 38057 | 38058 | 38059 | 38060 | 38061 | 38062 | 38063 | 38064 | 38065 | 38066 | 38067 | 38068 | 38069 | 38070 | 38071 | 38072 | 38073 | 38074 | 38075 | 38076 | 38077 | 38032 | 26.4133804475 | 19030.7692307692 | 16.0598635958 | -127.8720872474 | 159.9918144389 | 19014.8581890309 | 19046.6802725076 |
| 2 | 39 | 25 | 26 | 45 | 30 | 27 | 22 | 25 | 32 | 32 | 30 | 33 | 26 | 21 | 34 | 34 | 32 | 33 | 27 | 21 | 35 | 37 | 24 | 27 | 27 | 29 | 20 | 32 | 14 | 37 | 32 | 39 | 34 | 36 | 25 | 31 | 31 | 24 | 28 | 41 | 24 | 33 | 34 | 30 | 30 | 21 | 37 | 32 | 27 | 34 | 36 | 23 | 25 | 29 | 32 | 26 | 31 | 38 | 22 | 29 | 37 | 35 | 30 | 34 | 30 | 21 | 37 | 24 | 32 | 19 | 24 | 23 | 27 | 19 | 30 | 27 | 32 | 31 | 29 | 28 | 31 | 36 | 15 | 30 | 33 | 31 | 30 | 34 | 28 | 32 | 29 | 29.5384615385 | 5.706346744 | 19030.7692307692 | 16.0598635958 | -127.8720872474 | 159.9918144389 | 19014.8581890309 | 19046.6802725076 |
HistData-1
| Observation | Max | 46 | Bin | Frequency | Cum | Count | Bins | ||
| 1 | 45 | Min | 12 | 12 | 1 | 0.1% | 1423 | 10 | |
| 2 | 20 | Interval | 3.7777777778 | 15.7777777778 | 4 | 0.0035137034 | |||
| 3 | 24 | 19.5555555556 | 28 | 0.0231904427 | |||||
| 4 | 31 | 23.3333333333 | 124 | 0.1103302881 | |||||
| 5 | 24 | 27.1111111111 | 303 | 0.3232607168 | |||||
| 6 | 29 | 30.8888888889 | 283 | 0.5221363317 | |||||
| 7 | 28 | 34.6666666667 | 392 | 0.7976106817 | |||||
| 8 | 34 | 38.4444444444 | 213 | 0.9472944483 | |||||
| 9 | 33 | 42.2222222222 | 57 | 0.9873506676 | |||||
| 10 | 25 | 46 | 18 | 1 | |||||
| 11 | 25 | 0 | 0 | 0 | |||||
| 12 | 25 | 0 | 0 | 0 | |||||
| 13 | 24 | 0 | 0 | 0 | |||||
| 14 | 30 | 0 | 0 | 0 | |||||
| 15 | 30 | 0 | 0 | 0 | |||||
| 16 | 32 | 0 | 0 | 0 | |||||
| 17 | 31 | 0 | 0 | 0 | |||||
| 18 | 27 | 0 | 0 | 0 | |||||
| 19 | 21 | 0 | 0 | 0 | |||||
| 20 | 36 | 0 | 0 | 0 | |||||
| 21 | 28 | 0 | 0 | 0 | |||||
| 22 | 35 | 0 | 0 | 0 | |||||
| 23 | 35 | 0 | 0 | 0 | |||||
| 24 | 26 | 0 | 0 | 0 | |||||
| 25 | 42 | 0 | 0 | 0 | |||||
| 26 | 35 | 0 | 0 | 0 | |||||
| 27 | 29 | 0 | 0 | 0 | |||||
| 28 | 22 | 0 | 0 | 0 | |||||
| 29 | 29 | 0 | 0 | 0 | |||||
| 30 | 26 | 0 | 0 | 0 | |||||
| 31 | 32 | ||||||||
| 32 | 27 | ||||||||
| 33 | 28 | ||||||||
| 34 | 28 | ||||||||
| 35 | 26 | ||||||||
| 36 | 30 | ||||||||
| 37 | 32 | ||||||||
| 38 | 36 | ||||||||
| 39 | 28 | ||||||||
| 40 | 39 | ||||||||
| 41 | 22 | ||||||||
| 42 | 30 | ||||||||
| 43 | 32 | ||||||||
| 44 | 24 | ||||||||
| 45 | 31 | ||||||||
| 46 | 31 | ||||||||
| 47 | 45 | ||||||||
| 48 | 36 | ||||||||
| 49 | 25 | ||||||||
| 50 | 37 | ||||||||
| 51 | 21 | ||||||||
| 52 | 31 | ||||||||
| 53 | 28 | ||||||||
| 54 | 22 | ||||||||
| 55 | 43 | ||||||||
| 56 | 33 | ||||||||
| 57 | 32 | ||||||||
| 58 | 38 | ||||||||
| 59 | 26 | ||||||||
| 60 | 28 | ||||||||
| 61 | 26 | ||||||||
| 62 | 26 | ||||||||
| 63 | 27 | ||||||||
| 64 | 40 | ||||||||
| 65 | 24 | ||||||||
| 66 | 29 | ||||||||
| 67 | 27 | ||||||||
| 68 | 37 | ||||||||
| 69 | 20 | ||||||||
| 70 | 37 | ||||||||
| 71 | 31 | ||||||||
| 72 | 30 | ||||||||
| 73 | 39 | ||||||||
| 74 | 34 | ||||||||
| 75 | 33 | ||||||||
| 76 | 43 | ||||||||
| 77 | 31 | ||||||||
| 78 | 36 | ||||||||
| 79 | 29 | ||||||||
| 80 | 30 | ||||||||
| 81 | 37 | ||||||||
| 82 | 31 | ||||||||
| 83 | 25 | ||||||||
| 84 | 33 | ||||||||
| 85 | 33 | ||||||||
| 86 | 25 | ||||||||
| 87 | 25 | ||||||||
| 88 | 29 | ||||||||
| 89 | 37 | ||||||||
| 90 | 28 | ||||||||
| 91 | 38 | ||||||||
| 92 | 39 | ||||||||
| 93 | 21 | ||||||||
| 94 | 28 | ||||||||
| 95 | 36 | ||||||||
| 96 | 30 | ||||||||
| 97 | 32 | ||||||||
| 98 | 35 | ||||||||
| 99 | 21 | ||||||||
| 100 | 18 | ||||||||
| 101 | 29 | ||||||||
| 102 | 26 | ||||||||
| 103 | 27 | ||||||||
| 104 | 30 | ||||||||
| 105 | 32 | ||||||||
| 106 | 35 | ||||||||
| 107 | 25 | ||||||||
| 108 | 25 | ||||||||
| 109 | 28 | ||||||||
| 110 | 24 | ||||||||
| 111 | 33 | ||||||||
| 112 | 28 | ||||||||
| 113 | 30 | ||||||||
| 114 | 26 | ||||||||
| 115 | 36 | ||||||||
| 116 | 33 | ||||||||
| 117 | 27 | ||||||||
| 118 | 28 | ||||||||
| 119 | 24 | ||||||||
| 120 | 27 | ||||||||
| 121 | 40 | ||||||||
| 122 | 25 | ||||||||
| 123 | 29 | ||||||||
| 124 | 33 | ||||||||
| 125 | 32 | ||||||||
| 126 | 24 | ||||||||
| 127 | 22 | ||||||||
| 128 | 26 | ||||||||
| 129 | 37 | ||||||||
| 130 | 28 | ||||||||
| 131 | 29 | ||||||||
| 132 | 35 | ||||||||
| 133 | 26 | ||||||||
| 134 | 33 | ||||||||
| 135 | 23 | ||||||||
| 136 | 27 | ||||||||
| 137 | 34 | ||||||||
| 138 | 29 | ||||||||
| 139 | 25 | ||||||||
| 140 | 36 | ||||||||
| 141 | 35 | ||||||||
| 142 | 31 | ||||||||
| 143 | 32 | ||||||||
| 144 | 36 | ||||||||
| 145 | 32 | ||||||||
| 146 | 29 | ||||||||
| 147 | 39 | ||||||||
| 148 | 32 | ||||||||
| 149 | 33 | ||||||||
| 150 | 30 | ||||||||
| 151 | 20 | ||||||||
| 152 | 36 | ||||||||
| 153 | 31 | ||||||||
| 154 | 34 | ||||||||
| 155 | 33 | ||||||||
| 156 | 32 | ||||||||
| 157 | 24 | ||||||||
| 158 | 24 | ||||||||
| 159 | 26 | ||||||||
| 160 | 37 | ||||||||
| 161 | 33 | ||||||||
| 162 | 27 | ||||||||
| 163 | 22 | ||||||||
| 164 | 30 | ||||||||
| 165 | 27 | ||||||||
| 166 | 37 | ||||||||
| 167 | 26 | ||||||||
| 168 | 34 | ||||||||
| 169 | 30 | ||||||||
| 170 | 32 | ||||||||
| 171 | 36 | ||||||||
| 172 | 30 | ||||||||
| 173 | 33 | ||||||||
| 174 | 35 | ||||||||
| 175 | 24 | ||||||||
| 176 | 31 | ||||||||
| 177 | 27 | ||||||||
| 178 | 27 | ||||||||
| 179 | 26 | ||||||||
| 180 | 32 | ||||||||
| 181 | 35 | ||||||||
| 182 | 25 | ||||||||
| 183 | 30 | ||||||||
| 184 | 14 | ||||||||
| 185 | 36 | ||||||||
| 186 | 34 | ||||||||
| 187 | 30 | ||||||||
| 188 | 28 | ||||||||
| 189 | 35 | ||||||||
| 190 | 31 | ||||||||
| 191 | 32 | ||||||||
| 192 | 28 | ||||||||
| 193 | 24 | ||||||||
| 194 | 40 | ||||||||
| 195 | 31 | ||||||||
| 196 | 24 | ||||||||
| 197 | 30 | ||||||||
| 198 | 33 | ||||||||
| 199 | 28 | ||||||||
| 200 | 21 | ||||||||
| 201 | 31 | ||||||||
| 202 | 38 | ||||||||
| 203 | 34 | ||||||||
| 204 | 26 | ||||||||
| 205 | 27 | ||||||||
| 206 | 34 | ||||||||
| 207 | 28 | ||||||||
| 208 | 18 | ||||||||
| 209 | 26 | ||||||||
| 210 | 28 | ||||||||
| 211 | 34 | ||||||||
| 212 | 28 | ||||||||
| 213 | 34 | ||||||||
| 214 | 24 | ||||||||
| 215 | 32 | ||||||||
| 216 | 34 | ||||||||
| 217 | 30 | ||||||||
| 218 | 33 | ||||||||
| 219 | 37 | ||||||||
| 220 | 36 | ||||||||
| 221 | 30 | ||||||||
| 222 | 33 | ||||||||
| 223 | 32 | ||||||||
| 224 | 35 | ||||||||
| 225 | 33 | ||||||||
| 226 | 30 | ||||||||
| 227 | 31 | ||||||||
| 228 | 22 | ||||||||
| 229 | 29 | ||||||||
| 230 | 33 | ||||||||
| 231 | 26 | ||||||||
| 232 | 23 | ||||||||
| 233 | 32 | ||||||||
| 234 | 28 | ||||||||
| 235 | 29 | ||||||||
| 236 | 28 | ||||||||
| 237 | 32 | ||||||||
| 238 | 41 | ||||||||
| 239 | 35 | ||||||||
| 240 | 29 | ||||||||
| 241 | 34 | ||||||||
| 242 | 26 | ||||||||
| 243 | 28 | ||||||||
| 244 | 35 | ||||||||
| 245 | 32 | ||||||||
| 246 | 17 | ||||||||
| 247 | 33 | ||||||||
| 248 | 35 | ||||||||
| 249 | 37 | ||||||||
| 250 | 25 | ||||||||
| 251 | 33 | ||||||||
| 252 | 33 | ||||||||
| 253 | 26 | ||||||||
| 254 | 36 | ||||||||
| 255 | 35 | ||||||||
| 256 | 27 | ||||||||
| 257 | 26 | ||||||||
| 258 | 30 | ||||||||
| 259 | 25 | ||||||||
| 260 | 28 | ||||||||
| 261 | 32 | ||||||||
| 262 | 36 | ||||||||
| 263 | 33 | ||||||||
| 264 | 31 | ||||||||
| 265 | 34 | ||||||||
| 266 | 24 | ||||||||
| 267 | 28 | ||||||||
| 268 | 29 | ||||||||
| 269 | 38 | ||||||||
| 270 | 32 | ||||||||
| 271 | 29 | ||||||||
| 272 | 31 | ||||||||
| 273 | 25 | ||||||||
| 274 | 30 | ||||||||
| 275 | 37 | ||||||||
| 276 | 34 | ||||||||
| 277 | 25 | ||||||||
| 278 | 19 | ||||||||
| 279 | 29 | ||||||||
| 280 | 32 | ||||||||
| 281 | 22 | ||||||||
| 282 | 36 | ||||||||
| 283 | 31 | ||||||||
| 284 | 24 | ||||||||
| 285 | 37 | ||||||||
| 286 | 36 | ||||||||
| 287 | 31 | ||||||||
| 288 | 27 | ||||||||
| 289 | 26 | ||||||||
| 290 | 21 | ||||||||
| 291 | 41 | ||||||||
| 292 | 31 | ||||||||
| 293 | 24 | ||||||||
| 294 | 30 | ||||||||
| 295 | 24 | ||||||||
| 296 | 19 | ||||||||
| 297 | 37 | ||||||||
| 298 | 41 | ||||||||
| 299 | 21 | ||||||||
| 300 | 21 | ||||||||
| 301 | 32 | ||||||||
| 302 | 19 | ||||||||
| 303 | 20 | ||||||||
| 304 | 27 | ||||||||
| 305 | 34 | ||||||||
| 306 | 37 | ||||||||
| 307 | 36 | ||||||||
| 308 | 45 | ||||||||
| 309 | 31 | ||||||||
| 310 | 33 | ||||||||
| 311 | 30 | ||||||||
| 312 | 29 | ||||||||
| 313 | 36 | ||||||||
| 314 | 18 | ||||||||
| 315 | 23 | ||||||||
| 316 | 37 | ||||||||
| 317 | 36 | ||||||||
| 318 | 36 | ||||||||
| 319 | 30 | ||||||||
| 320 | 29 | ||||||||
| 321 | 33 | ||||||||
| 322 | 39 | ||||||||
| 323 | 27 | ||||||||
| 324 | 27 | ||||||||
| 325 | 28 | ||||||||
| 326 | 29 | ||||||||
| 327 | 35 | ||||||||
| 328 | 24 | ||||||||
| 329 | 26 | ||||||||
| 330 | 32 | ||||||||
| 331 | 31 | ||||||||
| 332 | 31 | ||||||||
| 333 | 26 | ||||||||
| 334 | 18 | ||||||||
| 335 | 29 | ||||||||
| 336 | 37 | ||||||||
| 337 | 28 | ||||||||
| 338 | 22 | ||||||||
| 339 | 38 | ||||||||
| 340 | 26 | ||||||||
| 341 | 31 | ||||||||
| 342 | 31 | ||||||||
| 343 | 41 | ||||||||
| 344 | 27 | ||||||||
| 345 | 35 | ||||||||
| 346 | 27 | ||||||||
| 347 | 38 | ||||||||
| 348 | 32 | ||||||||
| 349 | 33 | ||||||||
| 350 | 30 | ||||||||
| 351 | 34 | ||||||||
| 352 | 32 | ||||||||
| 353 | 38 | ||||||||
| 354 | 27 | ||||||||
| 355 | 29 | ||||||||
| 356 | 31 | ||||||||
| 357 | 14 | ||||||||
| 358 | 33 | ||||||||
| 359 | 30 | ||||||||
| 360 | 31 | ||||||||
| 361 | 35 | ||||||||
| 362 | 27 | ||||||||
| 363 | 31 | ||||||||
| 364 | 34 | ||||||||
| 365 | 33 | ||||||||
| 366 | 27 | ||||||||
| 367 | 37 | ||||||||
| 368 | 37 | ||||||||
| 369 | 21 | ||||||||
| 370 | 22 | ||||||||
| 371 | 32 | ||||||||
| 372 | 20 | ||||||||
| 373 | 38 | ||||||||
| 374 | 28 | ||||||||
| 375 | 31 | ||||||||
| 376 | 22 | ||||||||
| 377 | 29 | ||||||||
| 378 | 33 | ||||||||
| 379 | 36 | ||||||||
| 380 | 26 | ||||||||
| 381 | 17 | ||||||||
| 382 | 25 | ||||||||
| 383 | 29 | ||||||||
| 384 | 41 | ||||||||
| 385 | 39 | ||||||||
| 386 | 38 | ||||||||
| 387 | 36 | ||||||||
| 388 | 33 | ||||||||
| 389 | 22 | ||||||||
| 390 | 32 | ||||||||
| 391 | 34 | ||||||||
| 392 | 25 | ||||||||
| 393 | 29 | ||||||||
| 394 | 23 | ||||||||
| 395 | 30 | ||||||||
| 396 | 26 | ||||||||
| 397 | 30 | ||||||||
| 398 | 29 | ||||||||
| 399 | 32 | ||||||||
| 400 | 27 | ||||||||
| 401 | 26 | ||||||||
| 402 | 35 | ||||||||
| 403 | 34 | ||||||||
| 404 | 30 | ||||||||
| 405 | 29 | ||||||||
| 406 | 41 | ||||||||
| 407 | 26 | ||||||||
| 408 | 37 | ||||||||
| 409 | 25 | ||||||||
| 410 | 33 | ||||||||
| 411 | 43 | ||||||||
| 412 | 29 | ||||||||
| 413 | 37 | ||||||||
| 414 | 42 | ||||||||
| 415 | 29 | ||||||||
| 416 | 28 | ||||||||
| 417 | 30 | ||||||||
| 418 | 39 | ||||||||
| 419 | 34 | ||||||||
| 420 | 28 | ||||||||
| 421 | 24 | ||||||||
| 422 | 34 | ||||||||
| 423 | 29 | ||||||||
| 424 | 35 | ||||||||
| 425 | 27 | ||||||||
| 426 | 42 | ||||||||
| 427 | 37 | ||||||||
| 428 | 42 | ||||||||
| 429 | 31 | ||||||||
| 430 | 29 | ||||||||
| 431 | 37 | ||||||||
| 432 | 30 | ||||||||
| 433 | 30 | ||||||||
| 434 | 18 | ||||||||
| 435 | 22 | ||||||||
| 436 | 24 | ||||||||
| 437 | 40 | ||||||||
| 438 | 35 | ||||||||
| 439 | 32 | ||||||||
| 440 | 38 | ||||||||
| 441 | 32 | ||||||||
| 442 | 36 | ||||||||
| 443 | 34 | ||||||||
| 444 | 19 | ||||||||
| 445 | 32 | ||||||||
| 446 | 31 | ||||||||
| 447 | 30 | ||||||||
| 448 | 29 | ||||||||
| 449 | 36 | ||||||||
| 450 | 33 | ||||||||
| 451 | 36 | ||||||||
| 452 | 36 | ||||||||
| 453 | 25 | ||||||||
| 454 | 33 | ||||||||
| 455 | 24 | ||||||||
| 456 | 32 | ||||||||
| 457 | 27 | ||||||||
| 458 | 34 | ||||||||
| 459 | 27 | ||||||||
| 460 | 28 | ||||||||
| 461 | 27 | ||||||||
| 462 | 40 | ||||||||
| 463 | 26 | ||||||||
| 464 | 30 | ||||||||
| 465 | 26 | ||||||||
| 466 | 31 | ||||||||
| 467 | 28 | ||||||||
| 468 | 24 | ||||||||
| 469 | 35 | ||||||||
| 470 | 31 | ||||||||
| 471 | 25 | ||||||||
| 472 | 29 | ||||||||
| 473 | 38 | ||||||||
| 474 | 31 | ||||||||
| 475 | 23 | ||||||||
| 476 | 30 | ||||||||
| 477 | 40 | ||||||||
| 478 | 33 | ||||||||
| 479 | 30 | ||||||||
| 480 | 27 | ||||||||
| 481 | 30 | ||||||||
| 482 | 31 | ||||||||
| 483 | 30 | ||||||||
| 484 | 30 | ||||||||
| 485 | 30 | ||||||||
| 486 | 25 | ||||||||
| 487 | 36 | ||||||||
| 488 | 32 | ||||||||
| 489 | 32 | ||||||||
| 490 | 26 | ||||||||
| 491 | 34 | ||||||||
| 492 | 31 | ||||||||
| 493 | 28 | ||||||||
| 494 | 31 | ||||||||
| 495 | 26 | ||||||||
| 496 | 33 | ||||||||
| 497 | 37 | ||||||||
| 498 | 35 | ||||||||
| 499 | 28 | ||||||||
| 500 | 16 | ||||||||
| 501 | 31 | ||||||||
| 502 | 32 | ||||||||
| 503 | 26 | ||||||||
| 504 | 28 | ||||||||
| 505 | 25 | ||||||||
| 506 | 34 | ||||||||
| 507 | 30 | ||||||||
| 508 | 32 | ||||||||
| 509 | 35 | ||||||||
| 510 | 31 | ||||||||
| 511 | 33 | ||||||||
| 512 | 22 | ||||||||
| 513 | 31 | ||||||||
| 514 | 38 | ||||||||
| 515 | 29 | ||||||||
| 516 | 33 | ||||||||
| 517 | 26 | ||||||||
| 518 | 43 | ||||||||
| 519 | 36 | ||||||||
| 520 | 29 | ||||||||
| 521 | 33 | ||||||||
| 522 | 27 | ||||||||
| 523 | 31 | ||||||||
| 524 | 16 | ||||||||
| 525 | 38 | ||||||||
| 526 | 36 | ||||||||
| 527 | 27 | ||||||||
| 528 | 25 | ||||||||
| 529 | 34 | ||||||||
| 530 | 31 | ||||||||
| 531 | 28 | ||||||||
| 532 | 31 | ||||||||
| 533 | 21 | ||||||||
| 534 | 27 | ||||||||
| 535 | 35 | ||||||||
| 536 | 33 | ||||||||
| 537 | 21 | ||||||||
| 538 | 36 | ||||||||
| 539 | 37 | ||||||||
| 540 | 37 | ||||||||
| 541 | 43 | ||||||||
| 542 | 29 | ||||||||
| 543 | 36 | ||||||||
| 544 | 34 | ||||||||
| 545 | 33 | ||||||||
| 546 | 26 | ||||||||
| 547 | 26 | ||||||||
| 548 | 29 | ||||||||
| 549 | 31 | ||||||||
| 550 | 32 | ||||||||
| 551 | 24 | ||||||||
| 552 | 33 | ||||||||
| 553 | 24 | ||||||||
| 554 | 36 | ||||||||
| 555 | 31 | ||||||||
| 556 | 38 | ||||||||
| 557 | 30 | ||||||||
| 558 | 19 | ||||||||
| 559 | 34 | ||||||||
| 560 | 38 | ||||||||
| 561 | 38 | ||||||||
| 562 | 24 | ||||||||
| 563 | 39 | ||||||||
| 564 | 27 | ||||||||
| 565 | 30 | ||||||||
| 566 | 35 | ||||||||
| 567 | 30 | ||||||||
| 568 | 31 | ||||||||
| 569 | 32 | ||||||||
| 570 | 23 | ||||||||
| 571 | 27 | ||||||||
| 572 | 32 | ||||||||
| 573 | 30 | ||||||||
| 574 | 34 | ||||||||
| 575 | 27 | ||||||||
| 576 | 20 | ||||||||
| 577 | 37 | ||||||||
| 578 | 31 | ||||||||
| 579 | 35 | ||||||||
| 580 | 35 | ||||||||
| 581 | 32 | ||||||||
| 582 | 29 | ||||||||
| 583 | 34 | ||||||||
| 584 | 36 | ||||||||
| 585 | 23 | ||||||||
| 586 | 26 | ||||||||
| 587 | 33 | ||||||||
| 588 | 31 | ||||||||
| 589 | 20 | ||||||||
| 590 | 22 | ||||||||
| 591 | 37 | ||||||||
| 592 | 25 | ||||||||
| 593 | 25 | ||||||||
| 594 | 26 | ||||||||
| 595 | 38 | ||||||||
| 596 | 37 | ||||||||
| 597 | 24 | ||||||||
| 598 | 26 | ||||||||
| 599 | 32 | ||||||||
| 600 | 25 | ||||||||
| 601 | 25 | ||||||||
| 602 | 30 | ||||||||
| 603 | 28 | ||||||||
| 604 | 32 | ||||||||
| 605 | 29 | ||||||||
| 606 | 18 | ||||||||
| 607 | 30 | ||||||||
| 608 | 21 | ||||||||
| 609 | 32 | ||||||||
| 610 | 32 | ||||||||
| 611 | 32 | ||||||||
| 612 | 37 | ||||||||
| 613 | 37 | ||||||||
| 614 | 32 | ||||||||
| 615 | 23 | ||||||||
| 616 | 26 | ||||||||
| 617 | 41 | ||||||||
| 618 | 33 | ||||||||
| 619 | 26 | ||||||||
| 620 | 29 | ||||||||
| 621 | 30 | ||||||||
| 622 | 24 | ||||||||
| 623 | 22 | ||||||||
| 624 | 30 | ||||||||
| 625 | 40 | ||||||||
| 626 | 24 | ||||||||
| 627 | 35 | ||||||||
| 628 | 23 | ||||||||
| 629 | 28 | ||||||||
| 630 | 34 | ||||||||
| 631 | 29 | ||||||||
| 632 | 27 | ||||||||
| 633 | 27 | ||||||||
| 634 | 30 | ||||||||
| 635 | 23 | ||||||||
| 636 | 29 | ||||||||
| 637 | 33 | ||||||||
| 638 | 26 | ||||||||
| 639 | 37 | ||||||||
| 640 | 30 | ||||||||
| 641 | 34 | ||||||||
| 642 | 29 | ||||||||
| 643 | 31 | ||||||||
| 644 | 25 | ||||||||
| 645 | 24 | ||||||||
| 646 | 28 | ||||||||
| 647 | 36 | ||||||||
| 648 | 29 | ||||||||
| 649 | 28 | ||||||||
| 650 | 31 | ||||||||
| 651 | 20 | ||||||||
| 652 | 31 | ||||||||
| 653 | 32 | ||||||||
| 654 | 32 | ||||||||
| 655 | 25 | ||||||||
| 656 | 30 | ||||||||
| 657 | 34 | ||||||||
| 658 | 30 | ||||||||
| 659 | 34 | ||||||||
| 660 | 21 | ||||||||
| 661 | 27 | ||||||||
| 662 | 32 | ||||||||
| 663 | 30 | ||||||||
| 664 | 26 | ||||||||
| 665 | 29 | ||||||||
| 666 | 32 | ||||||||
| 667 | 24 | ||||||||
| 668 | 27 | ||||||||
| 669 | 25 | ||||||||
| 670 | 32 | ||||||||
| 671 | 30 | ||||||||
| 672 | 35 | ||||||||
| 673 | 27 | ||||||||
| 674 | 41 | ||||||||
| 675 | 22 | ||||||||
| 676 | 35 | ||||||||
| 677 | 26 | ||||||||
| 678 | 27 | ||||||||
| 679 | 21 | ||||||||
| 680 | 33 | ||||||||
| 681 | 33 | ||||||||
| 682 | 20 | ||||||||
| 683 | 29 | ||||||||
| 684 | 28 | ||||||||
| 685 | 31 | ||||||||
| 686 | 32 | ||||||||
| 687 | 24 | ||||||||
| 688 | 21 | ||||||||
| 689 | 37 | ||||||||
| 690 | 36 | ||||||||
| 691 | 30 | ||||||||
| 692 | 30 | ||||||||
| 693 | 35 | ||||||||
| 694 | 38 | ||||||||
| 695 | 33 | ||||||||
| 696 | 40 | ||||||||
| 697 | 30 | ||||||||
| 698 | 35 | ||||||||
| 699 | 20 | ||||||||
| 700 | 29 | ||||||||
| 701 | 35 | ||||||||
| 702 | 35 | ||||||||
| 703 | 35 | ||||||||
| 704 | 26 | ||||||||
| 705 | 32 | ||||||||
| 706 | 29 | ||||||||
| 707 | 28 | ||||||||
| 708 | 18 | ||||||||
| 709 | 26 | ||||||||
| 710 | 21 | ||||||||
| 711 | 30 | ||||||||
| 712 | 33 | ||||||||
| 713 | 32 | ||||||||
| 714 | 29 | ||||||||
| 715 | 31 | ||||||||
| 716 | 26 | ||||||||
| 717 | 36 | ||||||||
| 718 | 37 | ||||||||
| 719 | 40 | ||||||||
| 720 | 35 | ||||||||
| 721 | 28 | ||||||||
| 722 | 29 | ||||||||
| 723 | 32 | ||||||||
| 724 | 30 | ||||||||
| 725 | 27 | ||||||||
| 726 | 27 | ||||||||
| 727 | 29 | ||||||||
| 728 | 24 | ||||||||
| 729 | 34 | ||||||||
| 730 | 32 | ||||||||
| 731 | 24 | ||||||||
| 732 | 22 | ||||||||
| 733 | 32 | ||||||||
| 734 | 30 | ||||||||
| 735 | 25 | ||||||||
| 736 | 31 | ||||||||
| 737 | 33 | ||||||||
| 738 | 39 | ||||||||
| 739 | 30 | ||||||||
| 740 | 44 | ||||||||
| 741 | 23 | ||||||||
| 742 | 31 | ||||||||
| 743 | 23 | ||||||||
| 744 | 32 | ||||||||
| 745 | 28 | ||||||||
| 746 | 40 | ||||||||
| 747 | 12 | ||||||||
| 748 | 30 | ||||||||
| 749 | 25 | ||||||||
| 750 | 27 | ||||||||
| 751 | 28 | ||||||||
| 752 | 29 | ||||||||
| 753 | 27 | ||||||||
| 754 | 25 | ||||||||
| 755 | 30 | ||||||||
| 756 | 37 | ||||||||
| 757 | 23 | ||||||||
| 758 | 29 | ||||||||
| 759 | 30 | ||||||||
| 760 | 30 | ||||||||
| 761 | 37 | ||||||||
| 762 | 30 | ||||||||
| 763 | 28 | ||||||||
| 764 | 32 | ||||||||
| 765 | 25 | ||||||||
| 766 | 35 | ||||||||
| 767 | 33 | ||||||||
| 768 | 31 | ||||||||
| 769 | 34 | ||||||||
| 770 | 31 | ||||||||
| 771 | 23 | ||||||||
| 772 | 32 | ||||||||
| 773 | 29 | ||||||||
| 774 | 31 | ||||||||
| 775 | 28 | ||||||||
| 776 | 23 | ||||||||
| 777 | 25 | ||||||||
| 778 | 31 | ||||||||
| 779 | 28 | ||||||||
| 780 | 27 | ||||||||
| 781 | 24 | ||||||||
| 782 | 38 | ||||||||
| 783 | 38 | ||||||||
| 784 | 29 | ||||||||
| 785 | 41 | ||||||||
| 786 | 37 | ||||||||
| 787 | 38 | ||||||||
| 788 | 20 | ||||||||
| 789 | 33 | ||||||||
| 790 | 24 | ||||||||
| 791 | 27 | ||||||||
| 792 | 29 | ||||||||
| 793 | 25 | ||||||||
| 794 | 31 | ||||||||
| 795 | 23 | ||||||||
| 796 | 27 | ||||||||
| 797 | 30 | ||||||||
| 798 | 34 | ||||||||
| 799 | 30 | ||||||||
| 800 | 44 | ||||||||
| 801 | 24 | ||||||||
| 802 | 35 | ||||||||
| 803 | 33 | ||||||||
| 804 | 29 | ||||||||
| 805 | 32 | ||||||||
| 806 | 29 | ||||||||
| 807 | 35 | ||||||||
| 808 | 33 | ||||||||
| 809 | 34 | ||||||||
| 810 | 29 | ||||||||
| 811 | 40 | ||||||||
| 812 | 24 | ||||||||
| 813 | 40 | ||||||||
| 814 | 30 | ||||||||
| 815 | 25 | ||||||||
| 816 | 29 | ||||||||
| 817 | 27 | ||||||||
| 818 | 24 | ||||||||
| 819 | 33 | ||||||||
| 820 | 27 | ||||||||
| 821 | 24 | ||||||||
| 822 | 31 | ||||||||
| 823 | 29 | ||||||||
| 824 | 31 | ||||||||
| 825 | 34 | ||||||||
| 826 | 35 | ||||||||
| 827 | 24 | ||||||||
| 828 | 30 | ||||||||
| 829 | 26 | ||||||||
| 830 | 33 | ||||||||
| 831 | 36 | ||||||||
| 832 | 28 | ||||||||
| 833 | 27 | ||||||||
| 834 | 30 | ||||||||
| 835 | 36 | ||||||||
| 836 | 25 | ||||||||
| 837 | 37 | ||||||||
| 838 | 39 | ||||||||
| 839 | 39 | ||||||||
| 840 | 32 | ||||||||
| 841 | 40 | ||||||||
| 842 | 21 | ||||||||
| 843 | 24 | ||||||||
| 844 | 24 | ||||||||
| 845 | 30 | ||||||||
| 846 | 36 | ||||||||
| 847 | 29 | ||||||||
| 848 | 36 | ||||||||
| 849 | 29 | ||||||||
| 850 | 26 | ||||||||
| 851 | 32 | ||||||||
| 852 | 34 | ||||||||
| 853 | 37 | ||||||||
| 854 | 30 | ||||||||
| 855 | 27 | ||||||||
| 856 | 31 | ||||||||
| 857 | 26 | ||||||||
| 858 | 31 | ||||||||
| 859 | 28 | ||||||||
| 860 | 31 | ||||||||
| 861 | 40 | ||||||||
| 862 | 32 | ||||||||
| 863 | 26 | ||||||||
| 864 | 31 | ||||||||
| 865 | 29 | ||||||||
| 866 | 33 | ||||||||
| 867 | 31 | ||||||||
| 868 | 33 | ||||||||
| 869 | 25 | ||||||||
| 870 | 28 | ||||||||
| 871 | 28 | ||||||||
| 872 | 29 | ||||||||
| 873 | 30 | ||||||||
| 874 | 31 | ||||||||
| 875 | 25 | ||||||||
| 876 | 26 | ||||||||
| 877 | 36 | ||||||||
| 878 | 22 | ||||||||
| 879 | 29 | ||||||||
| 880 | 39 | ||||||||
| 881 | 45 | ||||||||
| 882 | 29 | ||||||||
| 883 | 38 | ||||||||
| 884 | 26 | ||||||||
| 885 | 27 | ||||||||
| 886 | 33 | ||||||||
| 887 | 30 | ||||||||
| 888 | 29 | ||||||||
| 889 | 23 | ||||||||
| 890 | 31 | ||||||||
| 891 | 37 | ||||||||
| 892 | 27 | ||||||||
| 893 | 26 | ||||||||
| 894 | 40 | ||||||||
| 895 | 28 | ||||||||
| 896 | 40 | ||||||||
| 897 | 24 | ||||||||
| 898 | 34 | ||||||||
| 899 | 31 | ||||||||
| 900 | 29 | ||||||||
| 901 | 21 | ||||||||
| 902 | 21 | ||||||||
| 903 | 29 | ||||||||
| 904 | 29 | ||||||||
| 905 | 33 | ||||||||
| 906 | 34 | ||||||||
| 907 | 35 | ||||||||
| 908 | 20 | ||||||||
| 909 | 34 | ||||||||
| 910 | 27 | ||||||||
| 911 | 25 | ||||||||
| 912 | 27 | ||||||||
| 913 | 32 | ||||||||
| 914 | 26 | ||||||||
| 915 | 19 | ||||||||
| 916 | 15 | ||||||||
| 917 | 32 | ||||||||
| 918 | 26 | ||||||||
| 919 | 25 | ||||||||
| 920 | 25 | ||||||||
| 921 | 26 | ||||||||
| 922 | 30 | ||||||||
| 923 | 31 | ||||||||
| 924 | 32 | ||||||||
| 925 | 23 | ||||||||
| 926 | 27 | ||||||||
| 927 | 23 | ||||||||
| 928 | 23 | ||||||||
| 929 | 33 | ||||||||
| 930 | 33 | ||||||||
| 931 | 33 | ||||||||
| 932 | 32 | ||||||||
| 933 | 28 | ||||||||
| 934 | 19 | ||||||||
| 935 | 40 | ||||||||
| 936 | 30 | ||||||||
| 937 | 31 | ||||||||
| 938 | 25 | ||||||||
| 939 | 31 | ||||||||
| 940 | 33 | ||||||||
| 941 | 43 | ||||||||
| 942 | 36 | ||||||||
| 943 | 34 | ||||||||
| 944 | 29 | ||||||||
| 945 | 34 | ||||||||
| 946 | 27 | ||||||||
| 947 | 30 | ||||||||
| 948 | 29 | ||||||||
| 949 | 31 | ||||||||
| 950 | 31 | ||||||||
| 951 | 16 | ||||||||
| 952 | 26 | ||||||||
| 953 | 27 | ||||||||
| 954 | 31 | ||||||||
| 955 | 18 | ||||||||
| 956 | 23 | ||||||||
| 957 | 27 | ||||||||
| 958 | 35 | ||||||||
| 959 | 27 | ||||||||
| 960 | 33 | ||||||||
| 961 | 32 | ||||||||
| 962 | 36 | ||||||||
| 963 | 29 | ||||||||
| 964 | 32 | ||||||||
| 965 | 31 | ||||||||
| 966 | 27 | ||||||||
| 967 | 44 | ||||||||
| 968 | 27 | ||||||||
| 969 | 31 | ||||||||
| 970 | 37 | ||||||||
| 971 | 35 | ||||||||
| 972 | 25 | ||||||||
| 973 | 33 | ||||||||
| 974 | 29 | ||||||||
| 975 | 34 | ||||||||
| 976 | 32 | ||||||||
| 977 | 32 | ||||||||
| 978 | 27 | ||||||||
| 979 | 29 | ||||||||
| 980 | 23 | ||||||||
| 981 | 30 | ||||||||
| 982 | 20 | ||||||||
| 983 | 28 | ||||||||
| 984 | 34 | ||||||||
| 985 | 31 | ||||||||
| 986 | 33 | ||||||||
| 987 | 28 | ||||||||
| 988 | 35 | ||||||||
| 989 | 31 | ||||||||
| 990 | 36 | ||||||||
| 991 | 24 | ||||||||
| 992 | 35 | ||||||||
| 993 | 24 | ||||||||
| 994 | 34 | ||||||||
| 995 | 33 | ||||||||
| 996 | 34 | ||||||||
| 997 | 25 | ||||||||
| 998 | 32 | ||||||||
| 999 | 27 | ||||||||
| 1000 | 21 | ||||||||
| 1001 | 34 | ||||||||
| 1002 | 32 | ||||||||
| 1003 | 35 | ||||||||
| 1004 | 21 | ||||||||
| 1005 | 23 | ||||||||
| 1006 | 32 | ||||||||
| 1007 | 30 | ||||||||
| 1008 | 35 | ||||||||
| 1009 | 24 | ||||||||
| 1010 | 21 | ||||||||
| 1011 | 32 | ||||||||
| 1012 | 38 | ||||||||
| 1013 | 32 | ||||||||
| 1014 | 32 | ||||||||
| 1015 | 36 | ||||||||
| 1016 | 39 | ||||||||
| 1017 | 25 | ||||||||
| 1018 | 29 | ||||||||
| 1019 | 28 | ||||||||
| 1020 | 23 | ||||||||
| 1021 | 35 | ||||||||
| 1022 | 32 | ||||||||
| 1023 | 21 | ||||||||
| 1024 | 27 | ||||||||
| 1025 | 28 | ||||||||
| 1026 | 23 | ||||||||
| 1027 | 37 | ||||||||
| 1028 | 30 | ||||||||
| 1029 | 29 | ||||||||
| 1030 | 24 | ||||||||
| 1031 | 32 | ||||||||
| 1032 | 24 | ||||||||
| 1033 | 28 | ||||||||
| 1034 | 34 | ||||||||
| 1035 | 23 | ||||||||
| 1036 | 35 | ||||||||
| 1037 | 22 | ||||||||
| 1038 | 24 | ||||||||
| 1039 | 33 | ||||||||
| 1040 | 28 | ||||||||
| 1041 | 17 | ||||||||
| 1042 | 36 | ||||||||
| 1043 | 26 | ||||||||
| 1044 | 38 | ||||||||
| 1045 | 26 | ||||||||
| 1046 | 33 | ||||||||
| 1047 | 29 | ||||||||
| 1048 | 25 | ||||||||
| 1049 | 33 | ||||||||
| 1050 | 34 | ||||||||
| 1051 | 28 | ||||||||
| 1052 | 29 | ||||||||
| 1053 | 33 | ||||||||
| 1054 | 23 | ||||||||
| 1055 | 32 | ||||||||
| 1056 | 35 | ||||||||
| 1057 | 25 | ||||||||
| 1058 | 29 | ||||||||
| 1059 | 25 | ||||||||
| 1060 | 31 | ||||||||
| 1061 | 26 | ||||||||
| 1062 | 35 | ||||||||
| 1063 | 35 | ||||||||
| 1064 | 27 | ||||||||
| 1065 | 34 | ||||||||
| 1066 | 29 | ||||||||
| 1067 | 31 | ||||||||
| 1068 | 36 | ||||||||
| 1069 | 34 | ||||||||
| 1070 | 37 | ||||||||
| 1071 | 37 | ||||||||
| 1072 | 25 | ||||||||
| 1073 | 32 | ||||||||
| 1074 | 24 | ||||||||
| 1075 | 35 | ||||||||
| 1076 | 32 | ||||||||
| 1077 | 25 | ||||||||
| 1078 | 33 | ||||||||
| 1079 | 34 | ||||||||
| 1080 | 32 | ||||||||
| 1081 | 28 | ||||||||
| 1082 | 37 | ||||||||
| 1083 | 24 | ||||||||
| 1084 | 36 | ||||||||
| 1085 | 31 | ||||||||
| 1086 | 30 | ||||||||
| 1087 | 37 | ||||||||
| 1088 | 22 | ||||||||
| 1089 | 20 | ||||||||
| 1090 | 19 | ||||||||
| 1091 | 29 | ||||||||
| 1092 | 32 | ||||||||
| 1093 | 22 | ||||||||
| 1094 | 32 | ||||||||
| 1095 | 41 | ||||||||
| 1096 | 35 | ||||||||
| 1097 | 37 | ||||||||
| 1098 | 31 | ||||||||
| 1099 | 32 | ||||||||
| 1100 | 36 | ||||||||
| 1101 | 36 | ||||||||
| 1102 | 23 | ||||||||
| 1103 | 37 | ||||||||
| 1104 | 34 | ||||||||
| 1105 | 31 | ||||||||
| 1106 | 44 | ||||||||
| 1107 | 30 | ||||||||
| 1108 | 30 | ||||||||
| 1109 | 32 | ||||||||
| 1110 | 28 | ||||||||
| 1111 | 20 | ||||||||
| 1112 | 35 | ||||||||
| 1113 | 24 | ||||||||
| 1114 | 28 | ||||||||
| 1115 | 33 | ||||||||
| 1116 | 27 | ||||||||
| 1117 | 26 | ||||||||
| 1118 | 36 | ||||||||
| 1119 | 32 | ||||||||
| 1120 | 35 | ||||||||
| 1121 | 28 | ||||||||
| 1122 | 36 | ||||||||
| 1123 | 31 | ||||||||
| 1124 | 26 | ||||||||
| 1125 | 27 | ||||||||
| 1126 | 32 | ||||||||
| 1127 | 31 | ||||||||
| 1128 | 29 | ||||||||
| 1129 | 34 | ||||||||
| 1130 | 37 | ||||||||
| 1131 | 24 | ||||||||
| 1132 | 29 | ||||||||
| 1133 | 37 | ||||||||
| 1134 | 20 | ||||||||
| 1135 | 33 | ||||||||
| 1136 | 33 | ||||||||
| 1137 | 22 | ||||||||
| 1138 | 24 | ||||||||
| 1139 | 22 | ||||||||
| 1140 | 31 | ||||||||
| 1141 | 25 | ||||||||
| 1142 | 30 | ||||||||
| 1143 | 22 | ||||||||
| 1144 | 34 | ||||||||
| 1145 | 37 | ||||||||
| 1146 | 20 | ||||||||
| 1147 | 23 | ||||||||
| 1148 | 39 | ||||||||
| 1149 | 19 | ||||||||
| 1150 | 20 | ||||||||
| 1151 | 25 | ||||||||
| 1152 | 21 | ||||||||
| 1153 | 27 | ||||||||
| 1154 | 33 | ||||||||
| 1155 | 31 | ||||||||
| 1156 | 21 | ||||||||
| 1157 | 34 | ||||||||
| 1158 | 25 | ||||||||
| 1159 | 35 | ||||||||
| 1160 | 24 | ||||||||
| 1161 | 23 | ||||||||
| 1162 | 28 | ||||||||
| 1163 | 31 | ||||||||
| 1164 | 27 | ||||||||
| 1165 | 29 | ||||||||
| 1166 | 29 | ||||||||
| 1167 | 25 | ||||||||
| 1168 | 28 | ||||||||
| 1169 | 29 | ||||||||
| 1170 | 24 | ||||||||
| 1171 | 19 | ||||||||
| 1172 | 29 | ||||||||
| 1173 | 42 | ||||||||
| 1174 | 32 | ||||||||
| 1175 | 35 | ||||||||
| 1176 | 33 | ||||||||
| 1177 | 32 | ||||||||
| 1178 | 30 | ||||||||
| 1179 | 18 | ||||||||
| 1180 | 31 | ||||||||
| 1181 | 20 | ||||||||
| 1182 | 36 | ||||||||
| 1183 | 21 | ||||||||
| 1184 | 25 | ||||||||
| 1185 | 39 | ||||||||
| 1186 | 25 | ||||||||
| 1187 | 30 | ||||||||
| 1188 | 27 | ||||||||
| 1189 | 29 | ||||||||
| 1190 | 35 | ||||||||
| 1191 | 34 | ||||||||
| 1192 | 29 | ||||||||
| 1193 | 32 | ||||||||
| 1194 | 32 | ||||||||
| 1195 | 43 | ||||||||
| 1196 | 29 | ||||||||
| 1197 | 40 | ||||||||
| 1198 | 32 | ||||||||
| 1199 | 25 | ||||||||
| 1200 | 27 | ||||||||
| 1201 | 33 | ||||||||
| 1202 | 26 | ||||||||
| 1203 | 27 | ||||||||
| 1204 | 26 | ||||||||
| 1205 | 24 | ||||||||
| 1206 | 31 | ||||||||
| 1207 | 27 | ||||||||
| 1208 | 20 | ||||||||
| 1209 | 27 | ||||||||
| 1210 | 33 | ||||||||
| 1211 | 25 | ||||||||
| 1212 | 31 | ||||||||
| 1213 | 30 | ||||||||
| 1214 | 32 | ||||||||
| 1215 | 36 | ||||||||
| 1216 | 27 | ||||||||
| 1217 | 32 | ||||||||
| 1218 | 32 | ||||||||
| 1219 | 32 | ||||||||
| 1220 | 36 | ||||||||
| 1221 | 39 | ||||||||
| 1222 | 34 | ||||||||
| 1223 | 24 | ||||||||
| 1224 | 33 | ||||||||
| 1225 | 30 | ||||||||
| 1226 | 35 | ||||||||
| 1227 | 34 | ||||||||
| 1228 | 30 | ||||||||
| 1229 | 32 | ||||||||
| 1230 | 42 | ||||||||
| 1231 | 24 | ||||||||
| 1232 | 34 | ||||||||
| 1233 | 34 | ||||||||
| 1234 | 26 | ||||||||
| 1235 | 28 | ||||||||
| 1236 | 35 | ||||||||
| 1237 | 30 | ||||||||
| 1238 | 31 | ||||||||
| 1239 | 38 | ||||||||
| 1240 | 22 | ||||||||
| 1241 | 32 | ||||||||
| 1242 | 32 | ||||||||
| 1243 | 22 | ||||||||
| 1244 | 23 | ||||||||
| 1245 | 35 | ||||||||
| 1246 | 35 | ||||||||
| 1247 | 31 | ||||||||
| 1248 | 33 | ||||||||
| 1249 | 36 | ||||||||
| 1250 | 37 | ||||||||
| 1251 | 24 | ||||||||
| 1252 | 23 | ||||||||
| 1253 | 33 | ||||||||
| 1254 | 21 | ||||||||
| 1255 | 34 | ||||||||
| 1256 | 32 | ||||||||
| 1257 | 28 | ||||||||
| 1258 | 31 | ||||||||
| 1259 | 29 | ||||||||
| 1260 | 34 | ||||||||
| 1261 | 17 | ||||||||
| 1262 | 34 | ||||||||
| 1263 | 22 | ||||||||
| 1264 | 21 | ||||||||
| 1265 | 34 | ||||||||
| 1266 | 23 | ||||||||
| 1267 | 41 | ||||||||
| 1268 | 31 | ||||||||
| 1269 | 31 | ||||||||
| 1270 | 28 | ||||||||
| 1271 | 26 | ||||||||
| 1272 | 34 | ||||||||
| 1273 | 20 | ||||||||
| 1274 | 24 | ||||||||
| 1275 | 21 | ||||||||
| 1276 | 32 | ||||||||
| 1277 | 30 | ||||||||
| 1278 | 29 | ||||||||
| 1279 | 27 | ||||||||
| 1280 | 36 | ||||||||
| 1281 | 25 | ||||||||
| 1282 | 33 | ||||||||
| 1283 | 23 | ||||||||
| 1284 | 34 | ||||||||
| 1285 | 33 | ||||||||
| 1286 | 28 | ||||||||
| 1287 | 17 | ||||||||
| 1288 | 27 | ||||||||
| 1289 | 29 | ||||||||
| 1290 | 29 | ||||||||
| 1291 | 32 | ||||||||
| 1292 | 43 | ||||||||
| 1293 | 30 | ||||||||
| 1294 | 25 | ||||||||
| 1295 | 29 | ||||||||
| 1296 | 27 | ||||||||
| 1297 | 28 | ||||||||
| 1298 | 31 | ||||||||
| 1299 | 31 | ||||||||
| 1300 | 40 | ||||||||
| 1301 | 28 | ||||||||
| 1302 | 26 | ||||||||
| 1303 | 33 | ||||||||
| 1304 | 33 | ||||||||
| 1305 | 33 | ||||||||
| 1306 | 22 | ||||||||
| 1307 | 40 | ||||||||
| 1308 | 36 | ||||||||
| 1309 | 27 | ||||||||
| 1310 | 30 | ||||||||
| 1311 | 40 | ||||||||
| 1312 | 22 | ||||||||
| 1313 | 26 | ||||||||
| 1314 | 26 | ||||||||
| 1315 | 29 | ||||||||
| 1316 | 36 | ||||||||
| 1317 | 22 | ||||||||
| 1318 | 38 | ||||||||
| 1319 | 24 | ||||||||
| 1320 | 36 | ||||||||
| 1321 | 29 | ||||||||
| 1322 | 29 | ||||||||
| 1323 | 35 | ||||||||
| 1324 | 33 | ||||||||
| 1325 | 31 | ||||||||
| 1326 | 26 | ||||||||
| 1327 | 27 | ||||||||
| 1328 | 25 | ||||||||
| 1329 | 26 | ||||||||
| 1330 | 30 | ||||||||
| 1331 | 32 | ||||||||
| 1332 | 34 | ||||||||
| 1333 | 32 | ||||||||
| 1334 | 29 | ||||||||
| 1335 | 42 | ||||||||
| 1336 | 33 | ||||||||
| 1337 | 25 | ||||||||
| 1338 | 27 | ||||||||
| 1339 | 26 | ||||||||
| 1340 | 26 | ||||||||
| 1341 | 15 | ||||||||
| 1342 | 46 | ||||||||
| 1343 | 20 | ||||||||
| 1344 | 40 | ||||||||
| 1345 | 26 | ||||||||
| 1346 | 33 | ||||||||
| 1347 | 22 | ||||||||
| 1348 | 28 | ||||||||
| 1349 | 25 | ||||||||
| 1350 | 34 | ||||||||
| 1351 | 34 | ||||||||
| 1352 | 31 | ||||||||
| 1353 | 25 | ||||||||
| 1354 | 37 | ||||||||
| 1355 | 23 | ||||||||
| 1356 | 38 | ||||||||
| 1357 | 23 | ||||||||
| 1358 | 31 | ||||||||
| 1359 | 32 | ||||||||
| 1360 | 38 | ||||||||
| 1361 | 28 | ||||||||
| 1362 | 35 | ||||||||
| 1363 | 24 | ||||||||
| 1364 | 25 | ||||||||
| 1365 | 29 | ||||||||
| 1366 | 34 | ||||||||
| 1367 | 33 | ||||||||
| 1368 | 33 | ||||||||
| 1369 | 38 | ||||||||
| 1370 | 23 | ||||||||
| 1371 | 30 | ||||||||
| 1372 | 28 | ||||||||
| 1373 | 33 | ||||||||
| 1374 | 21 | ||||||||
| 1375 | 35 | ||||||||
| 1376 | 33 | ||||||||
| 1377 | 35 | ||||||||
| 1378 | 25 | ||||||||
| 1379 | 31 | ||||||||
| 1380 | 28 | ||||||||
| 1381 | 24 | ||||||||
| 1382 | 35 | ||||||||
| 1383 | 30 | ||||||||
| 1384 | 26 | ||||||||
| 1385 | 30 | ||||||||
| 1386 | 30 | ||||||||
| 1387 | 30 | ||||||||
| 1388 | 33 | ||||||||
| 1389 | 24 | ||||||||
| 1390 | 39 | ||||||||
| 1391 | 31 | ||||||||
| 1392 | 27 | ||||||||
| 1393 | 22 | ||||||||
| 1394 | 30 | ||||||||
| 1395 | 23 | ||||||||
| 1396 | 25 | ||||||||
| 1397 | 28 | ||||||||
| 1398 | 32 | ||||||||
| 1399 | 25 | ||||||||
| 1400 | 31 | ||||||||
| 1401 | 34 | ||||||||
| 1402 | 37 | ||||||||
| 1403 | 21 | ||||||||
| 1404 | 31 | ||||||||
| 1405 | 36 | ||||||||
| 1406 | 34 | ||||||||
| 1407 | 25 | ||||||||
| 1408 | 33 | ||||||||
| 1409 | 34 | ||||||||
| 1410 | 26 | ||||||||
| 1411 | 35 | ||||||||
| 1412 | 27 | ||||||||
| 1413 | 24 | ||||||||
| 1414 | 25 | ||||||||
| 1415 | 26 | ||||||||
| 1416 | 28 | ||||||||
| 1417 | 31 | ||||||||
| 1418 | 29 | ||||||||
| 1419 | 33 | ||||||||
| 1420 | 43 | ||||||||
| 1421 | 18 | ||||||||
| 1422 | 27 | ||||||||
| 1423 | 23 |
| Observation | Max | 46 | Bin | Frequency | Cum | Count | Bins | ||
| 1 | 45 | Min | 12 | 12 | 1 | 0.1% | 1423 | 10 | |
| 2 | 20 | Interval | 3.7777777778 | 15.7777777778 | 4 | 0.0035137034 | |||
| 3 | 24 | 19.5555555556 | 28 | 0.0231904427 | |||||
| 4 | 31 | 23.3333333333 | 124 | 0.1103302881 | |||||
| 5 | 24 | 27.1111111111 | 303 | 0.3232607168 | |||||
| 6 | 29 | 30.8888888889 | 283 | 0.5221363317 | |||||
| 7 | 28 | 34.6666666667 | 392 | 0.7976106817 | |||||
| 8 | 34 | 38.4444444444 | 213 | 0.9472944483 | |||||
| 9 | 33 | 42.2222222222 | 57 | 0.9873506676 | |||||
| 10 | 25 | 46 | 18 | 1 | |||||
| 11 | 25 | 0 | 0 | 0 | |||||
| 12 | 25 | 0 | 0 | 0 | |||||
| 13 | 24 | 0 | 0 | 0 | |||||
| 14 | 30 | 0 | 0 | 0 | |||||
| 15 | 30 | 0 | 0 | 0 | |||||
| 16 | 32 | 0 | 0 | 0 | |||||
| 17 | 31 | 0 | 0 | 0 | |||||
| 18 | 27 | 0 | 0 | 0 | |||||
| 19 | 21 | 0 | 0 | 0 | |||||
| 20 | 36 | 0 | 0 | 0 | |||||
| 21 | 28 | 0 | 0 | 0 | |||||
| 22 | 35 | 0 | 0 | 0 | |||||
| 23 | 35 | 0 | 0 | 0 | |||||
| 24 | 26 | 0 | 0 | 0 | |||||
| 25 | 42 | 0 | 0 | 0 | |||||
| 26 | 35 | 0 | 0 | 0 | |||||
| 27 | 29 | 0 | 0 | 0 | |||||
| 28 | 22 | 0 | 0 | 0 | |||||
| 29 | 29 | 0 | 0 | 0 | |||||
| 30 | 26 | 0 | 0 | 0 | |||||
| 31 | 32 | ||||||||
| 32 | 27 | ||||||||
| 33 | 28 | ||||||||
| 34 | 28 | ||||||||
| 35 | 26 | ||||||||
| 36 | 30 | ||||||||
| 37 | 32 | ||||||||
| 38 | 36 | ||||||||
| 39 | 28 | ||||||||
| 40 | 39 | ||||||||
| 41 | 22 | ||||||||
| 42 | 30 | ||||||||
| 43 | 32 | ||||||||
| 44 | 24 | ||||||||
| 45 | 31 | ||||||||
| 46 | 31 | ||||||||
| 47 | 45 | ||||||||
| 48 | 36 | ||||||||
| 49 | 25 | ||||||||
| 50 | 37 | ||||||||
| 51 | 21 | ||||||||
| 52 | 31 | ||||||||
| 53 | 28 | ||||||||
| 54 | 22 | ||||||||
| 55 | 43 | ||||||||
| 56 | 33 | ||||||||
| 57 | 32 | ||||||||
| 58 | 38 | ||||||||
| 59 | 26 | ||||||||
| 60 | 28 | ||||||||
| 61 | 26 | ||||||||
| 62 | 26 | ||||||||
| 63 | 27 | ||||||||
| 64 | 40 | ||||||||
| 65 | 24 | ||||||||
| 66 | 29 | ||||||||
| 67 | 27 | ||||||||
| 68 | 37 | ||||||||
| 69 | 20 | ||||||||
| 70 | 37 | ||||||||
| 71 | 31 | ||||||||
| 72 | 30 | ||||||||
| 73 | 39 | ||||||||
| 74 | 34 | ||||||||
| 75 | 33 | ||||||||
| 76 | 43 | ||||||||
| 77 | 31 | ||||||||
| 78 | 36 | ||||||||
| 79 | 29 | ||||||||
| 80 | 30 | ||||||||
| 81 | 37 | ||||||||
| 82 | 31 | ||||||||
| 83 | 25 | ||||||||
| 84 | 33 | ||||||||
| 85 | 33 | ||||||||
| 86 | 25 | ||||||||
| 87 | 25 | ||||||||
| 88 | 29 | ||||||||
| 89 | 37 | ||||||||
| 90 | 28 | ||||||||
| 91 | 38 | ||||||||
| 92 | 39 | ||||||||
| 93 | 21 | ||||||||
| 94 | 28 | ||||||||
| 95 | 36 | ||||||||
| 96 | 30 | ||||||||
| 97 | 32 | ||||||||
| 98 | 35 | ||||||||
| 99 | 21 | ||||||||
| 100 | 18 | ||||||||
| 101 | 29 | ||||||||
| 102 | 26 | ||||||||
| 103 | 27 | ||||||||
| 104 | 30 | ||||||||
| 105 | 32 | ||||||||
| 106 | 35 | ||||||||
| 107 | 25 | ||||||||
| 108 | 25 | ||||||||
| 109 | 28 | ||||||||
| 110 | 24 | ||||||||
| 111 | 33 | ||||||||
| 112 | 28 | ||||||||
| 113 | 30 | ||||||||
| 114 | 26 | ||||||||
| 115 | 36 | ||||||||
| 116 | 33 | ||||||||
| 117 | 27 | ||||||||
| 118 | 28 | ||||||||
| 119 | 24 | ||||||||
| 120 | 27 | ||||||||
| 121 | 40 | ||||||||
| 122 | 25 | ||||||||
| 123 | 29 | ||||||||
| 124 | 33 | ||||||||
| 125 | 32 | ||||||||
| 126 | 24 | ||||||||
| 127 | 22 | ||||||||
| 128 | 26 | ||||||||
| 129 | 37 | ||||||||
| 130 | 28 | ||||||||
| 131 | 29 | ||||||||
| 132 | 35 | ||||||||
| 133 | 26 | ||||||||
| 134 | 33 | ||||||||
| 135 | 23 | ||||||||
| 136 | 27 | ||||||||
| 137 | 34 | ||||||||
| 138 | 29 | ||||||||
| 139 | 25 | ||||||||
| 140 | 36 | ||||||||
| 141 | 35 | ||||||||
| 142 | 31 | ||||||||
| 143 | 32 | ||||||||
| 144 | 36 | ||||||||
| 145 | 32 | ||||||||
| 146 | 29 | ||||||||
| 147 | 39 | ||||||||
| 148 | 32 | ||||||||
| 149 | 33 | ||||||||
| 150 | 30 | ||||||||
| 151 | 20 | ||||||||
| 152 | 36 | ||||||||
| 153 | 31 | ||||||||
| 154 | 34 | ||||||||
| 155 | 33 | ||||||||
| 156 | 32 | ||||||||
| 157 | 24 | ||||||||
| 158 | 24 | ||||||||
| 159 | 26 | ||||||||
| 160 | 37 | ||||||||
| 161 | 33 | ||||||||
| 162 | 27 | ||||||||
| 163 | 22 | ||||||||
| 164 | 30 | ||||||||
| 165 | 27 | ||||||||
| 166 | 37 | ||||||||
| 167 | 26 | ||||||||
| 168 | 34 | ||||||||
| 169 | 30 | ||||||||
| 170 | 32 | ||||||||
| 171 | 36 | ||||||||
| 172 | 30 | ||||||||
| 173 | 33 | ||||||||
| 174 | 35 | ||||||||
| 175 | 24 | ||||||||
| 176 | 31 | ||||||||
| 177 | 27 | ||||||||
| 178 | 27 | ||||||||
| 179 | 26 | ||||||||
| 180 | 32 | ||||||||
| 181 | 35 | ||||||||
| 182 | 25 | ||||||||
| 183 | 30 | ||||||||
| 184 | 14 | ||||||||
| 185 | 36 | ||||||||
| 186 | 34 | ||||||||
| 187 | 30 | ||||||||
| 188 | 28 | ||||||||
| 189 | 35 | ||||||||
| 190 | 31 | ||||||||
| 191 | 32 | ||||||||
| 192 | 28 | ||||||||
| 193 | 24 | ||||||||
| 194 | 40 | ||||||||
| 195 | 31 | ||||||||
| 196 | 24 | ||||||||
| 197 | 30 | ||||||||
| 198 | 33 | ||||||||
| 199 | 28 | ||||||||
| 200 | 21 | ||||||||
| 201 | 31 | ||||||||
| 202 | 38 | ||||||||
| 203 | 34 | ||||||||
| 204 | 26 | ||||||||
| 205 | 27 | ||||||||
| 206 | 34 | ||||||||
| 207 | 28 | ||||||||
| 208 | 18 | ||||||||
| 209 | 26 | ||||||||
| 210 | 28 | ||||||||
| 211 | 34 | ||||||||
| 212 | 28 | ||||||||
| 213 | 34 | ||||||||
| 214 | 24 | ||||||||
| 215 | 32 | ||||||||
| 216 | 34 | ||||||||
| 217 | 30 | ||||||||
| 218 | 33 | ||||||||
| 219 | 37 | ||||||||
| 220 | 36 | ||||||||
| 221 | 30 | ||||||||
| 222 | 33 | ||||||||
| 223 | 32 | ||||||||
| 224 | 35 | ||||||||
| 225 | 33 | ||||||||
| 226 | 30 | ||||||||
| 227 | 31 | ||||||||
| 228 | 22 | ||||||||
| 229 | 29 | ||||||||
| 230 | 33 | ||||||||
| 231 | 26 | ||||||||
| 232 | 23 | ||||||||
| 233 | 32 | ||||||||
| 234 | 28 | ||||||||
| 235 | 29 | ||||||||
| 236 | 28 | ||||||||
| 237 | 32 | ||||||||
| 238 | 41 | ||||||||
| 239 | 35 | ||||||||
| 240 | 29 | ||||||||
| 241 | 34 | ||||||||
| 242 | 26 | ||||||||
| 243 | 28 | ||||||||
| 244 | 35 | ||||||||
| 245 | 32 | ||||||||
| 246 | 17 | ||||||||
| 247 | 33 | ||||||||
| 248 | 35 | ||||||||
| 249 | 37 | ||||||||
| 250 | 25 | ||||||||
| 251 | 33 | ||||||||
| 252 | 33 | ||||||||
| 253 | 26 | ||||||||
| 254 | 36 | ||||||||
| 255 | 35 | ||||||||
| 256 | 27 | ||||||||
| 257 | 26 | ||||||||
| 258 | 30 | ||||||||
| 259 | 25 | ||||||||
| 260 | 28 | ||||||||
| 261 | 32 | ||||||||
| 262 | 36 | ||||||||
| 263 | 33 | ||||||||
| 264 | 31 | ||||||||
| 265 | 34 | ||||||||
| 266 | 24 | ||||||||
| 267 | 28 | ||||||||
| 268 | 29 | ||||||||
| 269 | 38 | ||||||||
| 270 | 32 | ||||||||
| 271 | 29 | ||||||||
| 272 | 31 | ||||||||
| 273 | 25 | ||||||||
| 274 | 30 | ||||||||
| 275 | 37 | ||||||||
| 276 | 34 | ||||||||
| 277 | 25 | ||||||||
| 278 | 19 | ||||||||
| 279 | 29 | ||||||||
| 280 | 32 | ||||||||
| 281 | 22 | ||||||||
| 282 | 36 | ||||||||
| 283 | 31 | ||||||||
| 284 | 24 | ||||||||
| 285 | 37 | ||||||||
| 286 | 36 | ||||||||
| 287 | 31 | ||||||||
| 288 | 27 | ||||||||
| 289 | 26 | ||||||||
| 290 | 21 | ||||||||
| 291 | 41 | ||||||||
| 292 | 31 | ||||||||
| 293 | 24 | ||||||||
| 294 | 30 | ||||||||
| 295 | 24 | ||||||||
| 296 | 19 | ||||||||
| 297 | 37 | ||||||||
| 298 | 41 | ||||||||
| 299 | 21 | ||||||||
| 300 | 21 | ||||||||
| 301 | 32 | ||||||||
| 302 | 19 | ||||||||
| 303 | 20 | ||||||||
| 304 | 27 | ||||||||
| 305 | 34 | ||||||||
| 306 | 37 | ||||||||
| 307 | 36 | ||||||||
| 308 | 45 | ||||||||
| 309 | 31 | ||||||||
| 310 | 33 | ||||||||
| 311 | 30 | ||||||||
| 312 | 29 | ||||||||
| 313 | 36 | ||||||||
| 314 | 18 | ||||||||
| 315 | 23 | ||||||||
| 316 | 37 | ||||||||
| 317 | 36 | ||||||||
| 318 | 36 | ||||||||
| 319 | 30 | ||||||||
| 320 | 29 | ||||||||
| 321 | 33 | ||||||||
| 322 | 39 | ||||||||
| 323 | 27 | ||||||||
| 324 | 27 | ||||||||
| 325 | 28 | ||||||||
| 326 | 29 | ||||||||
| 327 | 35 | ||||||||
| 328 | 24 | ||||||||
| 329 | 26 | ||||||||
| 330 | 32 | ||||||||
| 331 | 31 | ||||||||
| 332 | 31 | ||||||||
| 333 | 26 | ||||||||
| 334 | 18 | ||||||||
| 335 | 29 | ||||||||
| 336 | 37 | ||||||||
| 337 | 28 | ||||||||
| 338 | 22 | ||||||||
| 339 | 38 | ||||||||
| 340 | 26 | ||||||||
| 341 | 31 | ||||||||
| 342 | 31 | ||||||||
| 343 | 41 | ||||||||
| 344 | 27 | ||||||||
| 345 | 35 | ||||||||
| 346 | 27 | ||||||||
| 347 | 38 | ||||||||
| 348 | 32 | ||||||||
| 349 | 33 | ||||||||
| 350 | 30 | ||||||||
| 351 | 34 | ||||||||
| 352 | 32 | ||||||||
| 353 | 38 | ||||||||
| 354 | 27 | ||||||||
| 355 | 29 | ||||||||
| 356 | 31 | ||||||||
| 357 | 14 | ||||||||
| 358 | 33 | ||||||||
| 359 | 30 | ||||||||
| 360 | 31 | ||||||||
| 361 | 35 | ||||||||
| 362 | 27 | ||||||||
| 363 | 31 | ||||||||
| 364 | 34 | ||||||||
| 365 | 33 | ||||||||
| 366 | 27 | ||||||||
| 367 | 37 | ||||||||
| 368 | 37 | ||||||||
| 369 | 21 | ||||||||
| 370 | 22 | ||||||||
| 371 | 32 | ||||||||
| 372 | 20 | ||||||||
| 373 | 38 | ||||||||
| 374 | 28 | ||||||||
| 375 | 31 | ||||||||
| 376 | 22 | ||||||||
| 377 | 29 | ||||||||
| 378 | 33 | ||||||||
| 379 | 36 | ||||||||
| 380 | 26 | ||||||||
| 381 | 17 | ||||||||
| 382 | 25 | ||||||||
| 383 | 29 | ||||||||
| 384 | 41 | ||||||||
| 385 | 39 | ||||||||
| 386 | 38 | ||||||||
| 387 | 36 | ||||||||
| 388 | 33 | ||||||||
| 389 | 22 | ||||||||
| 390 | 32 | ||||||||
| 391 | 34 | ||||||||
| 392 | 25 | ||||||||
| 393 | 29 | ||||||||
| 394 | 23 | ||||||||
| 395 | 30 | ||||||||
| 396 | 26 | ||||||||
| 397 | 30 | ||||||||
| 398 | 29 | ||||||||
| 399 | 32 | ||||||||
| 400 | 27 | ||||||||
| 401 | 26 | ||||||||
| 402 | 35 | ||||||||
| 403 | 34 | ||||||||
| 404 | 30 | ||||||||
| 405 | 29 | ||||||||
| 406 | 41 | ||||||||
| 407 | 26 | ||||||||
| 408 | 37 | ||||||||
| 409 | 25 | ||||||||
| 410 | 33 | ||||||||
| 411 | 43 | ||||||||
| 412 | 29 | ||||||||
| 413 | 37 | ||||||||
| 414 | 42 | ||||||||
| 415 | 29 | ||||||||
| 416 | 28 | ||||||||
| 417 | 30 | ||||||||
| 418 | 39 | ||||||||
| 419 | 34 | ||||||||
| 420 | 28 | ||||||||
| 421 | 24 | ||||||||
| 422 | 34 | ||||||||
| 423 | 29 | ||||||||
| 424 | 35 | ||||||||
| 425 | 27 | ||||||||
| 426 | 42 | ||||||||
| 427 | 37 | ||||||||
| 428 | 42 | ||||||||
| 429 | 31 | ||||||||
| 430 | 29 | ||||||||
| 431 | 37 | ||||||||
| 432 | 30 | ||||||||
| 433 | 30 | ||||||||
| 434 | 18 | ||||||||
| 435 | 22 | ||||||||
| 436 | 24 | ||||||||
| 437 | 40 | ||||||||
| 438 | 35 | ||||||||
| 439 | 32 | ||||||||
| 440 | 38 | ||||||||
| 441 | 32 | ||||||||
| 442 | 36 | ||||||||
| 443 | 34 | ||||||||
| 444 | 19 | ||||||||
| 445 | 32 | ||||||||
| 446 | 31 | ||||||||
| 447 | 30 | ||||||||
| 448 | 29 | ||||||||
| 449 | 36 | ||||||||
| 450 | 33 | ||||||||
| 451 | 36 | ||||||||
| 452 | 36 | ||||||||
| 453 | 25 | ||||||||
| 454 | 33 | ||||||||
| 455 | 24 | ||||||||
| 456 | 32 | ||||||||
| 457 | 27 | ||||||||
| 458 | 34 | ||||||||
| 459 | 27 | ||||||||
| 460 | 28 | ||||||||
| 461 | 27 | ||||||||
| 462 | 40 | ||||||||
| 463 | 26 | ||||||||
| 464 | 30 | ||||||||
| 465 | 26 | ||||||||
| 466 | 31 | ||||||||
| 467 | 28 | ||||||||
| 468 | 24 | ||||||||
| 469 | 35 | ||||||||
| 470 | 31 | ||||||||
| 471 | 25 | ||||||||
| 472 | 29 | ||||||||
| 473 | 38 | ||||||||
| 474 | 31 | ||||||||
| 475 | 23 | ||||||||
| 476 | 30 | ||||||||
| 477 | 40 | ||||||||
| 478 | 33 | ||||||||
| 479 | 30 | ||||||||
| 480 | 27 | ||||||||
| 481 | 30 | ||||||||
| 482 | 31 | ||||||||
| 483 | 30 | ||||||||
| 484 | 30 | ||||||||
| 485 | 30 | ||||||||
| 486 | 25 | ||||||||
| 487 | 36 | ||||||||
| 488 | 32 | ||||||||
| 489 | 32 | ||||||||
| 490 | 26 | ||||||||
| 491 | 34 | ||||||||
| 492 | 31 | ||||||||
| 493 | 28 | ||||||||
| 494 | 31 | ||||||||
| 495 | 26 | ||||||||
| 496 | 33 | ||||||||
| 497 | 37 | ||||||||
| 498 | 35 | ||||||||
| 499 | 28 | ||||||||
| 500 | 16 | ||||||||
| 501 | 31 | ||||||||
| 502 | 32 | ||||||||
| 503 | 26 | ||||||||
| 504 | 28 | ||||||||
| 505 | 25 | ||||||||
| 506 | 34 | ||||||||
| 507 | 30 | ||||||||
| 508 | 32 | ||||||||
| 509 | 35 | ||||||||
| 510 | 31 | ||||||||
| 511 | 33 | ||||||||
| 512 | 22 | ||||||||
| 513 | 31 | ||||||||
| 514 | 38 | ||||||||
| 515 | 29 | ||||||||
| 516 | 33 | ||||||||
| 517 | 26 | ||||||||
| 518 | 43 | ||||||||
| 519 | 36 | ||||||||
| 520 | 29 | ||||||||
| 521 | 33 | ||||||||
| 522 | 27 | ||||||||
| 523 | 31 | ||||||||
| 524 | 16 | ||||||||
| 525 | 38 | ||||||||
| 526 | 36 | ||||||||
| 527 | 27 | ||||||||
| 528 | 25 | ||||||||
| 529 | 34 | ||||||||
| 530 | 31 | ||||||||
| 531 | 28 | ||||||||
| 532 | 31 | ||||||||
| 533 | 21 | ||||||||
| 534 | 27 | ||||||||
| 535 | 35 | ||||||||
| 536 | 33 | ||||||||
| 537 | 21 | ||||||||
| 538 | 36 | ||||||||
| 539 | 37 | ||||||||
| 540 | 37 | ||||||||
| 541 | 43 | ||||||||
| 542 | 29 | ||||||||
| 543 | 36 | ||||||||
| 544 | 34 | ||||||||
| 545 | 33 | ||||||||
| 546 | 26 | ||||||||
| 547 | 26 | ||||||||
| 548 | 29 | ||||||||
| 549 | 31 | ||||||||
| 550 | 32 | ||||||||
| 551 | 24 | ||||||||
| 552 | 33 | ||||||||
| 553 | 24 | ||||||||
| 554 | 36 | ||||||||
| 555 | 31 | ||||||||
| 556 | 38 | ||||||||
| 557 | 30 | ||||||||
| 558 | 19 | ||||||||
| 559 | 34 | ||||||||
| 560 | 38 | ||||||||
| 561 | 38 | ||||||||
| 562 | 24 | ||||||||
| 563 | 39 | ||||||||
| 564 | 27 | ||||||||
| 565 | 30 | ||||||||
| 566 | 35 | ||||||||
| 567 | 30 | ||||||||
| 568 | 31 | ||||||||
| 569 | 32 | ||||||||
| 570 | 23 | ||||||||
| 571 | 27 | ||||||||
| 572 | 32 | ||||||||
| 573 | 30 | ||||||||
| 574 | 34 | ||||||||
| 575 | 27 | ||||||||
| 576 | 20 | ||||||||
| 577 | 37 | ||||||||
| 578 | 31 | ||||||||
| 579 | 35 | ||||||||
| 580 | 35 | ||||||||
| 581 | 32 | ||||||||
| 582 | 29 | ||||||||
| 583 | 34 | ||||||||
| 584 | 36 | ||||||||
| 585 | 23 | ||||||||
| 586 | 26 | ||||||||
| 587 | 33 | ||||||||
| 588 | 31 | ||||||||
| 589 | 20 | ||||||||
| 590 | 22 | ||||||||
| 591 | 37 | ||||||||
| 592 | 25 | ||||||||
| 593 | 25 | ||||||||
| 594 | 26 | ||||||||
| 595 | 38 | ||||||||
| 596 | 37 | ||||||||
| 597 | 24 | ||||||||
| 598 | 26 | ||||||||
| 599 | 32 | ||||||||
| 600 | 25 | ||||||||
| 601 | 25 | ||||||||
| 602 | 30 | ||||||||
| 603 | 28 | ||||||||
| 604 | 32 | ||||||||
| 605 | 29 | ||||||||
| 606 | 18 | ||||||||
| 607 | 30 | ||||||||
| 608 | 21 | ||||||||
| 609 | 32 | ||||||||
| 610 | 32 | ||||||||
| 611 | 32 | ||||||||
| 612 | 37 | ||||||||
| 613 | 37 | ||||||||
| 614 | 32 | ||||||||
| 615 | 23 | ||||||||
| 616 | 26 | ||||||||
| 617 | 41 | ||||||||
| 618 | 33 | ||||||||
| 619 | 26 | ||||||||
| 620 | 29 | ||||||||
| 621 | 30 | ||||||||
| 622 | 24 | ||||||||
| 623 | 22 | ||||||||
| 624 | 30 | ||||||||
| 625 | 40 | ||||||||
| 626 | 24 | ||||||||
| 627 | 35 | ||||||||
| 628 | 23 | ||||||||
| 629 | 28 | ||||||||
| 630 | 34 | ||||||||
| 631 | 29 | ||||||||
| 632 | 27 | ||||||||
| 633 | 27 | ||||||||
| 634 | 30 | ||||||||
| 635 | 23 | ||||||||
| 636 | 29 | ||||||||
| 637 | 33 | ||||||||
| 638 | 26 | ||||||||
| 639 | 37 | ||||||||
| 640 | 30 | ||||||||
| 641 | 34 | ||||||||
| 642 | 29 | ||||||||
| 643 | 31 | ||||||||
| 644 | 25 | ||||||||
| 645 | 24 | ||||||||
| 646 | 28 | ||||||||
| 647 | 36 | ||||||||
| 648 | 29 | ||||||||
| 649 | 28 | ||||||||
| 650 | 31 | ||||||||
| 651 | 20 | ||||||||
| 652 | 31 | ||||||||
| 653 | 32 | ||||||||
| 654 | 32 | ||||||||
| 655 | 25 | ||||||||
| 656 | 30 | ||||||||
| 657 | 34 | ||||||||
| 658 | 30 | ||||||||
| 659 | 34 | ||||||||
| 660 | 21 | ||||||||
| 661 | 27 | ||||||||
| 662 | 32 | ||||||||
| 663 | 30 | ||||||||
| 664 | 26 | ||||||||
| 665 | 29 | ||||||||
| 666 | 32 | ||||||||
| 667 | 24 | ||||||||
| 668 | 27 | ||||||||
| 669 | 25 | ||||||||
| 670 | 32 | ||||||||
| 671 | 30 | ||||||||
| 672 | 35 | ||||||||
| 673 | 27 | ||||||||
| 674 | 41 | ||||||||
| 675 | 22 | ||||||||
| 676 | 35 | ||||||||
| 677 | 26 | ||||||||
| 678 | 27 | ||||||||
| 679 | 21 | ||||||||
| 680 | 33 | ||||||||
| 681 | 33 | ||||||||
| 682 | 20 | ||||||||
| 683 | 29 | ||||||||
| 684 | 28 | ||||||||
| 685 | 31 | ||||||||
| 686 | 32 | ||||||||
| 687 | 24 | ||||||||
| 688 | 21 | ||||||||
| 689 | 37 | ||||||||
| 690 | 36 | ||||||||
| 691 | 30 | ||||||||
| 692 | 30 | ||||||||
| 693 | 35 | ||||||||
| 694 | 38 | ||||||||
| 695 | 33 | ||||||||
| 696 | 40 | ||||||||
| 697 | 30 | ||||||||
| 698 | 35 | ||||||||
| 699 | 20 | ||||||||
| 700 | 29 | ||||||||
| 701 | 35 | ||||||||
| 702 | 35 | ||||||||
| 703 | 35 | ||||||||
| 704 | 26 | ||||||||
| 705 | 32 | ||||||||
| 706 | 29 | ||||||||
| 707 | 28 | ||||||||
| 708 | 18 | ||||||||
| 709 | 26 | ||||||||
| 710 | 21 | ||||||||
| 711 | 30 | ||||||||
| 712 | 33 | ||||||||
| 713 | 32 | ||||||||
| 714 | 29 | ||||||||
| 715 | 31 | ||||||||
| 716 | 26 | ||||||||
| 717 | 36 | ||||||||
| 718 | 37 | ||||||||
| 719 | 40 | ||||||||
| 720 | 35 | ||||||||
| 721 | 28 | ||||||||
| 722 | 29 | ||||||||
| 723 | 32 | ||||||||
| 724 | 30 | ||||||||
| 725 | 27 | ||||||||
| 726 | 27 | ||||||||
| 727 | 29 | ||||||||
| 728 | 24 | ||||||||
| 729 | 34 | ||||||||
| 730 | 32 | ||||||||
| 731 | 24 | ||||||||
| 732 | 22 | ||||||||
| 733 | 32 | ||||||||
| 734 | 30 | ||||||||
| 735 | 25 | ||||||||
| 736 | 31 | ||||||||
| 737 | 33 | ||||||||
| 738 | 39 | ||||||||
| 739 | 30 | ||||||||
| 740 | 44 | ||||||||
| 741 | 23 | ||||||||
| 742 | 31 | ||||||||
| 743 | 23 | ||||||||
| 744 | 32 | ||||||||
| 745 | 28 | ||||||||
| 746 | 40 | ||||||||
| 747 | 12 | ||||||||
| 748 | 30 | ||||||||
| 749 | 25 | ||||||||
| 750 | 27 | ||||||||
| 751 | 28 | ||||||||
| 752 | 29 | ||||||||
| 753 | 27 | ||||||||
| 754 | 25 | ||||||||
| 755 | 30 | ||||||||
| 756 | 37 | ||||||||
| 757 | 23 | ||||||||
| 758 | 29 | ||||||||
| 759 | 30 | ||||||||
| 760 | 30 | ||||||||
| 761 | 37 | ||||||||
| 762 | 30 | ||||||||
| 763 | 28 | ||||||||
| 764 | 32 | ||||||||
| 765 | 25 | ||||||||
| 766 | 35 | ||||||||
| 767 | 33 | ||||||||
| 768 | 31 | ||||||||
| 769 | 34 | ||||||||
| 770 | 31 | ||||||||
| 771 | 23 | ||||||||
| 772 | 32 | ||||||||
| 773 | 29 | ||||||||
| 774 | 31 | ||||||||
| 775 | 28 | ||||||||
| 776 | 23 | ||||||||
| 777 | 25 | ||||||||
| 778 | 31 | ||||||||
| 779 | 28 | ||||||||
| 780 | 27 | ||||||||
| 781 | 24 | ||||||||
| 782 | 38 | ||||||||
| 783 | 38 | ||||||||
| 784 | 29 | ||||||||
| 785 | 41 | ||||||||
| 786 | 37 | ||||||||
| 787 | 38 | ||||||||
| 788 | 20 | ||||||||
| 789 | 33 | ||||||||
| 790 | 24 | ||||||||
| 791 | 27 | ||||||||
| 792 | 29 | ||||||||
| 793 | 25 | ||||||||
| 794 | 31 | ||||||||
| 795 | 23 | ||||||||
| 796 | 27 | ||||||||
| 797 | 30 | ||||||||
| 798 | 34 | ||||||||
| 799 | 30 | ||||||||
| 800 | 44 | ||||||||
| 801 | 24 | ||||||||
| 802 | 35 | ||||||||
| 803 | 33 | ||||||||
| 804 | 29 | ||||||||
| 805 | 32 | ||||||||
| 806 | 29 | ||||||||
| 807 | 35 | ||||||||
| 808 | 33 | ||||||||
| 809 | 34 | ||||||||
| 810 | 29 | ||||||||
| 811 | 40 | ||||||||
| 812 | 24 | ||||||||
| 813 | 40 | ||||||||
| 814 | 30 | ||||||||
| 815 | 25 | ||||||||
| 816 | 29 | ||||||||
| 817 | 27 | ||||||||
| 818 | 24 | ||||||||
| 819 | 33 | ||||||||
| 820 | 27 | ||||||||
| 821 | 24 | ||||||||
| 822 | 31 | ||||||||
| 823 | 29 | ||||||||
| 824 | 31 | ||||||||
| 825 | 34 | ||||||||
| 826 | 35 | ||||||||
| 827 | 24 | ||||||||
| 828 | 30 | ||||||||
| 829 | 26 | ||||||||
| 830 | 33 | ||||||||
| 831 | 36 | ||||||||
| 832 | 28 | ||||||||
| 833 | 27 | ||||||||
| 834 | 30 | ||||||||
| 835 | 36 | ||||||||
| 836 | 25 | ||||||||
| 837 | 37 | ||||||||
| 838 | 39 | ||||||||
| 839 | 39 | ||||||||
| 840 | 32 | ||||||||
| 841 | 40 | ||||||||
| 842 | 21 | ||||||||
| 843 | 24 | ||||||||
| 844 | 24 | ||||||||
| 845 | 30 | ||||||||
| 846 | 36 | ||||||||
| 847 | 29 | ||||||||
| 848 | 36 | ||||||||
| 849 | 29 | ||||||||
| 850 | 26 | ||||||||
| 851 | 32 | ||||||||
| 852 | 34 | ||||||||
| 853 | 37 | ||||||||
| 854 | 30 | ||||||||
| 855 | 27 | ||||||||
| 856 | 31 | ||||||||
| 857 | 26 | ||||||||
| 858 | 31 | ||||||||
| 859 | 28 | ||||||||
| 860 | 31 | ||||||||
| 861 | 40 | ||||||||
| 862 | 32 | ||||||||
| 863 | 26 | ||||||||
| 864 | 31 | ||||||||
| 865 | 29 | ||||||||
| 866 | 33 | ||||||||
| 867 | 31 | ||||||||
| 868 | 33 | ||||||||
| 869 | 25 | ||||||||
| 870 | 28 | ||||||||
| 871 | 28 | ||||||||
| 872 | 29 | ||||||||
| 873 | 30 | ||||||||
| 874 | 31 | ||||||||
| 875 | 25 | ||||||||
| 876 | 26 | ||||||||
| 877 | 36 | ||||||||
| 878 | 22 | ||||||||
| 879 | 29 | ||||||||
| 880 | 39 | ||||||||
| 881 | 45 | ||||||||
| 882 | 29 | ||||||||
| 883 | 38 | ||||||||
| 884 | 26 | ||||||||
| 885 | 27 | ||||||||
| 886 | 33 | ||||||||
| 887 | 30 | ||||||||
| 888 | 29 | ||||||||
| 889 | 23 | ||||||||
| 890 | 31 | ||||||||
| 891 | 37 | ||||||||
| 892 | 27 | ||||||||
| 893 | 26 | ||||||||
| 894 | 40 | ||||||||
| 895 | 28 | ||||||||
| 896 | 40 | ||||||||
| 897 | 24 | ||||||||
| 898 | 34 | ||||||||
| 899 | 31 | ||||||||
| 900 | 29 | ||||||||
| 901 | 21 | ||||||||
| 902 | 21 | ||||||||
| 903 | 29 | ||||||||
| 904 | 29 | ||||||||
| 905 | 33 | ||||||||
| 906 | 34 | ||||||||
| 907 | 35 | ||||||||
| 908 | 20 | ||||||||
| 909 | 34 | ||||||||
| 910 | 27 | ||||||||
| 911 | 25 | ||||||||
| 912 | 27 | ||||||||
| 913 | 32 | ||||||||
| 914 | 26 | ||||||||
| 915 | 19 | ||||||||
| 916 | 15 | ||||||||
| 917 | 32 | ||||||||
| 918 | 26 | ||||||||
| 919 | 25 | ||||||||
| 920 | 25 | ||||||||
| 921 | 26 | ||||||||
| 922 | 30 | ||||||||
| 923 | 31 | ||||||||
| 924 | 32 | ||||||||
| 925 | 23 | ||||||||
| 926 | 27 | ||||||||
| 927 | 23 | ||||||||
| 928 | 23 | ||||||||
| 929 | 33 | ||||||||
| 930 | 33 | ||||||||
| 931 | 33 | ||||||||
| 932 | 32 | ||||||||
| 933 | 28 | ||||||||
| 934 | 19 | ||||||||
| 935 | 40 | ||||||||
| 936 | 30 | ||||||||
| 937 | 31 | ||||||||
| 938 | 25 | ||||||||
| 939 | 31 | ||||||||
| 940 | 33 | ||||||||
| 941 | 43 | ||||||||
| 942 | 36 | ||||||||
| 943 | 34 | ||||||||
| 944 | 29 | ||||||||
| 945 | 34 | ||||||||
| 946 | 27 | ||||||||
| 947 | 30 | ||||||||
| 948 | 29 | ||||||||
| 949 | 31 | ||||||||
| 950 | 31 | ||||||||
| 951 | 16 | ||||||||
| 952 | 26 | ||||||||
| 953 | 27 | ||||||||
| 954 | 31 | ||||||||
| 955 | 18 | ||||||||
| 956 | 23 | ||||||||
| 957 | 27 | ||||||||
| 958 | 35 | ||||||||
| 959 | 27 | ||||||||
| 960 | 33 | ||||||||
| 961 | 32 | ||||||||
| 962 | 36 | ||||||||
| 963 | 29 | ||||||||
| 964 | 32 | ||||||||
| 965 | 31 | ||||||||
| 966 | 27 | ||||||||
| 967 | 44 | ||||||||
| 968 | 27 | ||||||||
| 969 | 31 | ||||||||
| 970 | 37 | ||||||||
| 971 | 35 | ||||||||
| 972 | 25 | ||||||||
| 973 | 33 | ||||||||
| 974 | 29 | ||||||||
| 975 | 34 | ||||||||
| 976 | 32 | ||||||||
| 977 | 32 | ||||||||
| 978 | 27 | ||||||||
| 979 | 29 | ||||||||
| 980 | 23 | ||||||||
| 981 | 30 | ||||||||
| 982 | 20 | ||||||||
| 983 | 28 | ||||||||
| 984 | 34 | ||||||||
| 985 | 31 | ||||||||
| 986 | 33 | ||||||||
| 987 | 28 | ||||||||
| 988 | 35 | ||||||||
| 989 | 31 | ||||||||
| 990 | 36 | ||||||||
| 991 | 24 | ||||||||
| 992 | 35 | ||||||||
| 993 | 24 | ||||||||
| 994 | 34 | ||||||||
| 995 | 33 | ||||||||
| 996 | 34 | ||||||||
| 997 | 25 | ||||||||
| 998 | 32 | ||||||||
| 999 | 27 | ||||||||
| 1000 | 21 | ||||||||
| 1001 | 34 | ||||||||
| 1002 | 32 | ||||||||
| 1003 | 35 | ||||||||
| 1004 | 21 | ||||||||
| 1005 | 23 | ||||||||
| 1006 | 32 | ||||||||
| 1007 | 30 | ||||||||
| 1008 | 35 | ||||||||
| 1009 | 24 | ||||||||
| 1010 | 21 | ||||||||
| 1011 | 32 | ||||||||
| 1012 | 38 | ||||||||
| 1013 | 32 | ||||||||
| 1014 | 32 | ||||||||
| 1015 | 36 | ||||||||
| 1016 | 39 | ||||||||
| 1017 | 25 | ||||||||
| 1018 | 29 | ||||||||
| 1019 | 28 | ||||||||
| 1020 | 23 | ||||||||
| 1021 | 35 | ||||||||
| 1022 | 32 | ||||||||
| 1023 | 21 | ||||||||
| 1024 | 27 | ||||||||
| 1025 | 28 | ||||||||
| 1026 | 23 | ||||||||
| 1027 | 37 | ||||||||
| 1028 | 30 | ||||||||
| 1029 | 29 | ||||||||
| 1030 | 24 | ||||||||
| 1031 | 32 | ||||||||
| 1032 | 24 | ||||||||
| 1033 | 28 | ||||||||
| 1034 | 34 | ||||||||
| 1035 | 23 | ||||||||
| 1036 | 35 | ||||||||
| 1037 | 22 | ||||||||
| 1038 | 24 | ||||||||
| 1039 | 33 | ||||||||
| 1040 | 28 | ||||||||
| 1041 | 17 | ||||||||
| 1042 | 36 | ||||||||
| 1043 | 26 | ||||||||
| 1044 | 38 | ||||||||
| 1045 | 26 | ||||||||
| 1046 | 33 | ||||||||
| 1047 | 29 | ||||||||
| 1048 | 25 | ||||||||
| 1049 | 33 | ||||||||
| 1050 | 34 | ||||||||
| 1051 | 28 | ||||||||
| 1052 | 29 | ||||||||
| 1053 | 33 | ||||||||
| 1054 | 23 | ||||||||
| 1055 | 32 | ||||||||
| 1056 | 35 | ||||||||
| 1057 | 25 | ||||||||
| 1058 | 29 | ||||||||
| 1059 | 25 | ||||||||
| 1060 | 31 | ||||||||
| 1061 | 26 | ||||||||
| 1062 | 35 | ||||||||
| 1063 | 35 | ||||||||
| 1064 | 27 | ||||||||
| 1065 | 34 | ||||||||
| 1066 | 29 | ||||||||
| 1067 | 31 | ||||||||
| 1068 | 36 | ||||||||
| 1069 | 34 | ||||||||
| 1070 | 37 | ||||||||
| 1071 | 37 | ||||||||
| 1072 | 25 | ||||||||
| 1073 | 32 | ||||||||
| 1074 | 24 | ||||||||
| 1075 | 35 | ||||||||
| 1076 | 32 | ||||||||
| 1077 | 25 | ||||||||
| 1078 | 33 | ||||||||
| 1079 | 34 | ||||||||
| 1080 | 32 | ||||||||
| 1081 | 28 | ||||||||
| 1082 | 37 | ||||||||
| 1083 | 24 | ||||||||
| 1084 | 36 | ||||||||
| 1085 | 31 | ||||||||
| 1086 | 30 | ||||||||
| 1087 | 37 | ||||||||
| 1088 | 22 | ||||||||
| 1089 | 20 | ||||||||
| 1090 | 19 | ||||||||
| 1091 | 29 | ||||||||
| 1092 | 32 | ||||||||
| 1093 | 22 | ||||||||
| 1094 | 32 | ||||||||
| 1095 | 41 | ||||||||
| 1096 | 35 | ||||||||
| 1097 | 37 | ||||||||
| 1098 | 31 | ||||||||
| 1099 | 32 | ||||||||
| 1100 | 36 | ||||||||
| 1101 | 36 | ||||||||
| 1102 | 23 | ||||||||
| 1103 | 37 | ||||||||
| 1104 | 34 | ||||||||
| 1105 | 31 | ||||||||
| 1106 | 44 | ||||||||
| 1107 | 30 | ||||||||
| 1108 | 30 | ||||||||
| 1109 | 32 | ||||||||
| 1110 | 28 | ||||||||
| 1111 | 20 | ||||||||
| 1112 | 35 | ||||||||
| 1113 | 24 | ||||||||
| 1114 | 28 | ||||||||
| 1115 | 33 | ||||||||
| 1116 | 27 | ||||||||
| 1117 | 26 | ||||||||
| 1118 | 36 | ||||||||
| 1119 | 32 | ||||||||
| 1120 | 35 | ||||||||
| 1121 | 28 | ||||||||
| 1122 | 36 | ||||||||
| 1123 | 31 | ||||||||
| 1124 | 26 | ||||||||
| 1125 | 27 | ||||||||
| 1126 | 32 | ||||||||
| 1127 | 31 | ||||||||
| 1128 | 29 | ||||||||
| 1129 | 34 | ||||||||
| 1130 | 37 | ||||||||
| 1131 | 24 | ||||||||
| 1132 | 29 | ||||||||
| 1133 | 37 | ||||||||
| 1134 | 20 | ||||||||
| 1135 | 33 | ||||||||
| 1136 | 33 | ||||||||
| 1137 | 22 | ||||||||
| 1138 | 24 | ||||||||
| 1139 | 22 | ||||||||
| 1140 | 31 | ||||||||
| 1141 | 25 | ||||||||
| 1142 | 30 | ||||||||
| 1143 | 22 | ||||||||
| 1144 | 34 | ||||||||
| 1145 | 37 | ||||||||
| 1146 | 20 | ||||||||
| 1147 | 23 | ||||||||
| 1148 | 39 | ||||||||
| 1149 | 19 | ||||||||
| 1150 | 20 | ||||||||
| 1151 | 25 | ||||||||
| 1152 | 21 | ||||||||
| 1153 | 27 | ||||||||
| 1154 | 33 | ||||||||
| 1155 | 31 | ||||||||
| 1156 | 21 | ||||||||
| 1157 | 34 | ||||||||
| 1158 | 25 | ||||||||
| 1159 | 35 | ||||||||
| 1160 | 24 | ||||||||
| 1161 | 23 | ||||||||
| 1162 | 28 | ||||||||
| 1163 | 31 | ||||||||
| 1164 | 27 | ||||||||
| 1165 | 29 | ||||||||
| 1166 | 29 | ||||||||
| 1167 | 25 | ||||||||
| 1168 | 28 | ||||||||
| 1169 | 29 | ||||||||
| 1170 | 24 | ||||||||
| 1171 | 19 | ||||||||
| 1172 | 29 | ||||||||
| 1173 | 42 | ||||||||
| 1174 | 32 | ||||||||
| 1175 | 35 | ||||||||
| 1176 | 33 | ||||||||
| 1177 | 32 | ||||||||
| 1178 | 30 | ||||||||
| 1179 | 18 | ||||||||
| 1180 | 31 | ||||||||
| 1181 | 20 | ||||||||
| 1182 | 36 | ||||||||
| 1183 | 21 | ||||||||
| 1184 | 25 | ||||||||
| 1185 | 39 | ||||||||
| 1186 | 25 | ||||||||
| 1187 | 30 | ||||||||
| 1188 | 27 | ||||||||
| 1189 | 29 | ||||||||
| 1190 | 35 | ||||||||
| 1191 | 34 | ||||||||
| 1192 | 29 | ||||||||
| 1193 | 32 | ||||||||
| 1194 | 32 | ||||||||
| 1195 | 43 | ||||||||
| 1196 | 29 | ||||||||
| 1197 | 40 | ||||||||
| 1198 | 32 | ||||||||
| 1199 | 25 | ||||||||
| 1200 | 27 | ||||||||
| 1201 | 33 | ||||||||
| 1202 | 26 | ||||||||
| 1203 | 27 | ||||||||
| 1204 | 26 | ||||||||
| 1205 | 24 | ||||||||
| 1206 | 31 | ||||||||
| 1207 | 27 | ||||||||
| 1208 | 20 | ||||||||
| 1209 | 27 | ||||||||
| 1210 | 33 | ||||||||
| 1211 | 25 | ||||||||
| 1212 | 31 | ||||||||
| 1213 | 30 | ||||||||
| 1214 | 32 | ||||||||
| 1215 | 36 | ||||||||
| 1216 | 27 | ||||||||
| 1217 | 32 | ||||||||
| 1218 | 32 | ||||||||
| 1219 | 32 | ||||||||
| 1220 | 36 | ||||||||
| 1221 | 39 | ||||||||
| 1222 | 34 | ||||||||
| 1223 | 24 | ||||||||
| 1224 | 33 | ||||||||
| 1225 | 30 | ||||||||
| 1226 | 35 | ||||||||
| 1227 | 34 | ||||||||
| 1228 | 30 | ||||||||
| 1229 | 32 | ||||||||
| 1230 | 42 | ||||||||
| 1231 | 24 | ||||||||
| 1232 | 34 | ||||||||
| 1233 | 34 | ||||||||
| 1234 | 26 | ||||||||
| 1235 | 28 | ||||||||
| 1236 | 35 | ||||||||
| 1237 | 30 | ||||||||
| 1238 | 31 | ||||||||
| 1239 | 38 | ||||||||
| 1240 | 22 | ||||||||
| 1241 | 32 | ||||||||
| 1242 | 32 | ||||||||
| 1243 | 22 | ||||||||
| 1244 | 23 | ||||||||
| 1245 | 35 | ||||||||
| 1246 | 35 | ||||||||
| 1247 | 31 | ||||||||
| 1248 | 33 | ||||||||
| 1249 | 36 | ||||||||
| 1250 | 37 | ||||||||
| 1251 | 24 | ||||||||
| 1252 | 23 | ||||||||
| 1253 | 33 | ||||||||
| 1254 | 21 | ||||||||
| 1255 | 34 | ||||||||
| 1256 | 32 | ||||||||
| 1257 | 28 | ||||||||
| 1258 | 31 | ||||||||
| 1259 | 29 | ||||||||
| 1260 | 34 | ||||||||
| 1261 | 17 | ||||||||
| 1262 | 34 | ||||||||
| 1263 | 22 | ||||||||
| 1264 | 21 | ||||||||
| 1265 | 34 | ||||||||
| 1266 | 23 | ||||||||
| 1267 | 41 | ||||||||
| 1268 | 31 | ||||||||
| 1269 | 31 | ||||||||
| 1270 | 28 | ||||||||
| 1271 | 26 | ||||||||
| 1272 | 34 | ||||||||
| 1273 | 20 | ||||||||
| 1274 | 24 | ||||||||
| 1275 | 21 | ||||||||
| 1276 | 32 | ||||||||
| 1277 | 30 | ||||||||
| 1278 | 29 | ||||||||
| 1279 | 27 | ||||||||
| 1280 | 36 | ||||||||
| 1281 | 25 | ||||||||
| 1282 | 33 | ||||||||
| 1283 | 23 | ||||||||
| 1284 | 34 | ||||||||
| 1285 | 33 | ||||||||
| 1286 | 28 | ||||||||
| 1287 | 17 | ||||||||
| 1288 | 27 | ||||||||
| 1289 | 29 | ||||||||
| 1290 | 29 | ||||||||
| 1291 | 32 | ||||||||
| 1292 | 43 | ||||||||
| 1293 | 30 | ||||||||
| 1294 | 25 | ||||||||
| 1295 | 29 | ||||||||
| 1296 | 27 | ||||||||
| 1297 | 28 | ||||||||
| 1298 | 31 | ||||||||
| 1299 | 31 | ||||||||
| 1300 | 40 | ||||||||
| 1301 | 28 | ||||||||
| 1302 | 26 | ||||||||
| 1303 | 33 | ||||||||
| 1304 | 33 | ||||||||
| 1305 | 33 | ||||||||
| 1306 | 22 | ||||||||
| 1307 | 40 | ||||||||
| 1308 | 36 | ||||||||
| 1309 | 27 | ||||||||
| 1310 | 30 | ||||||||
| 1311 | 40 | ||||||||
| 1312 | 22 | ||||||||
| 1313 | 26 | ||||||||
| 1314 | 26 | ||||||||
| 1315 | 29 | ||||||||
| 1316 | 36 | ||||||||
| 1317 | 22 | ||||||||
| 1318 | 38 | ||||||||
| 1319 | 24 | ||||||||
| 1320 | 36 | ||||||||
| 1321 | 29 | ||||||||
| 1322 | 29 | ||||||||
| 1323 | 35 | ||||||||
| 1324 | 33 | ||||||||
| 1325 | 31 | ||||||||
| 1326 | 26 | ||||||||
| 1327 | 27 | ||||||||
| 1328 | 25 | ||||||||
| 1329 | 26 | ||||||||
| 1330 | 30 | ||||||||
| 1331 | 32 | ||||||||
| 1332 | 34 | ||||||||
| 1333 | 32 | ||||||||
| 1334 | 29 | ||||||||
| 1335 | 42 | ||||||||
| 1336 | 33 | ||||||||
| 1337 | 25 | ||||||||
| 1338 | 27 | ||||||||
| 1339 | 26 | ||||||||
| 1340 | 26 | ||||||||
| 1341 | 15 | ||||||||
| 1342 | 46 | ||||||||
| 1343 | 20 | ||||||||
| 1344 | 40 | ||||||||
| 1345 | 26 | ||||||||
| 1346 | 33 | ||||||||
| 1347 | 22 | ||||||||
| 1348 | 28 | ||||||||
| 1349 | 25 | ||||||||
| 1350 | 34 | ||||||||
| 1351 | 34 | ||||||||
| 1352 | 31 | ||||||||
| 1353 | 25 | ||||||||
| 1354 | 37 | ||||||||
| 1355 | 23 | ||||||||
| 1356 | 38 | ||||||||
| 1357 | 23 | ||||||||
| 1358 | 31 | ||||||||
| 1359 | 32 | ||||||||
| 1360 | 38 | ||||||||
| 1361 | 28 | ||||||||
| 1362 | 35 | ||||||||
| 1363 | 24 | ||||||||
| 1364 | 25 | ||||||||
| 1365 | 29 | ||||||||
| 1366 | 34 | ||||||||
| 1367 | 33 | ||||||||
| 1368 | 33 | ||||||||
| 1369 | 38 | ||||||||
| 1370 | 23 | ||||||||
| 1371 | 30 | ||||||||
| 1372 | 28 | ||||||||
| 1373 | 33 | ||||||||
| 1374 | 21 | ||||||||
| 1375 | 35 | ||||||||
| 1376 | 33 | ||||||||
| 1377 | 35 | ||||||||
| 1378 | 25 | ||||||||
| 1379 | 31 | ||||||||
| 1380 | 28 | ||||||||
| 1381 | 24 | ||||||||
| 1382 | 35 | ||||||||
| 1383 | 30 | ||||||||
| 1384 | 26 | ||||||||
| 1385 | 30 | ||||||||
| 1386 | 30 | ||||||||
| 1387 | 30 | ||||||||
| 1388 | 33 | ||||||||
| 1389 | 24 | ||||||||
| 1390 | 39 | ||||||||
| 1391 | 31 | ||||||||
| 1392 | 27 | ||||||||
| 1393 | 22 | ||||||||
| 1394 | 30 | ||||||||
| 1395 | 23 | ||||||||
| 1396 | 25 | ||||||||
| 1397 | 28 | ||||||||
| 1398 | 32 | ||||||||
| 1399 | 25 | ||||||||
| 1400 | 31 | ||||||||
| 1401 | 34 | ||||||||
| 1402 | 37 | ||||||||
| 1403 | 21 | ||||||||
| 1404 | 31 | ||||||||
| 1405 | 36 | ||||||||
| 1406 | 34 | ||||||||
| 1407 | 25 | ||||||||
| 1408 | 33 | ||||||||
| 1409 | 34 | ||||||||
| 1410 | 26 | ||||||||
| 1411 | 35 | ||||||||
| 1412 | 27 | ||||||||
| 1413 | 24 | ||||||||
| 1414 | 25 | ||||||||
| 1415 | 26 | ||||||||
| 1416 | 28 | ||||||||
| 1417 | 31 | ||||||||
| 1418 | 29 | ||||||||
| 1419 | 33 | ||||||||
| 1420 | 43 | ||||||||
| 1421 | 18 | ||||||||
| 1422 | 27 | ||||||||
| 1423 | 23 |
Chart4
| 37987 | 5 | 19.325 |
| 14 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 19 | 5 | 19.325 |
| 15 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 14 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 9 | 5 | 19.325 |
| 12 | 5 | 19.325 |
| 18 | 5 | 19.325 |
| 23 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 11 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 17 | 5 | 19.325 |
| 9 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 9 | 5 | 19.325 |
| 16 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 16 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 8 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 9 | 5 | 19.325 |
| 16 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 8 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 8 | 5 | 19.325 |
| 11 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 21 | 5 | 19.325 |
| 15 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 3 | 5 | 19.325 |
Case Study Histogram
| Chicago Loan Processing Cycle Time |
| 45 |
| 20 |
| 24 |
| 31 |
| 24 |
| 29 |
| 28 |
| 34 |
| 33 |
| 25 |
| 25 |
| 25 |
| 24 |
| 30 |
| 30 |
| 32 |
| 31 |
| 27 |
| 21 |
| 36 |
| 28 |
| 35 |
| 35 |
| 26 |
| 42 |
| 35 |
| 29 |
| 22 |
| 29 |
| 26 |
| 32 |
| 27 |
| 28 |
| 28 |
| 26 |
| 30 |
| 32 |
| 36 |
| 28 |
| 39 |
| 22 |
| 30 |
| 32 |
| 24 |
| 31 |
| 31 |
| 45 |
| 36 |
| 25 |
| 37 |
| 21 |
| 31 |
| 28 |
| 22 |
| 43 |
| 33 |
| 32 |
| 38 |
| 26 |
| 28 |
| 26 |
| 26 |
| 27 |
| 40 |
| 24 |
| 29 |
| 27 |
| 37 |
| 20 |
| 37 |
| 31 |
| 30 |
| 39 |
| 34 |
| 33 |
| 43 |
| 31 |
| 36 |
| 29 |
| 30 |
| 37 |
| 31 |
| 25 |
| 33 |
| 33 |
| 25 |
| 25 |
| 29 |
| 37 |
| 28 |
| 38 |
| 39 |
| 21 |
| 28 |
| 36 |
| 30 |
| 32 |
| 35 |
| 21 |
| 18 |
| 29 |
| 26 |
| 27 |
| 30 |
| 32 |
| 35 |
| 25 |
| 25 |
| 28 |
| 24 |
| 33 |
| 28 |
| 30 |
| 26 |
| 36 |
| 33 |
| 27 |
| 28 |
| 24 |
| 27 |
| 40 |
| 25 |
| 29 |
| 33 |
| 32 |
| 24 |
| 22 |
| 26 |
| 37 |
| 28 |
| 29 |
| 35 |
| 26 |
| 33 |
| 23 |
| 27 |
| 34 |
| 29 |
| 25 |
| 36 |
| 35 |
| 31 |
| 32 |
| 36 |
| 32 |
| 29 |
| 39 |
| 32 |
| 33 |
| 30 |
| 20 |
| 36 |
| 31 |
| 34 |
| 33 |
| 32 |
| 24 |
| 24 |
| 26 |
| 37 |
| 33 |
| 27 |
| 22 |
| 30 |
| 27 |
| 37 |
| 26 |
| 34 |
| 30 |
| 32 |
| 36 |
| 30 |
| 33 |
| 35 |
| 24 |
| 31 |
| 27 |
| 27 |
| 26 |
| 32 |
| 35 |
| 25 |
| 30 |
| 14 |
| 36 |
| 34 |
| 30 |
| 28 |
| 35 |
| 31 |
| 32 |
| 28 |
| 24 |
| 40 |
| 31 |
| 24 |
| 30 |
| 33 |
| 28 |
| 21 |
| 31 |
| 38 |
| 34 |
| 26 |
| 27 |
| 34 |
| 28 |
| 18 |
| 26 |
| 28 |
| 34 |
| 28 |
| 34 |
| 24 |
| 32 |
| 34 |
| 30 |
| 33 |
| 37 |
| 36 |
| 30 |
| 33 |
| 32 |
| 35 |
| 33 |
| 30 |
| 31 |
| 22 |
| 29 |
| 33 |
| 26 |
| 23 |
| 32 |
| 28 |
| 29 |
| 28 |
| 32 |
| 41 |
| 35 |
| 29 |
| 34 |
| 26 |
| 28 |
| 35 |
| 32 |
| 17 |
| 33 |
| 35 |
| 37 |
| 25 |
| 33 |
| 33 |
| 26 |
| 36 |
| 35 |
| 27 |
| 26 |
| 30 |
| 25 |
| 28 |
| 32 |
| 36 |
| 33 |
| 31 |
| 34 |
| 24 |
| 28 |
| 29 |
| 38 |
| 32 |
| 29 |
| 31 |
| 25 |
| 30 |
| 37 |
| 34 |
| 25 |
| 19 |
| 29 |
| 32 |
| 22 |
| 36 |
| 31 |
| 24 |
| 37 |
| 36 |
| 31 |
| 27 |
| 26 |
| 21 |
| 41 |
| 31 |
| 24 |
| 30 |
| 24 |
| 19 |
| 37 |
| 41 |
| 21 |
| 21 |
| 32 |
| 19 |
| 20 |
| 27 |
| 34 |
| 37 |
| 36 |
| 45 |
| 31 |
| 33 |
| 30 |
| 29 |
| 36 |
| 18 |
| 23 |
| 37 |
| 36 |
| 36 |
| 30 |
| 29 |
| 33 |
| 39 |
| 27 |
| 27 |
| 28 |
| 29 |
| 35 |
| 24 |
| 26 |
| 32 |
| 31 |
| 31 |
| 26 |
| 18 |
| 29 |
| 37 |
| 28 |
| 22 |
| 38 |
| 26 |
| 31 |
| 31 |
| 41 |
| 27 |
| 35 |
| 27 |
| 38 |
| 32 |
| 33 |
| 30 |
| 34 |
| 32 |
| 38 |
| 27 |
| 29 |
| 31 |
| 14 |
| 33 |
| 30 |
| 31 |
| 35 |
| 27 |
| 31 |
| 34 |
| 33 |
| 27 |
| 37 |
| 37 |
| 21 |
| 22 |
| 32 |
| 20 |
| 38 |
| 28 |
| 31 |
| 22 |
| 29 |
| 33 |
| 36 |
| 26 |
| 17 |
| 25 |
| 29 |
| 41 |
| 39 |
| 38 |
| 36 |
| 33 |
| 22 |
| 32 |
| 34 |
| 25 |
| 29 |
| 23 |
| 30 |
| 26 |
| 30 |
| 29 |
| 32 |
| 27 |
| 26 |
| 35 |
| 34 |
| 30 |
| 29 |
| 41 |
| 26 |
| 37 |
| 25 |
| 33 |
| 43 |
| 29 |
| 37 |
| 42 |
| 29 |
| 28 |
| 30 |
| 39 |
| 34 |
| 28 |
| 24 |
| 34 |
| 29 |
| 35 |
| 27 |
| 42 |
| 37 |
| 42 |
| 31 |
| 29 |
| 37 |
| 30 |
| 30 |
| 18 |
| 22 |
| 24 |
| 40 |
| 35 |
| 32 |
| 38 |
| 32 |
| 36 |
| 34 |
| 19 |
| 32 |
| 31 |
| 30 |
| 29 |
| 36 |
| 33 |
| 36 |
| 36 |
| 25 |
| 33 |
| 24 |
| 32 |
| 27 |
| 34 |
| 27 |
| 28 |
| 27 |
| 40 |
| 26 |
| 30 |
| 26 |
| 31 |
| 28 |
| 24 |
| 35 |
| 31 |
| 25 |
| 29 |
| 38 |
| 31 |
| 23 |
| 30 |
| 40 |
| 33 |
| 30 |
| 27 |
| 30 |
| 31 |
| 30 |
| 30 |
| 30 |
| 25 |
| 36 |
| 32 |
| 32 |
| 26 |
| 34 |
| 31 |
| 28 |
| 31 |
| 26 |
| 33 |
| 37 |
| 35 |
| 28 |
| 16 |
| 31 |
| 32 |
| 26 |
| 28 |
| 25 |
| 34 |
| 30 |
| 32 |
| 35 |
| 31 |
| 33 |
| 22 |
| 31 |
| 38 |
| 29 |
| 33 |
| 26 |
| 43 |
| 36 |
| 29 |
| 33 |
| 27 |
| 31 |
| 16 |
| 38 |
| 36 |
| 27 |
| 25 |
| 34 |
| 31 |
| 28 |
| 31 |
| 21 |
| 27 |
| 35 |
| 33 |
| 21 |
| 36 |
| 37 |
| 37 |
| 43 |
| 29 |
| 36 |
| 34 |
| 33 |
| 26 |
| 26 |
| 29 |
| 31 |
| 32 |
| 24 |
| 33 |
| 24 |
| 36 |
| 31 |
| 38 |
| 30 |
| 19 |
| 34 |
| 38 |
| 38 |
| 24 |
| 39 |
| 27 |
| 30 |
| 35 |
| 30 |
| 31 |
| 32 |
| 23 |
| 27 |
| 32 |
| 30 |
| 34 |
| 27 |
| 20 |
| 37 |
| 31 |
| 35 |
| 35 |
| 32 |
| 29 |
| 34 |
| 36 |
| 23 |
| 26 |
| 33 |
| 31 |
| 20 |
| 22 |
| 37 |
| 25 |
| 25 |
| 26 |
| 38 |
| 37 |
| 24 |
| 26 |
| 32 |
| 25 |
| 25 |
| 30 |
| 28 |
| 32 |
| 29 |
| 18 |
| 30 |
| 21 |
| 32 |
| 32 |
| 32 |
| 37 |
| 37 |
| 32 |
| 23 |
| 26 |
| 41 |
| 33 |
| 26 |
| 29 |
| 30 |
| 24 |
| 22 |
| 30 |
| 40 |
| 24 |
| 35 |
| 23 |
| 28 |
| 34 |
| 29 |
| 27 |
| 27 |
| 30 |
| 23 |
| 29 |
| 33 |
| 26 |
| 37 |
| 30 |
| 34 |
| 29 |
| 31 |
| 25 |
| 24 |
| 28 |
| 36 |
| 29 |
| 28 |
| 31 |
| 20 |
| 31 |
| 32 |
| 32 |
| 25 |
| 30 |
| 34 |
| 30 |
| 34 |
| 21 |
| 27 |
| 32 |
| 30 |
| 26 |
| 29 |
| 32 |
| 24 |
| 27 |
| 25 |
| 32 |
| 30 |
| 35 |
| 27 |
| 41 |
| 22 |
| 35 |
| 26 |
| 27 |
| 21 |
| 33 |
| 33 |
| 20 |
| 29 |
| 28 |
| 31 |
| 32 |
| 24 |
| 21 |
| 37 |
| 36 |
| 30 |
| 30 |
| 35 |
| 38 |
| 33 |
| 40 |
| 30 |
| 35 |
| 20 |
| 29 |
| 35 |
| 35 |
| 35 |
| 26 |
| 32 |
| 29 |
| 28 |
| 18 |
| 26 |
| 21 |
| 30 |
| 33 |
| 32 |
| 29 |
| 31 |
| 26 |
| 36 |
| 37 |
| 40 |
| 35 |
| 28 |
| 29 |
| 32 |
| 30 |
| 27 |
| 27 |
| 29 |
| 24 |
| 34 |
| 32 |
| 24 |
| 22 |
| 32 |
| 30 |
| 25 |
| 31 |
| 33 |
| 39 |
| 30 |
| 44 |
| 23 |
| 31 |
| 23 |
| 32 |
| 28 |
| 40 |
| 12 |
| 30 |
| 25 |
| 27 |
| 28 |
| 29 |
| 27 |
| 25 |
| 30 |
| 37 |
| 23 |
| 29 |
| 30 |
| 30 |
| 37 |
| 30 |
| 28 |
| 32 |
| 25 |
| 35 |
| 33 |
| 31 |
| 34 |
| 31 |
| 23 |
| 32 |
| 29 |
| 31 |
| 28 |
| 23 |
| 25 |
| 31 |
| 28 |
| 27 |
| 24 |
| 38 |
| 38 |
| 29 |
| 41 |
| 37 |
| 38 |
| 20 |
| 33 |
| 24 |
| 27 |
| 29 |
| 25 |
| 31 |
| 23 |
| 27 |
| 30 |
| 34 |
| 30 |
| 44 |
| 24 |
| 35 |
| 33 |
| 29 |
| 32 |
| 29 |
| 35 |
| 33 |
| 34 |
| 29 |
| 40 |
| 24 |
| 40 |
| 30 |
| 25 |
| 29 |
| 27 |
| 24 |
| 33 |
| 27 |
| 24 |
| 31 |
| 29 |
| 31 |
| 34 |
| 35 |
| 24 |
| 30 |
| 26 |
| 33 |
| 36 |
| 28 |
| 27 |
| 30 |
| 36 |
| 25 |
| 37 |
| 39 |
| 39 |
| 32 |
| 40 |
| 21 |
| 24 |
| 24 |
| 30 |
| 36 |
| 29 |
| 36 |
| 29 |
| 26 |
| 32 |
| 34 |
| 37 |
| 30 |
| 27 |
| 31 |
| 26 |
| 31 |
| 28 |
| 31 |
| 40 |
| 32 |
| 26 |
| 31 |
| 29 |
| 33 |
| 31 |
| 33 |
| 25 |
| 28 |
| 28 |
| 29 |
| 30 |
| 31 |
| 25 |
| 26 |
| 36 |
| 22 |
| 29 |
| 39 |
| 45 |
| 29 |
| 38 |
| 26 |
| 27 |
| 33 |
| 30 |
| 29 |
| 23 |
| 31 |
| 37 |
| 27 |
| 26 |
| 40 |
| 28 |
| 40 |
| 24 |
| 34 |
| 31 |
| 29 |
| 21 |
| 21 |
| 29 |
| 29 |
| 33 |
| 34 |
| 35 |
| 20 |
| 34 |
| 27 |
| 25 |
| 27 |
| 32 |
| 26 |
| 19 |
| 15 |
| 32 |
| 26 |
| 25 |
| 25 |
| 26 |
| 30 |
| 31 |
| 32 |
| 23 |
| 27 |
| 23 |
| 23 |
| 33 |
| 33 |
| 33 |
| 32 |
| 28 |
| 19 |
| 40 |
| 30 |
| 31 |
| 25 |
| 31 |
| 33 |
| 43 |
| 36 |
| 34 |
| 29 |
| 34 |
| 27 |
| 30 |
| 29 |
| 31 |
| 31 |
| 16 |
| 26 |
| 27 |
| 31 |
| 18 |
| 23 |
| 27 |
| 35 |
| 27 |
| 33 |
| 32 |
| 36 |
| 29 |
| 32 |
| 31 |
| 27 |
| 44 |
| 27 |
| 31 |
| 37 |
| 35 |
| 25 |
| 33 |
| 29 |
| 34 |
| 32 |
| 32 |
| 27 |
| 29 |
| 23 |
| 30 |
| 20 |
| 28 |
| 34 |
| 31 |
| 33 |
| 28 |
| 35 |
| 31 |
| 36 |
| 24 |
| 35 |
| 24 |
| 34 |
| 33 |
| 34 |
| 25 |
| 32 |
| 27 |
| 21 |
| 34 |
| 32 |
| 35 |
| 21 |
| 23 |
| 32 |
| 30 |
| 35 |
| 24 |
| 21 |
| 32 |
| 38 |
| 32 |
| 32 |
| 36 |
| 39 |
| 25 |
| 29 |
| 28 |
| 23 |
| 35 |
| 32 |
| 21 |
| 27 |
| 28 |
| 23 |
| 37 |
| 30 |
| 29 |
| 24 |
| 32 |
| 24 |
| 28 |
| 34 |
| 23 |
| 35 |
| 22 |
| 24 |
| 33 |
| 28 |
| 17 |
| 36 |
| 26 |
| 38 |
| 26 |
| 33 |
| 29 |
| 25 |
| 33 |
| 34 |
| 28 |
| 29 |
| 33 |
| 23 |
| 32 |
| 35 |
| 25 |
| 29 |
| 25 |
| 31 |
| 26 |
| 35 |
| 35 |
| 27 |
| 34 |
| 29 |
| 31 |
| 36 |
| 34 |
| 37 |
| 37 |
| 25 |
| 32 |
| 24 |
| 35 |
| 32 |
| 25 |
| 33 |
| 34 |
| 32 |
| 28 |
| 37 |
| 24 |
| 36 |
| 31 |
| 30 |
| 37 |
| 22 |
| 20 |
| 19 |
| 29 |
| 32 |
| 22 |
| 32 |
| 41 |
| 35 |
| 37 |
| 31 |
| 32 |
| 36 |
| 36 |
| 23 |
| 37 |
| 34 |
| 31 |
| 44 |
| 30 |
| 30 |
| 32 |
| 28 |
| 20 |
| 35 |
| 24 |
| 28 |
| 33 |
| 27 |
| 26 |
| 36 |
| 32 |
| 35 |
| 28 |
| 36 |
| 31 |
| 26 |
| 27 |
| 32 |
| 31 |
| 29 |
| 34 |
| 37 |
| 24 |
| 29 |
| 37 |
| 20 |
| 33 |
| 33 |
| 22 |
| 24 |
| 22 |
| 31 |
| 25 |
| 30 |
| 22 |
| 34 |
| 37 |
| 20 |
| 23 |
| 39 |
| 19 |
| 20 |
| 25 |
| 21 |
| 27 |
| 33 |
| 31 |
| 21 |
| 34 |
| 25 |
| 35 |
| 24 |
| 23 |
| 28 |
| 31 |
| 27 |
| 29 |
| 29 |
| 25 |
| 28 |
| 29 |
| 24 |
| 19 |
| 29 |
| 42 |
| 32 |
| 35 |
| 33 |
| 32 |
| 30 |
| 18 |
| 31 |
| 20 |
| 36 |
| 21 |
| 25 |
| 39 |
| 25 |
| 30 |
| 27 |
| 29 |
| 35 |
| 34 |
| 29 |
| 32 |
| 32 |
| 43 |
| 29 |
| 40 |
| 32 |
| 25 |
| 27 |
| 33 |
| 26 |
| 27 |
| 26 |
| 24 |
| 31 |
| 27 |
| 20 |
| 27 |
| 33 |
| 25 |
| 31 |
| 30 |
| 32 |
| 36 |
| 27 |
| 32 |
| 32 |
| 32 |
| 36 |
| 39 |
| 34 |
| 24 |
| 33 |
| 30 |
| 35 |
| 34 |
| 30 |
| 32 |
| 42 |
| 24 |
| 34 |
| 34 |
| 26 |
| 28 |
| 35 |
| 30 |
| 31 |
| 38 |
| 22 |
| 32 |
| 32 |
| 22 |
| 23 |
| 35 |
| 35 |
| 31 |
| 33 |
| 36 |
| 37 |
| 24 |
| 23 |
| 33 |
| 21 |
| 34 |
| 32 |
| 28 |
| 31 |
| 29 |
| 34 |
| 17 |
| 34 |
| 22 |
| 21 |
| 34 |
| 23 |
| 41 |
| 31 |
| 31 |
| 28 |
| 26 |
| 34 |
| 20 |
| 24 |
| 21 |
| 32 |
| 30 |
| 29 |
| 27 |
| 36 |
| 25 |
| 33 |
| 23 |
| 34 |
| 33 |
| 28 |
| 17 |
| 27 |
| 29 |
| 29 |
| 32 |
| 43 |
| 30 |
| 25 |
| 29 |
| 27 |
| 28 |
| 31 |
| 31 |
| 40 |
| 28 |
| 26 |
| 33 |
| 33 |
| 33 |
| 22 |
| 40 |
| 36 |
| 27 |
| 30 |
| 40 |
| 22 |
| 26 |
| 26 |
| 29 |
| 36 |
| 22 |
| 38 |
| 24 |
| 36 |
| 29 |
| 29 |
| 35 |
| 33 |
| 31 |
| 26 |
| 27 |
| 25 |
| 26 |
| 30 |
| 32 |
| 34 |
| 32 |
| 29 |
| 42 |
| 33 |
| 25 |
| 27 |
| 26 |
| 26 |
| 15 |
| 46 |
| 20 |
| 40 |
| 26 |
| 33 |
| 22 |
| 28 |
| 25 |
| 34 |
| 34 |
| 31 |
| 25 |
| 37 |
| 23 |
| 38 |
| 23 |
| 31 |
| 32 |
| 38 |
| 28 |
| 35 |
| 24 |
| 25 |
| 29 |
| 34 |
| 33 |
| 33 |
| 38 |
| 23 |
| 30 |
| 28 |
| 33 |
| 21 |
| 35 |
| 33 |
| 35 |
| 25 |
| 31 |
| 28 |
| 24 |
| 35 |
| 30 |
| 26 |
| 30 |
| 30 |
| 30 |
| 33 |
| 24 |
| 39 |
| 31 |
| 27 |
| 22 |
| 30 |
| 23 |
| 25 |
| 28 |
| 32 |
| 25 |
| 31 |
| 34 |
| 37 |
| 21 |
| 31 |
| 36 |
| 34 |
| 25 |
| 33 |
| 34 |
| 26 |
| 35 |
| 27 |
| 24 |
| 25 |
| 26 |
| 28 |
| 31 |
| 29 |
| 33 |
| 43 |
| 18 |
| 27 |
| 23 |
Case Study Run Chart
| Date | Chicago Loan Processing Cycle Time |
| 1-Jan | 39 |
| 2-Jan | 25 |
| 3-Jan | 26 |
| 4-Jan | 45 |
| 5-Jan | 30 |
| 6-Jan | 27 |
| 7-Jan | 22 |
| 8-Jan | 25 |
| 9-Jan | 32 |
| 10-Jan | 32 |
| 11-Jan | 30 |
| 12-Jan | 33 |
| 13-Jan | 26 |
| 14-Jan | 21 |
| 15-Jan | 34 |
| 16-Jan | 34 |
| 17-Jan | 32 |
| 18-Jan | 33 |
| 19-Jan | 27 |
| 20-Jan | 21 |
| 21-Jan | 35 |
| 22-Jan | 37 |
| 23-Jan | 24 |
| 24-Jan | 27 |
| 25-Jan | 27 |
| 26-Jan | 29 |
| 27-Jan | 20 |
| 28-Jan | 32 |
| 29-Jan | 14 |
| 30-Jan | 37 |
| 31-Jan | 32 |
| 1-Feb | 39 |
| 2-Feb | 34 |
| 3-Feb | 36 |
| 4-Feb | 25 |
| 5-Feb | 31 |
| 6-Feb | 31 |
| 7-Feb | 24 |
| 8-Feb | 28 |
| 9-Feb | 41 |
| 10-Feb | 24 |
| 11-Feb | 33 |
| 12-Feb | 34 |
| 13-Feb | 30 |
| 14-Feb | 30 |
| 15-Feb | 21 |
| 16-Feb | 37 |
| 17-Feb | 32 |
| 18-Feb | 27 |
| 19-Feb | 34 |
| 20-Feb | 36 |
| 21-Feb | 23 |
| 22-Feb | 25 |
| 23-Feb | 29 |
| 24-Feb | 32 |
| 25-Feb | 26 |
| 26-Feb | 31 |
| 27-Feb | 38 |
| 28-Feb | 22 |
| 29-Feb | 29 |
| 1-Mar | 37 |
| 2-Mar | 35 |
| 3-Mar | 30 |
| 4-Mar | 34 |
| 5-Mar | 30 |
| 6-Mar | 21 |
| 7-Mar | 37 |
| 8-Mar | 24 |
| 9-Mar | 32 |
| 10-Mar | 19 |
| 11-Mar | 24 |
| 12-Mar | 23 |
| 13-Mar | 27 |
| 14-Mar | 19 |
| 15-Mar | 30 |
| 16-Mar | 27 |
| 17-Mar | 32 |
| 18-Mar | 31 |
| 19-Mar | 29 |
| 20-Mar | 28 |
| 21-Mar | 31 |
| 22-Mar | 36 |
| 23-Mar | 15 |
| 24-Mar | 30 |
| 25-Mar | 33 |
| 26-Mar | 31 |
| 27-Mar | 30 |
| 28-Mar | 34 |
| 29-Mar | 28 |
| 30-Mar | 32 |
| 31-Mar | 29 |
Case Study Control Chart
| Date | Chicago Loan Processing Cycle Time |
| 1-Jan | 39 |
| 2-Jan | 25 |
| 3-Jan | 26 |
| 4-Jan | 45 |
| 5-Jan | 30 |
| 6-Jan | 27 |
| 7-Jan | 22 |
| 8-Jan | 25 |
| 9-Jan | 32 |
| 10-Jan | 32 |
| 11-Jan | 30 |
| 12-Jan | 33 |
| 13-Jan | 26 |
| 14-Jan | 21 |
| 15-Jan | 34 |
| 16-Jan | 34 |
| 17-Jan | 32 |
| 18-Jan | 33 |
| 19-Jan | 27 |
| 20-Jan | 21 |
| 21-Jan | 35 |
| 22-Jan | 37 |
| 23-Jan | 24 |
| 24-Jan | 27 |
| 25-Jan | 27 |
| 26-Jan | 29 |
| 27-Jan | 20 |
| 28-Jan | 32 |
| 29-Jan | 14 |
| 30-Jan | 37 |
| 31-Jan | 32 |
| 1-Feb | 39 |
| 2-Feb | 34 |
| 3-Feb | 36 |
| 4-Feb | 25 |
| 5-Feb | 31 |
| 6-Feb | 31 |
| 7-Feb | 24 |
| 8-Feb | 28 |
| 9-Feb | 41 |
| 10-Feb | 24 |
| 11-Feb | 33 |
| 12-Feb | 34 |
| 13-Feb | 30 |
| 14-Feb | 30 |
| 15-Feb | 21 |
| 16-Feb | 37 |
| 17-Feb | 32 |
| 18-Feb | 27 |
| 19-Feb | 34 |
| 20-Feb | 36 |
| 21-Feb | 23 |
| 22-Feb | 25 |
| 23-Feb | 29 |
| 24-Feb | 32 |
| 25-Feb | 26 |
| 26-Feb | 31 |
| 27-Feb | 38 |
| 28-Feb | 22 |
| 29-Feb | 29 |
| 1-Mar | 37 |
| 2-Mar | 35 |
| 3-Mar | 30 |
| 4-Mar | 34 |
| 5-Mar | 30 |
| 6-Mar | 21 |
| 7-Mar | 37 |
| 8-Mar | 24 |
| 9-Mar | 32 |
| 10-Mar | 19 |
| 11-Mar | 24 |
| 12-Mar | 23 |
| 13-Mar | 27 |
| 14-Mar | 19 |
| 15-Mar | 30 |
| 16-Mar | 27 |
| 17-Mar | 32 |
| 18-Mar | 31 |
| 19-Mar | 29 |
| 20-Mar | 28 |
| 21-Mar | 31 |
| 22-Mar | 36 |
| 23-Mar | 15 |
| 24-Mar | 30 |
| 25-Mar | 33 |
| 26-Mar | 31 |
| 27-Mar | 30 |
| 28-Mar | 34 |
| 29-Mar | 28 |
| 30-Mar | 32 |
| 31-Mar | 29 |
Case Study Pareto
| Application Fields | Number of Errors |
| Name | 12 |
| Address | 3 |
| Loan # | 0 |
| Loan Amount | 26 |
| Loan Duration | 2 |
| City | 1 |
| State | 0 |
Case Study Correlation
| Number of Personnel | Loans Processed |
| 26 | 111 |
| 24 | 114 |
| 27 | 111 |
| 16 | 118 |
| 21 | 115 |
| 22 | 112 |
| 15 | 117 |
| 21 | 116 |
| 38 | 103 |
| 48 | 102 |
| 39 | 107 |
| 50 | 101 |
| 18 | 116 |
| 20 | 114 |
| 28 | 110 |
| 31 | 109 |
| 50 | 100 |
| 41 | 103 |
| 42 | 103 |
| 40 | 105 |
| 21 | 115 |
| 18 | 116 |
| 42 | 104 |
| 15 | 119 |
| 42 | 106 |
| 9 | 119 |
| 52 | 101 |
| 36 | 107 |
| 46 | 102 |
| 21 | 113 |
| 41 | 104 |
| 22 | 115 |
| 30 | 110 |
| 25 | 112 |
| 31 | 108 |
| 19 | 115 |
| 17 | 118 |
| 47 | 102 |
| 17 | 118 |
| 21 | 114 |
| 15 | 118 |
| 31 | 108 |
| 21 | 114 |
| 22 | 115 |
| 43 | 104 |
| 28 | 111 |
| 22 | 110 |
| 17 | 115 |
| 48 | 101 |
| 25 | 111 |
| 18 | 117 |
| 33 | 108 |
| 13 | 118 |
| 17 | 118 |
| 42 | 106 |
| 27 | 112 |
| 41 | 105 |
| 40 | 106 |
| 28 | 109 |
| 50 | 101 |
| 21 | 114 |
| 28 | 111 |
| 50 | 101 |
| 48 | 101 |
| 35 | 108 |
| 34 | 111 |
| 41 | 104 |
| 29 | 110 |
| 22 | 115 |
| 26 | 111 |
| 12 | 119 |
| 16 | 115 |
| 35 | 108 |
| 24 | 113 |
| 23 | 116 |
| 21 | 113 |
| 28 | 110 |
| 46 | 103 |
| 20 | 116 |
| 46 | 101 |
Obtaining R Value
| Number of Personnel | Loans Processed |
| 26 | 111 |
| 24 | 114 |
| 27 | 111 |
| 16 | 118 |
| 21 | 115 |
| 22 | 112 |
| 15 | 117 |
| 21 | 116 |
| 38 | 103 |
| 48 | 102 |
| 39 | 107 |
| 50 | 101 |
| 18 | 116 |
| 20 | 114 |
| 28 | 110 |
| 31 | 109 |
| 50 | 100 |
| 41 | 103 |
| 42 | 103 |
| 40 | 105 |
| 21 | 115 |
| 18 | 116 |
| 42 | 104 |
| 15 | 119 |
| 42 | 106 |
| 9 | 119 |
| 52 | 101 |
| 36 | 107 |
| 46 | 102 |
| 21 | 113 |
| 41 | 104 |
| 22 | 115 |
| 30 | 110 |
| 25 | 112 |
| 31 | 108 |
| 19 | 115 |
| 17 | 118 |
| 47 | 102 |
| 17 | 118 |
| 21 | 114 |
| 15 | 118 |
| 31 | 108 |
| 21 | 114 |
| 22 | 115 |
| 43 | 104 |
| 28 | 111 |
| 22 | 110 |
| 17 | 115 |
| 48 | 101 |
| 25 | 111 |
| 18 | 117 |
| 33 | 108 |
| 13 | 118 |
| 17 | 118 |
| 42 | 106 |
| 27 | 112 |
| 41 | 105 |
| 40 | 106 |
| 28 | 109 |
| 50 | 101 |
| 21 | 114 |
| 28 | 111 |
| 50 | 101 |
| 48 | 101 |
| 35 | 108 |
| 34 | 111 |
| 41 | 104 |
| 29 | 110 |
| 22 | 115 |
| 26 | 111 |
| 12 | 119 |
| 16 | 115 |
| 35 | 108 |
| 24 | 113 |
| 23 | 116 |
| 21 | 113 |
| 28 | 110 |
| 46 | 103 |
| 20 | 116 |
| 46 | 101 |
Case Study Regression
| Loans Processed | Loans per hour (average) (mins) |
| 111 | 6.1 |
| 114 | 6.2 |
| 111 | 5.9 |
| 118 | 6.7 |
| 115 | 6.4 |
| 112 | 5.7 |
| 117 | 6.9 |
| 116 | 7 |
| 103 | 5.8 |
| 102 | 5.8 |
| 107 | 5.2 |
| 101 | 5.7 |
| 116 | 6.6 |
| 114 | 6.4 |
| 110 | 6 |
| 109 | 6 |
| 100 | 5.1 |
| 103 | 5.2 |
| 103 | 4.9 |
| 105 | 5.8 |
| 115 | 6.5 |
| 116 | 6.8 |
| 104 | 5.7 |
| 119 | 6.9 |
| 106 | 5.4 |
| 119 | 7 |
| 101 | 5.3 |
| 107 | 5.8 |
| 102 | 5.1 |
| 113 | 6.1 |
| 104 | 5.4 |
| 115 | 6.5 |
| 110 | 6 |
| 112 | 6 |
| 108 | 5.9 |
| 115 | 6.1 |
| 118 | 6.5 |
| 102 | 5.2 |
| 118 | 6.7 |
| 114 | 6.6 |
| 118 | 6.7 |
| 108 | 5.9 |
| 114 | 6.5 |
| 115 | 6.3 |
| 104 | 5.7 |
| 111 | 6.9 |
| 110 | 5.7 |
| 115 | 6.8 |
| 101 | 5.2 |
| 111 | 5.9 |
| 117 | 6.6 |
| 108 | 5.6 |
| 118 | 6.4 |
| 118 | 6.6 |
| 106 | 5.3 |
| 112 | 6 |
| 105 | 5.5 |
| 106 | 5.6 |
| 109 | 5.6 |
| 101 | 5.4 |
| 114 | 6.4 |
| 111 | 6.1 |
| 101 | 6.5 |
| 101 | 5.9 |
| 108 | 5.5 |
| 111 | 6.3 |
| 104 | 6 |
| 110 | 6.5 |
| 115 | 6.8 |
| 111 | 6.2 |
| 119 | 7 |
| 115 | 6.9 |
| 108 | 5.9 |
| 113 | 6.1 |
| 116 | 6.9 |
| 113 | 5.9 |
| 110 | 5.4 |
| 103 | 4.8 |
| 116 | 6.4 |
| 101 | 5.8 |
Case Study Regression Results
| SUMMARY OUTPUT | 8.27 | 60.09 | |||||||||||||||||||||||
| 100 | 5.1 | ||||||||||||||||||||||||
| Regression Statistics | 101 | 5.7 | |||||||||||||||||||||||
| Multiple R | 0.8193026767 | 101 | 5.3 | ||||||||||||||||||||||
| R Square | 0.671256876 | 101 | 5.2 | ||||||||||||||||||||||
| Adjusted R Square | 0.6670422206 | 101 | 5.4 | ||||||||||||||||||||||
| Standard Error | 3.2887153692 | 101 | 6.5 | ||||||||||||||||||||||
| Observations | 80 | 101 | 5.9 | ||||||||||||||||||||||
| 101 | 5.8 | ||||||||||||||||||||||||
| ANOVA | 102 | 5.8 | |||||||||||||||||||||||
| df | SS | MS | F | Significance F | 102 | 5.1 | |||||||||||||||||||
| Regression | 1 | 1722.5793951901 | 1722.5793951901 | 159.26732 | 1.56980839556793E-20 | 102 | 5.2 | ||||||||||||||||||
| Residual | 78 | 843.6206048099 | 10.8156487796 | 103 | 5.8 | ||||||||||||||||||||
| Total | 79 | 2566.2 | 103 | 5.2 | |||||||||||||||||||||
| 103 | 4.9 | ||||||||||||||||||||||||
| Coefficients | Standard Error | t Stat | P-value | Lower 95% | Upper 95% | 103 | 4.8 | ||||||||||||||||||
| Intercept | 60.0865544884 | 3.983959925 | 15.0821181987 | 7.84476407641124E-25 | 52.1550977424 | 68.0180112345 | 104 | 5.7 | |||||||||||||||||
| X Variable 1 | 8.2681165172 | 0.6551537816 | 12.6201156889 | 1.56980839556406E-20 | 6.9638052344 | 9.5724278 | 104 | 5.4 | |||||||||||||||||
| 104 | 5.7 | ||||||||||||||||||||||||
| 104 | 6 | ||||||||||||||||||||||||
| Formula: | y = 8.27x + 60.09 | 105 | 5.8 | ||||||||||||||||||||||
| RESIDUAL OUTPUT | 105 | 5.5 | |||||||||||||||||||||||
| 106 | 5.4 | ||||||||||||||||||||||||
| Observation | Predicted Y | Residuals | 106 | 5.3 | |||||||||||||||||||||
| 1 | 102.2539487261 | -2.2539487261 | 106 | 5.6 | |||||||||||||||||||||
| 2 | 107.2148186364 | -6.2148186364 | 107 | 5.2 | |||||||||||||||||||||
| 3 | 103.9075720295 | -2.9075720295 | 107 | 5.8 | |||||||||||||||||||||
| 4 | 103.0807603778 | -2.0807603778 | 108 | 5.9 | |||||||||||||||||||||
| 5 | 104.7343836812 | -3.7343836812 | 108 | 5.9 | |||||||||||||||||||||
| 6 | 113.8293118501 | -12.8293118501 | 108 | 5.6 | |||||||||||||||||||||
| 7 | 108.8684419398 | -7.8684419398 | 108 | 5.5 | |||||||||||||||||||||
| 8 | 108.0416302881 | -7.0416302881 | 108 | 5.9 | |||||||||||||||||||||
| 9 | 108.0416302881 | -6.0416302881 | 109 | 6 | |||||||||||||||||||||
| 10 | 102.2539487261 | -0.2539487261 | 109 | 5.6 | |||||||||||||||||||||
| 11 | 103.0807603778 | -1.0807603778 | 110 | 6 | |||||||||||||||||||||
| 12 | 108.0416302881 | -5.0416302881 | 110 | 6 | |||||||||||||||||||||
| 13 | 103.0807603778 | -0.0807603778 | 110 | 5.7 | |||||||||||||||||||||
| 14 | 100.6003254227 | 2.3996745773 | 110 | 6.5 | |||||||||||||||||||||
| 15 | 99.7735137709 | 3.2264862291 | 110 | 5.4 | |||||||||||||||||||||
| 16 | 107.2148186364 | -3.2148186364 | 111 | 6.1 | |||||||||||||||||||||
| 17 | 104.7343836812 | -0.7343836812 | 111 | 5.9 | |||||||||||||||||||||
| 18 | 107.2148186364 | -3.2148186364 | 111 | 6.9 | |||||||||||||||||||||
| 19 | 109.6952535916 | -5.6952535916 | 111 | 5.9 | |||||||||||||||||||||
| 20 | 108.0416302881 | -3.0416302881 | 111 | 6.1 | |||||||||||||||||||||
| 21 | 105.561195333 | -0.561195333 | 111 | 6.3 | |||||||||||||||||||||
| 22 | 104.7343836812 | 1.2656163188 | 111 | 6.2 | |||||||||||||||||||||
| 23 | 103.9075720295 | 2.0924279705 | 112 | 5.7 | |||||||||||||||||||||
| 24 | 106.3880069847 | -0.3880069847 | 112 | 6 | |||||||||||||||||||||
| 25 | 103.0807603778 | 3.9192396222 | 112 | 6 | |||||||||||||||||||||
| 26 | 108.0416302881 | -1.0416302881 | 113 | 6.1 | |||||||||||||||||||||
| 27 | 108.8684419398 | -0.8684419398 | 113 | 6.1 | |||||||||||||||||||||
| 28 | 108.8684419398 | -0.8684419398 | 113 | 5.9 | |||||||||||||||||||||
| 29 | 106.3880069847 | 1.6119930153 | 114 | 6.2 | |||||||||||||||||||||
| 30 | 105.561195333 | 2.438804667 | 114 | 6.4 | |||||||||||||||||||||
| 31 | 108.8684419398 | -0.8684419398 | 114 | 6.6 | |||||||||||||||||||||
| 32 | 109.6952535916 | -0.6952535916 | 114 | 6.5 | |||||||||||||||||||||
| 33 | 106.3880069847 | 2.6119930153 | 114 | 6.4 | |||||||||||||||||||||
| 34 | 109.6952535916 | 0.3047464084 | 115 | 6.4 | |||||||||||||||||||||
| 35 | 109.6952535916 | 0.3047464084 | 115 | 6.5 | |||||||||||||||||||||
| 36 | 107.2148186364 | 2.7851813636 | 115 | 6.5 | |||||||||||||||||||||
| 37 | 113.8293118501 | -3.8293118501 | 115 | 6.1 | |||||||||||||||||||||
| 38 | 104.7343836812 | 5.2656163188 | 115 | 6.3 | |||||||||||||||||||||
| 39 | 110.5220652433 | 0.4779347567 | 115 | 6.8 | |||||||||||||||||||||
| 40 | 108.8684419398 | 2.1315580602 | 115 | 6.8 | |||||||||||||||||||||
| 41 | 117.136558457 | -6.136558457 | 115 | 6.9 | |||||||||||||||||||||
| 42 | 108.8684419398 | 2.1315580602 | 116 | 7 | |||||||||||||||||||||
| 43 | 110.5220652433 | 0.4779347567 | 116 | 6.6 | |||||||||||||||||||||
| 44 | 112.1756885467 | -1.1756885467 | 116 | 6.8 | |||||||||||||||||||||
| 45 | 111.348876895 | -0.348876895 | 116 | 6.9 | |||||||||||||||||||||
| 46 | 107.2148186364 | 4.7851813636 | 116 | 6.4 | |||||||||||||||||||||
| 47 | 109.6952535916 | 2.3047464084 | 117 | 6.9 | |||||||||||||||||||||
| 48 | 109.6952535916 | 2.3047464084 | 117 | 6.6 | |||||||||||||||||||||
| 49 | 110.5220652433 | 2.4779347567 | 118 | 6.7 | |||||||||||||||||||||
| 50 | 110.5220652433 | 2.4779347567 | 118 | 6.5 | |||||||||||||||||||||
| 51 | 108.8684419398 | 4.1315580602 | 118 | 6.7 | |||||||||||||||||||||
| 52 | 111.348876895 | 2.651123105 | 118 | 6.7 | |||||||||||||||||||||
| 53 | 113.0025001984 | 0.9974998016 | 118 | 6.4 | |||||||||||||||||||||
| 54 | 114.6561235019 | -0.6561235019 | 118 | 6.6 | |||||||||||||||||||||
| 55 | 113.8293118501 | 0.1706881499 | 119 | 6.9 | |||||||||||||||||||||
| 56 | 113.0025001984 | 0.9974998016 | 119 | 7 | |||||||||||||||||||||
| 57 | 113.0025001984 | 1.9974998016 | 119 | 7 | |||||||||||||||||||||
| 58 | 113.8293118501 | 1.1706881499 | |||||||||||||||||||||||
| 59 | 113.8293118501 | 1.1706881499 | |||||||||||||||||||||||
| 60 | 110.5220652433 | 4.4779347567 | |||||||||||||||||||||||
| 61 | 112.1756885467 | 2.8243114533 | |||||||||||||||||||||||
| 62 | 116.3097468053 | -1.3097468053 | |||||||||||||||||||||||
| 63 | 116.3097468053 | -1.3097468053 | |||||||||||||||||||||||
| 64 | 117.136558457 | -2.136558457 | |||||||||||||||||||||||
| 65 | 117.9633701087 | -1.9633701087 | |||||||||||||||||||||||
| 66 | 114.6561235019 | 1.3438764981 | |||||||||||||||||||||||
| 67 | 116.3097468053 | -0.3097468053 | |||||||||||||||||||||||
| 68 | 117.136558457 | -1.136558457 | |||||||||||||||||||||||
| 69 | 113.0025001984 | 2.9974998016 | |||||||||||||||||||||||
| 70 | 117.136558457 | -0.136558457 | |||||||||||||||||||||||
| 71 | 114.6561235019 | 2.3438764981 | |||||||||||||||||||||||
| 72 | 115.4829351536 | 2.5170648464 | |||||||||||||||||||||||
| 73 | 113.8293118501 | 4.1706881499 | |||||||||||||||||||||||
| 74 | 115.4829351536 | 2.5170648464 | |||||||||||||||||||||||
| 75 | 115.4829351536 | 2.5170648464 | |||||||||||||||||||||||
| 76 | 113.0025001984 | 4.9974998016 | |||||||||||||||||||||||
| 77 | 114.6561235019 | 3.3438764981 | |||||||||||||||||||||||
| 78 | 117.136558457 | 1.863441543 | |||||||||||||||||||||||
| 79 | 117.9633701087 | 1.0366298913 | |||||||||||||||||||||||
| 80 | 117.9633701087 | 1.0366298913 |
Case Study Regression Results
X and Moving Range
| Date | Chicago Loan Processing Cycle Time | Average - X | 30 | |
| 1-Jan | 39 | Median - Range | 5 | |
| 2-Jan | 25 | LCL - X | 14 | |
| 3-Jan | 26 | UCL - X | 45 | |
| 4-Jan | 45 | UCL - Range | 19 | |
| 5-Jan | 30 | |||
| 6-Jan | 27 | |||
| 7-Jan | 22 | |||
| 8-Jan | 25 | |||
| 9-Jan | 32 | |||
| 10-Jan | 32 | |||
| 11-Jan | 30 | |||
| 12-Jan | 33 | |||
| 13-Jan | 26 | |||
| 14-Jan | 21 | |||
| 15-Jan | 34 | |||
| 16-Jan | 34 | |||
| 17-Jan | 32 | |||
| 18-Jan | 33 | |||
| 19-Jan | 27 | |||
| 20-Jan | 21 | |||
| 21-Jan | 35 | |||
| 22-Jan | 37 | |||
| 23-Jan | 24 | |||
| 24-Jan | 27 | |||
| 25-Jan | 27 | |||
| 26-Jan | 29 | |||
| 27-Jan | 20 | |||
| 28-Jan | 32 | |||
| 29-Jan | 14 | |||
| 30-Jan | 37 | |||
| 31-Jan | 32 | |||
| 1-Feb | 39 | |||
| 2-Feb | 34 | |||
| 3-Feb | 36 | |||
| 4-Feb | 25 | |||
| 5-Feb | 31 | |||
| 6-Feb | 31 | |||
| 7-Feb | 24 | |||
| 8-Feb | 28 | |||
| 9-Feb | 41 | |||
| 10-Feb | 24 | |||
| 11-Feb | 33 | |||
| 12-Feb | 34 | |||
| 13-Feb | 30 | |||
| 14-Feb | 30 | |||
| 15-Feb | 21 | |||
| 16-Feb | 37 | |||
| 17-Feb | 32 | |||
| 18-Feb | 27 | |||
| 19-Feb | 34 | |||
| 20-Feb | 36 | |||
| 21-Feb | 23 | |||
| 22-Feb | 25 | |||
| 23-Feb | 29 | |||
| 24-Feb | 32 | |||
| 25-Feb | 26 | |||
| 26-Feb | 31 | |||
| 27-Feb | 38 | |||
| 28-Feb | 22 | |||
| 29-Feb | 29 | |||
| 1-Mar | 37 | |||
| 2-Mar | 35 | |||
| 3-Mar | 30 | |||
| 4-Mar | 34 | |||
| 5-Mar | 30 | |||
| 6-Mar | 21 | |||
| 7-Mar | 37 | |||
| 8-Mar | 24 | |||
| 9-Mar | 32 | |||
| 10-Mar | 19 | |||
| 11-Mar | 24 | |||
| 12-Mar | 23 | |||
| 13-Mar | 27 | |||
| 14-Mar | 19 | |||
| 15-Mar | 30 | |||
| 16-Mar | 27 | |||
| 17-Mar | 32 | |||
| 18-Mar | 31 | |||
| 19-Mar | 29 | |||
| 20-Mar | 28 | |||
| 21-Mar | 31 | |||
| 22-Mar | 36 | |||
| 23-Mar | 15 | |||
| 24-Mar | 30 | |||
| 25-Mar | 33 | |||
| 26-Mar | 31 | |||
| 27-Mar | 30 | |||
| 28-Mar | 34 | |||
| 29-Mar | 28 | |||
| 30-Mar | 32 | |||
| 31-Mar | 29 |
X and Moving Range
| 39 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 25 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 26 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 45 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 22 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 25 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 33 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 26 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 21 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 33 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 21 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 35 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 20 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 14 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 39 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 36 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 25 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 28 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 41 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 33 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 21 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 36 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 23 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 25 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 26 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 38 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 22 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 35 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 21 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 37 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 19 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 24 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 23 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 19 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 27 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 28 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 36 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 15 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 33 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 31 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 30 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 34 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 28 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 32 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
| 29 | 29.5384615385 | 45.2634615385 | 13.8134615385 |
XMRData-4
| 37987 | 5 | 19.325 |
| 14 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 19 | 5 | 19.325 |
| 15 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 14 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 9 | 5 | 19.325 |
| 12 | 5 | 19.325 |
| 18 | 5 | 19.325 |
| 23 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 11 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 17 | 5 | 19.325 |
| 9 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 0 | 5 | 19.325 |
| 9 | 5 | 19.325 |
| 16 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 16 | 5 | 19.325 |
| 7 | 5 | 19.325 |
| 8 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 9 | 5 | 19.325 |
| 16 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 8 | 5 | 19.325 |
| 13 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 8 | 5 | 19.325 |
| 11 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 5 | 5 | 19.325 |
| 21 | 5 | 19.325 |
| 15 | 5 | 19.325 |
| 3 | 5 | 19.325 |
| 2 | 5 | 19.325 |
| 1 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 6 | 5 | 19.325 |
| 4 | 5 | 19.325 |
| 3 | 5 | 19.325 |
XMRData-3
| Date | Chicago Loan Processing Cycle Time | Average | Range | R-Median | UCL - Range | LCL - X | UCL - X |
| 1-Jan | 39 | 29.5384615385 | 5 | 19.325 | 13.8134615385 | 45.2634615385 | |
| 2-Jan | 25 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Jan | 26 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Jan | 45 | 29.5384615385 | 19 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Jan | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Jan | 22 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Jan | 25 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Jan | 32 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Jan | 32 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Jan | 30 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Jan | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Jan | 26 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Jan | 21 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Jan | 34 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Jan | 34 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Jan | 32 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Jan | 33 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Jan | 27 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Jan | 21 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Jan | 35 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Jan | 37 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Jan | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Jan | 27 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Jan | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Jan | 20 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Jan | 32 | 29.5384615385 | 12 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Jan | 14 | 29.5384615385 | 18 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Jan | 37 | 29.5384615385 | 23 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Jan | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Feb | 39 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Feb | 34 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Feb | 25 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Feb | 31 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Feb | 31 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Feb | 24 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Feb | 28 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Feb | 41 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Feb | 24 | 29.5384615385 | 17 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Feb | 33 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Feb | 34 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Feb | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Feb | 30 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Feb | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Feb | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Feb | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Feb | 27 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Feb | 34 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Feb | 23 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Feb | 25 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Feb | 29 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Feb | 32 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Feb | 26 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Feb | 31 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Feb | 38 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Feb | 22 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Feb | 29 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Mar | 37 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Mar | 35 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Mar | 30 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Mar | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Mar | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Mar | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Mar | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Mar | 32 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Mar | 19 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Mar | 24 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Mar | 23 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Mar | 27 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Mar | 19 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Mar | 30 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Mar | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Mar | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Mar | 31 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Mar | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Mar | 28 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Mar | 31 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Mar | 36 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Mar | 15 | 29.5384615385 | 21 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Mar | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Mar | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Mar | 31 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Mar | 30 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Mar | 28 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Mar | 32 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Mar | 29 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
XMRData-2
| Date | Chicago Loan Processing Cycle Time | Average | Range | R-Median | UCL - Range | LCL - X | UCL - X |
| 1-Jan | 39 | 29.5384615385 | 5 | 19.325 | 13.8134615385 | 45.2634615385 | |
| 2-Jan | 25 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Jan | 26 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Jan | 45 | 29.5384615385 | 19 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Jan | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Jan | 22 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Jan | 25 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Jan | 32 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Jan | 32 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Jan | 30 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Jan | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Jan | 26 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Jan | 21 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Jan | 34 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Jan | 34 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Jan | 32 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Jan | 33 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Jan | 27 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Jan | 21 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Jan | 35 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Jan | 37 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Jan | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Jan | 27 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Jan | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Jan | 20 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Jan | 32 | 29.5384615385 | 12 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Jan | 14 | 29.5384615385 | 18 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Jan | 37 | 29.5384615385 | 23 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Jan | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Feb | 39 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Feb | 34 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Feb | 25 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Feb | 31 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Feb | 31 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Feb | 24 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Feb | 28 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Feb | 41 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Feb | 24 | 29.5384615385 | 17 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Feb | 33 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Feb | 34 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Feb | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Feb | 30 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Feb | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Feb | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Feb | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Feb | 27 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Feb | 34 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Feb | 23 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Feb | 25 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Feb | 29 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Feb | 32 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Feb | 26 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Feb | 31 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Feb | 38 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Feb | 22 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Feb | 29 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Mar | 37 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Mar | 35 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Mar | 30 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Mar | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Mar | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Mar | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Mar | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Mar | 32 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Mar | 19 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Mar | 24 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Mar | 23 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Mar | 27 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Mar | 19 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Mar | 30 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Mar | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Mar | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Mar | 31 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Mar | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Mar | 28 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Mar | 31 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Mar | 36 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Mar | 15 | 29.5384615385 | 21 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Mar | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Mar | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Mar | 31 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Mar | 30 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Mar | 28 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Mar | 32 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Mar | 29 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
XMRData-1
| Date | Chicago Loan Processing Cycle Time | Average | Range | R-Mean | UCL - Range | LCL - X | UCL - X |
| 1-Jan | 39 | 29.5384615385 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 | |
| 2-Jan | 25 | 29.5384615385 | 14 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 3-Jan | 26 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 4-Jan | 45 | 29.5384615385 | 19 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 5-Jan | 30 | 29.5384615385 | 15 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 6-Jan | 27 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 7-Jan | 22 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 8-Jan | 25 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 9-Jan | 32 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 10-Jan | 32 | 29.5384615385 | 0 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 11-Jan | 30 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 12-Jan | 33 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 13-Jan | 26 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 14-Jan | 21 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 15-Jan | 34 | 29.5384615385 | 13 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 16-Jan | 34 | 29.5384615385 | 0 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 17-Jan | 32 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 18-Jan | 33 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 19-Jan | 27 | 29.5384615385 | 6 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 20-Jan | 21 | 29.5384615385 | 6 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 21-Jan | 35 | 29.5384615385 | 14 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 22-Jan | 37 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 23-Jan | 24 | 29.5384615385 | 13 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 24-Jan | 27 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 25-Jan | 27 | 29.5384615385 | 0 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 26-Jan | 29 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 27-Jan | 20 | 29.5384615385 | 9 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 28-Jan | 32 | 29.5384615385 | 12 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 29-Jan | 14 | 29.5384615385 | 18 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 30-Jan | 37 | 29.5384615385 | 23 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 31-Jan | 32 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 1-Feb | 39 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 2-Feb | 34 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 3-Feb | 36 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 4-Feb | 25 | 29.5384615385 | 11 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 5-Feb | 31 | 29.5384615385 | 6 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 6-Feb | 31 | 29.5384615385 | 0 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 7-Feb | 24 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 8-Feb | 28 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 9-Feb | 41 | 29.5384615385 | 13 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 10-Feb | 24 | 29.5384615385 | 17 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 11-Feb | 33 | 29.5384615385 | 9 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 12-Feb | 34 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 13-Feb | 30 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 14-Feb | 30 | 29.5384615385 | 0 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 15-Feb | 21 | 29.5384615385 | 9 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 16-Feb | 37 | 29.5384615385 | 16 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 17-Feb | 32 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 18-Feb | 27 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 19-Feb | 34 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 20-Feb | 36 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 21-Feb | 23 | 29.5384615385 | 13 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 22-Feb | 25 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 23-Feb | 29 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 24-Feb | 32 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 25-Feb | 26 | 29.5384615385 | 6 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 26-Feb | 31 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 27-Feb | 38 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 28-Feb | 22 | 29.5384615385 | 16 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 29-Feb | 29 | 29.5384615385 | 7 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 1-Mar | 37 | 29.5384615385 | 8 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 2-Mar | 35 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 3-Mar | 30 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 4-Mar | 34 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 5-Mar | 30 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 6-Mar | 21 | 29.5384615385 | 9 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 7-Mar | 37 | 29.5384615385 | 16 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 8-Mar | 24 | 29.5384615385 | 13 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 9-Mar | 32 | 29.5384615385 | 8 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 10-Mar | 19 | 29.5384615385 | 13 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 11-Mar | 24 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 12-Mar | 23 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 13-Mar | 27 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 14-Mar | 19 | 29.5384615385 | 8 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 15-Mar | 30 | 29.5384615385 | 11 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 16-Mar | 27 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 17-Mar | 32 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 18-Mar | 31 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 19-Mar | 29 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 20-Mar | 28 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 21-Mar | 31 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 22-Mar | 36 | 29.5384615385 | 5 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 23-Mar | 15 | 29.5384615385 | 21 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 24-Mar | 30 | 29.5384615385 | 15 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 25-Mar | 33 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 26-Mar | 31 | 29.5384615385 | 2 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 27-Mar | 30 | 29.5384615385 | 1 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 28-Mar | 34 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 29-Mar | 28 | 29.5384615385 | 6 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 30-Mar | 32 | 29.5384615385 | 4 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
| 31-Mar | 29 | 29.5384615385 | 3 | 6.6222222222 | 21.6414222222 | 11.9233504274 | 47.1535726496 |
XMRData
| Date | Chicago Loan Processing Cycle Time | Average | Range | R-Median | UCL - Range | LCL - X | UCL - X |
| 1-Jan | 39 | 29.5384615385 | 5 | 19.325 | 13.8134615385 | 45.2634615385 | |
| 2-Jan | 25 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Jan | 26 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Jan | 45 | 29.5384615385 | 19 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Jan | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Jan | 22 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Jan | 25 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Jan | 32 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Jan | 32 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Jan | 30 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Jan | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Jan | 26 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Jan | 21 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Jan | 34 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Jan | 34 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Jan | 32 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Jan | 33 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Jan | 27 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Jan | 21 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Jan | 35 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Jan | 37 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Jan | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Jan | 27 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Jan | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Jan | 20 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Jan | 32 | 29.5384615385 | 12 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Jan | 14 | 29.5384615385 | 18 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Jan | 37 | 29.5384615385 | 23 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Jan | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Feb | 39 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Feb | 34 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Feb | 25 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Feb | 31 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Feb | 31 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Feb | 24 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Feb | 28 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Feb | 41 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Feb | 24 | 29.5384615385 | 17 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Feb | 33 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Feb | 34 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Feb | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Feb | 30 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Feb | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Feb | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Feb | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Feb | 27 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Feb | 34 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Feb | 23 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Feb | 25 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Feb | 29 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Feb | 32 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Feb | 26 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Feb | 31 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Feb | 38 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Feb | 22 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Feb | 29 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Mar | 37 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Mar | 35 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Mar | 30 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Mar | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Mar | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Mar | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Mar | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Mar | 32 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Mar | 19 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Mar | 24 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Mar | 23 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Mar | 27 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Mar | 19 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Mar | 30 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Mar | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Mar | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Mar | 31 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Mar | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Mar | 28 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Mar | 31 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Mar | 36 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Mar | 15 | 29.5384615385 | 21 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Mar | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Mar | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Mar | 31 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Mar | 30 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Mar | 28 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Mar | 32 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Mar | 29 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
XBSData
| Date | Chicago Loan Processing Cycle Time | Average | Range | R-Median | UCL - Range | LCL - X | UCL - X |
| 1-Jan | 39 | 29.5384615385 | 5 | 19.325 | 13.8134615385 | 45.2634615385 | |
| 2-Jan | 25 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Jan | 26 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Jan | 45 | 29.5384615385 | 19 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Jan | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Jan | 22 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Jan | 25 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Jan | 32 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Jan | 32 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Jan | 30 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Jan | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Jan | 26 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Jan | 21 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Jan | 34 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Jan | 34 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Jan | 32 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Jan | 33 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Jan | 27 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Jan | 21 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Jan | 35 | 29.5384615385 | 14 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Jan | 37 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Jan | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Jan | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Jan | 27 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Jan | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Jan | 20 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Jan | 32 | 29.5384615385 | 12 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Jan | 14 | 29.5384615385 | 18 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Jan | 37 | 29.5384615385 | 23 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Jan | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Feb | 39 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Feb | 34 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Feb | 25 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Feb | 31 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Feb | 31 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Feb | 24 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Feb | 28 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Feb | 41 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Feb | 24 | 29.5384615385 | 17 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Feb | 33 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Feb | 34 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Feb | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Feb | 30 | 29.5384615385 | 0 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Feb | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Feb | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Feb | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Feb | 27 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Feb | 34 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Feb | 36 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Feb | 23 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Feb | 25 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Feb | 29 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Feb | 32 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Feb | 26 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Feb | 31 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Feb | 38 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Feb | 22 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Feb | 29 | 29.5384615385 | 7 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 1-Mar | 37 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 2-Mar | 35 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 3-Mar | 30 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 4-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 5-Mar | 30 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 6-Mar | 21 | 29.5384615385 | 9 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 7-Mar | 37 | 29.5384615385 | 16 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 8-Mar | 24 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 9-Mar | 32 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 10-Mar | 19 | 29.5384615385 | 13 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 11-Mar | 24 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 12-Mar | 23 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 13-Mar | 27 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 14-Mar | 19 | 29.5384615385 | 8 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 15-Mar | 30 | 29.5384615385 | 11 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 16-Mar | 27 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 17-Mar | 32 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 18-Mar | 31 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 19-Mar | 29 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 20-Mar | 28 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 21-Mar | 31 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 22-Mar | 36 | 29.5384615385 | 5 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 23-Mar | 15 | 29.5384615385 | 21 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 24-Mar | 30 | 29.5384615385 | 15 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 25-Mar | 33 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 26-Mar | 31 | 29.5384615385 | 2 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 27-Mar | 30 | 29.5384615385 | 1 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 28-Mar | 34 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 29-Mar | 28 | 29.5384615385 | 6 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 30-Mar | 32 | 29.5384615385 | 4 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
| 31-Mar | 29 | 29.5384615385 | 3 | 5 | 19.325 | 13.8134615385 | 45.2634615385 |
HistData
| 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 | 82 | 83 | 84 | 85 | 86 | 87 | 88 | 89 | 90 | 91 | Average | StdDev | X Bar Bar | S Bar | LCL - S | UCL - S | LCL - X | UCL - X | |
| 1 | 37987 | 37988 | 37989 | 37990 | 37991 | 37992 | 37993 | 37994 | 37995 | 37996 | 37997 | 37998 | 37999 | 38000 | 38001 | 38002 | 38003 | 38004 | 38005 | 38006 | 38007 | 38008 | 38009 | 38010 | 38011 | 38012 | 38013 | 38014 | 38015 | 38016 | 38017 | 38018 | 38019 | 38020 | 38021 | 38022 | 38023 | 38024 | 38025 | 38026 | 38027 | 38028 | 38029 | 38030 | 38031 | 38032 | 38033 | 38034 | 38035 | 38036 | 38037 | 38038 | 38039 | 38040 | 38041 | 38042 | 38043 | 38044 | 38045 | 38046 | 38047 | 38048 | 38049 | 38050 | 38051 | 38052 | 38053 | 38054 | 38055 | 38056 | 38057 | 38058 | 38059 | 38060 | 38061 | 38062 | 38063 | 38064 | 38065 | 38066 | 38067 | 38068 | 38069 | 38070 | 38071 | 38072 | 38073 | 38074 | 38075 | 38076 | 38077 | 38032 | 26.4133804475 | 19030.7692307692 | 16.0598635958 | -127.8720872474 | 159.9918144389 | 19014.8581890309 | 19046.6802725076 |
| 2 | 39 | 25 | 26 | 45 | 30 | 27 | 22 | 25 | 32 | 32 | 30 | 33 | 26 | 21 | 34 | 34 | 32 | 33 | 27 | 21 | 35 | 37 | 24 | 27 | 27 | 29 | 20 | 32 | 14 | 37 | 32 | 39 | 34 | 36 | 25 | 31 | 31 | 24 | 28 | 41 | 24 | 33 | 34 | 30 | 30 | 21 | 37 | 32 | 27 | 34 | 36 | 23 | 25 | 29 | 32 | 26 | 31 | 38 | 22 | 29 | 37 | 35 | 30 | 34 | 30 | 21 | 37 | 24 | 32 | 19 | 24 | 23 | 27 | 19 | 30 | 27 | 32 | 31 | 29 | 28 | 31 | 36 | 15 | 30 | 33 | 31 | 30 | 34 | 28 | 32 | 29 | 29.5384615385 | 5.706346744 | 19030.7692307692 | 16.0598635958 | -127.8720872474 | 159.9918144389 | 19014.8581890309 | 19046.6802725076 |
HistData-1
| Observation | Max | 46 | Bin | Frequency | Cum | Count | Bins | ||
| 1 | 45 | Min | 12 | 12 | 1 | 0.1% | 1423 | 10 | |
| 2 | 20 | Interval | 3.7777777778 | 15.7777777778 | 4 | 0.0035137034 | |||
| 3 | 24 | 19.5555555556 | 28 | 0.0231904427 | |||||
| 4 | 31 | 23.3333333333 | 124 | 0.1103302881 | |||||
| 5 | 24 | 27.1111111111 | 303 | 0.3232607168 | |||||
| 6 | 29 | 30.8888888889 | 283 | 0.5221363317 | |||||
| 7 | 28 | 34.6666666667 | 392 | 0.7976106817 | |||||
| 8 | 34 | 38.4444444444 | 213 | 0.9472944483 | |||||
| 9 | 33 | 42.2222222222 | 57 | 0.9873506676 | |||||
| 10 | 25 | 46 | 18 | 1 | |||||
| 11 | 25 | 0 | 0 | 0 | |||||
| 12 | 25 | 0 | 0 | 0 | |||||
| 13 | 24 | 0 | 0 | 0 | |||||
| 14 | 30 | 0 | 0 | 0 | |||||
| 15 | 30 | 0 | 0 | 0 | |||||
| 16 | 32 | 0 | 0 | 0 | |||||
| 17 | 31 | 0 | 0 | 0 | |||||
| 18 | 27 | 0 | 0 | 0 | |||||
| 19 | 21 | 0 | 0 | 0 | |||||
| 20 | 36 | 0 | 0 | 0 | |||||
| 21 | 28 | 0 | 0 | 0 | |||||
| 22 | 35 | 0 | 0 | 0 | |||||
| 23 | 35 | 0 | 0 | 0 | |||||
| 24 | 26 | 0 | 0 | 0 | |||||
| 25 | 42 | 0 | 0 | 0 | |||||
| 26 | 35 | 0 | 0 | 0 | |||||
| 27 | 29 | 0 | 0 | 0 | |||||
| 28 | 22 | 0 | 0 | 0 | |||||
| 29 | 29 | 0 | 0 | 0 | |||||
| 30 | 26 | 0 | 0 | 0 | |||||
| 31 | 32 | ||||||||
| 32 | 27 | ||||||||
| 33 | 28 | ||||||||
| 34 | 28 | ||||||||
| 35 | 26 | ||||||||
| 36 | 30 | ||||||||
| 37 | 32 | ||||||||
| 38 | 36 | ||||||||
| 39 | 28 | ||||||||
| 40 | 39 | ||||||||
| 41 | 22 | ||||||||
| 42 | 30 | ||||||||
| 43 | 32 | ||||||||
| 44 | 24 | ||||||||
| 45 | 31 | ||||||||
| 46 | 31 | ||||||||
| 47 | 45 | ||||||||
| 48 | 36 | ||||||||
| 49 | 25 | ||||||||
| 50 | 37 | ||||||||
| 51 | 21 | ||||||||
| 52 | 31 | ||||||||
| 53 | 28 | ||||||||
| 54 | 22 | ||||||||
| 55 | 43 | ||||||||
| 56 | 33 | ||||||||
| 57 | 32 | ||||||||
| 58 | 38 | ||||||||
| 59 | 26 | ||||||||
| 60 | 28 | ||||||||
| 61 | 26 | ||||||||
| 62 | 26 | ||||||||
| 63 | 27 | ||||||||
| 64 | 40 | ||||||||
| 65 | 24 | ||||||||
| 66 | 29 | ||||||||
| 67 | 27 | ||||||||
| 68 | 37 | ||||||||
| 69 | 20 | ||||||||
| 70 | 37 | ||||||||
| 71 | 31 | ||||||||
| 72 | 30 | ||||||||
| 73 | 39 | ||||||||
| 74 | 34 | ||||||||
| 75 | 33 | ||||||||
| 76 | 43 | ||||||||
| 77 | 31 | ||||||||
| 78 | 36 | ||||||||
| 79 | 29 | ||||||||
| 80 | 30 | ||||||||
| 81 | 37 | ||||||||
| 82 | 31 | ||||||||
| 83 | 25 | ||||||||
| 84 | 33 | ||||||||
| 85 | 33 | ||||||||
| 86 | 25 | ||||||||
| 87 | 25 | ||||||||
| 88 | 29 | ||||||||
| 89 | 37 | ||||||||
| 90 | 28 | ||||||||
| 91 | 38 | ||||||||
| 92 | 39 | ||||||||
| 93 | 21 | ||||||||
| 94 | 28 | ||||||||
| 95 | 36 | ||||||||
| 96 | 30 | ||||||||
| 97 | 32 | ||||||||
| 98 | 35 | ||||||||
| 99 | 21 | ||||||||
| 100 | 18 | ||||||||
| 101 | 29 | ||||||||
| 102 | 26 | ||||||||
| 103 | 27 | ||||||||
| 104 | 30 | ||||||||
| 105 | 32 | ||||||||
| 106 | 35 | ||||||||
| 107 | 25 | ||||||||
| 108 | 25 | ||||||||
| 109 | 28 | ||||||||
| 110 | 24 | ||||||||
| 111 | 33 | ||||||||
| 112 | 28 | ||||||||
| 113 | 30 | ||||||||
| 114 | 26 | ||||||||
| 115 | 36 | ||||||||
| 116 | 33 | ||||||||
| 117 | 27 | ||||||||
| 118 | 28 | ||||||||
| 119 | 24 | ||||||||
| 120 | 27 | ||||||||
| 121 | 40 | ||||||||
| 122 | 25 | ||||||||
| 123 | 29 | ||||||||
| 124 | 33 | ||||||||
| 125 | 32 | ||||||||
| 126 | 24 | ||||||||
| 127 | 22 | ||||||||
| 128 | 26 | ||||||||
| 129 | 37 | ||||||||
| 130 | 28 | ||||||||
| 131 | 29 | ||||||||
| 132 | 35 | ||||||||
| 133 | 26 | ||||||||
| 134 | 33 | ||||||||
| 135 | 23 | ||||||||
| 136 | 27 | ||||||||
| 137 | 34 | ||||||||
| 138 | 29 | ||||||||
| 139 | 25 | ||||||||
| 140 | 36 | ||||||||
| 141 | 35 | ||||||||
| 142 | 31 | ||||||||
| 143 | 32 | ||||||||
| 144 | 36 | ||||||||
| 145 | 32 | ||||||||
| 146 | 29 | ||||||||
| 147 | 39 | ||||||||
| 148 | 32 | ||||||||
| 149 | 33 | ||||||||
| 150 | 30 | ||||||||
| 151 | 20 | ||||||||
| 152 | 36 | ||||||||
| 153 | 31 | ||||||||
| 154 | 34 | ||||||||
| 155 | 33 | ||||||||
| 156 | 32 | ||||||||
| 157 | 24 | ||||||||
| 158 | 24 | ||||||||
| 159 | 26 | ||||||||
| 160 | 37 | ||||||||
| 161 | 33 | ||||||||
| 162 | 27 | ||||||||
| 163 | 22 | ||||||||
| 164 | 30 | ||||||||
| 165 | 27 | ||||||||
| 166 | 37 | ||||||||
| 167 | 26 | ||||||||
| 168 | 34 | ||||||||
| 169 | 30 | ||||||||
| 170 | 32 | ||||||||
| 171 | 36 | ||||||||
| 172 | 30 | ||||||||
| 173 | 33 | ||||||||
| 174 | 35 | ||||||||
| 175 | 24 | ||||||||
| 176 | 31 | ||||||||
| 177 | 27 | ||||||||
| 178 | 27 | ||||||||
| 179 | 26 | ||||||||
| 180 | 32 | ||||||||
| 181 | 35 | ||||||||
| 182 | 25 | ||||||||
| 183 | 30 | ||||||||
| 184 | 14 | ||||||||
| 185 | 36 | ||||||||
| 186 | 34 | ||||||||
| 187 | 30 | ||||||||
| 188 | 28 | ||||||||
| 189 | 35 | ||||||||
| 190 | 31 | ||||||||
| 191 | 32 | ||||||||
| 192 | 28 | ||||||||
| 193 | 24 | ||||||||
| 194 | 40 | ||||||||
| 195 | 31 | ||||||||
| 196 | 24 | ||||||||
| 197 | 30 | ||||||||
| 198 | 33 | ||||||||
| 199 | 28 | ||||||||
| 200 | 21 | ||||||||
| 201 | 31 | ||||||||
| 202 | 38 | ||||||||
| 203 | 34 | ||||||||
| 204 | 26 | ||||||||
| 205 | 27 | ||||||||
| 206 | 34 | ||||||||
| 207 | 28 | ||||||||
| 208 | 18 | ||||||||
| 209 | 26 | ||||||||
| 210 | 28 | ||||||||
| 211 | 34 | ||||||||
| 212 | 28 | ||||||||
| 213 | 34 | ||||||||
| 214 | 24 | ||||||||
| 215 | 32 | ||||||||
| 216 | 34 | ||||||||
| 217 | 30 | ||||||||
| 218 | 33 | ||||||||
| 219 | 37 | ||||||||
| 220 | 36 | ||||||||
| 221 | 30 | ||||||||
| 222 | 33 | ||||||||
| 223 | 32 | ||||||||
| 224 | 35 | ||||||||
| 225 | 33 | ||||||||
| 226 | 30 | ||||||||
| 227 | 31 | ||||||||
| 228 | 22 | ||||||||
| 229 | 29 | ||||||||
| 230 | 33 | ||||||||
| 231 | 26 | ||||||||
| 232 | 23 | ||||||||
| 233 | 32 | ||||||||
| 234 | 28 | ||||||||
| 235 | 29 | ||||||||
| 236 | 28 | ||||||||
| 237 | 32 | ||||||||
| 238 | 41 | ||||||||
| 239 | 35 | ||||||||
| 240 | 29 | ||||||||
| 241 | 34 | ||||||||
| 242 | 26 | ||||||||
| 243 | 28 | ||||||||
| 244 | 35 | ||||||||
| 245 | 32 | ||||||||
| 246 | 17 | ||||||||
| 247 | 33 | ||||||||
| 248 | 35 | ||||||||
| 249 | 37 | ||||||||
| 250 | 25 | ||||||||
| 251 | 33 | ||||||||
| 252 | 33 | ||||||||
| 253 | 26 | ||||||||
| 254 | 36 | ||||||||
| 255 | 35 | ||||||||
| 256 | 27 | ||||||||
| 257 | 26 | ||||||||
| 258 | 30 | ||||||||
| 259 | 25 | ||||||||
| 260 | 28 | ||||||||
| 261 | 32 | ||||||||
| 262 | 36 | ||||||||
| 263 | 33 | ||||||||
| 264 | 31 | ||||||||
| 265 | 34 | ||||||||
| 266 | 24 | ||||||||
| 267 | 28 | ||||||||
| 268 | 29 | ||||||||
| 269 | 38 | ||||||||
| 270 | 32 | ||||||||
| 271 | 29 | ||||||||
| 272 | 31 | ||||||||
| 273 | 25 | ||||||||
| 274 | 30 | ||||||||
| 275 | 37 | ||||||||
| 276 | 34 | ||||||||
| 277 | 25 | ||||||||
| 278 | 19 | ||||||||
| 279 | 29 | ||||||||
| 280 | 32 | ||||||||
| 281 | 22 | ||||||||
| 282 | 36 | ||||||||
| 283 | 31 | ||||||||
| 284 | 24 | ||||||||
| 285 | 37 | ||||||||
| 286 | 36 | ||||||||
| 287 | 31 | ||||||||
| 288 | 27 | ||||||||
| 289 | 26 | ||||||||
| 290 | 21 | ||||||||
| 291 | 41 | ||||||||
| 292 | 31 | ||||||||
| 293 | 24 | ||||||||
| 294 | 30 | ||||||||
| 295 | 24 | ||||||||
| 296 | 19 | ||||||||
| 297 | 37 | ||||||||
| 298 | 41 | ||||||||
| 299 | 21 | ||||||||
| 300 | 21 | ||||||||
| 301 | 32 | ||||||||
| 302 | 19 | ||||||||
| 303 | 20 | ||||||||
| 304 | 27 | ||||||||
| 305 | 34 | ||||||||
| 306 | 37 | ||||||||
| 307 | 36 | ||||||||
| 308 | 45 | ||||||||
| 309 | 31 | ||||||||
| 310 | 33 | ||||||||
| 311 | 30 | ||||||||
| 312 | 29 | ||||||||
| 313 | 36 | ||||||||
| 314 | 18 | ||||||||
| 315 | 23 | ||||||||
| 316 | 37 | ||||||||
| 317 | 36 | ||||||||
| 318 | 36 | ||||||||
| 319 | 30 | ||||||||
| 320 | 29 | ||||||||
| 321 | 33 | ||||||||
| 322 | 39 | ||||||||
| 323 | 27 | ||||||||
| 324 | 27 | ||||||||
| 325 | 28 | ||||||||
| 326 | 29 | ||||||||
| 327 | 35 | ||||||||
| 328 | 24 | ||||||||
| 329 | 26 | ||||||||
| 330 | 32 | ||||||||
| 331 | 31 | ||||||||
| 332 | 31 | ||||||||
| 333 | 26 | ||||||||
| 334 | 18 | ||||||||
| 335 | 29 | ||||||||
| 336 | 37 | ||||||||
| 337 | 28 | ||||||||
| 338 | 22 | ||||||||
| 339 | 38 | ||||||||
| 340 | 26 | ||||||||
| 341 | 31 | ||||||||
| 342 | 31 | ||||||||
| 343 | 41 | ||||||||
| 344 | 27 | ||||||||
| 345 | 35 | ||||||||
| 346 | 27 | ||||||||
| 347 | 38 | ||||||||
| 348 | 32 | ||||||||
| 349 | 33 | ||||||||
| 350 | 30 | ||||||||
| 351 | 34 | ||||||||
| 352 | 32 | ||||||||
| 353 | 38 | ||||||||
| 354 | 27 | ||||||||
| 355 | 29 | ||||||||
| 356 | 31 | ||||||||
| 357 | 14 | ||||||||
| 358 | 33 | ||||||||
| 359 | 30 | ||||||||
| 360 | 31 | ||||||||
| 361 | 35 | ||||||||
| 362 | 27 | ||||||||
| 363 | 31 | ||||||||
| 364 | 34 | ||||||||
| 365 | 33 | ||||||||
| 366 | 27 | ||||||||
| 367 | 37 | ||||||||
| 368 | 37 | ||||||||
| 369 | 21 | ||||||||
| 370 | 22 | ||||||||
| 371 | 32 | ||||||||
| 372 | 20 | ||||||||
| 373 | 38 | ||||||||
| 374 | 28 | ||||||||
| 375 | 31 | ||||||||
| 376 | 22 | ||||||||
| 377 | 29 | ||||||||
| 378 | 33 | ||||||||
| 379 | 36 | ||||||||
| 380 | 26 | ||||||||
| 381 | 17 | ||||||||
| 382 | 25 | ||||||||
| 383 | 29 | ||||||||
| 384 | 41 | ||||||||
| 385 | 39 | ||||||||
| 386 | 38 | ||||||||
| 387 | 36 | ||||||||
| 388 | 33 | ||||||||
| 389 | 22 | ||||||||
| 390 | 32 | ||||||||
| 391 | 34 | ||||||||
| 392 | 25 | ||||||||
| 393 | 29 | ||||||||
| 394 | 23 | ||||||||
| 395 | 30 | ||||||||
| 396 | 26 | ||||||||
| 397 | 30 | ||||||||
| 398 | 29 | ||||||||
| 399 | 32 | ||||||||
| 400 | 27 | ||||||||
| 401 | 26 | ||||||||
| 402 | 35 | ||||||||
| 403 | 34 | ||||||||
| 404 | 30 | ||||||||
| 405 | 29 | ||||||||
| 406 | 41 | ||||||||
| 407 | 26 | ||||||||
| 408 | 37 | ||||||||
| 409 | 25 | ||||||||
| 410 | 33 | ||||||||
| 411 | 43 | ||||||||
| 412 | 29 | ||||||||
| 413 | 37 | ||||||||
| 414 | 42 | ||||||||
| 415 | 29 | ||||||||
| 416 | 28 | ||||||||
| 417 | 30 | ||||||||
| 418 | 39 | ||||||||
| 419 | 34 | ||||||||
| 420 | 28 | ||||||||
| 421 | 24 | ||||||||
| 422 | 34 | ||||||||
| 423 | 29 | ||||||||
| 424 | 35 | ||||||||
| 425 | 27 | ||||||||
| 426 | 42 | ||||||||
| 427 | 37 | ||||||||
| 428 | 42 | ||||||||
| 429 | 31 | ||||||||
| 430 | 29 | ||||||||
| 431 | 37 | ||||||||
| 432 | 30 | ||||||||
| 433 | 30 | ||||||||
| 434 | 18 | ||||||||
| 435 | 22 | ||||||||
| 436 | 24 | ||||||||
| 437 | 40 | ||||||||
| 438 | 35 | ||||||||
| 439 | 32 | ||||||||
| 440 | 38 | ||||||||
| 441 | 32 | ||||||||
| 442 | 36 | ||||||||
| 443 | 34 | ||||||||
| 444 | 19 | ||||||||
| 445 | 32 | ||||||||
| 446 | 31 | ||||||||
| 447 | 30 | ||||||||
| 448 | 29 | ||||||||
| 449 | 36 | ||||||||
| 450 | 33 | ||||||||
| 451 | 36 | ||||||||
| 452 | 36 | ||||||||
| 453 | 25 | ||||||||
| 454 | 33 | ||||||||
| 455 | 24 | ||||||||
| 456 | 32 | ||||||||
| 457 | 27 | ||||||||
| 458 | 34 | ||||||||
| 459 | 27 | ||||||||
| 460 | 28 | ||||||||
| 461 | 27 | ||||||||
| 462 | 40 | ||||||||
| 463 | 26 | ||||||||
| 464 | 30 | ||||||||
| 465 | 26 | ||||||||
| 466 | 31 | ||||||||
| 467 | 28 | ||||||||
| 468 | 24 | ||||||||
| 469 | 35 | ||||||||
| 470 | 31 | ||||||||
| 471 | 25 | ||||||||
| 472 | 29 | ||||||||
| 473 | 38 | ||||||||
| 474 | 31 | ||||||||
| 475 | 23 | ||||||||
| 476 | 30 | ||||||||
| 477 | 40 | ||||||||
| 478 | 33 | ||||||||
| 479 | 30 | ||||||||
| 480 | 27 | ||||||||
| 481 | 30 | ||||||||
| 482 | 31 | ||||||||
| 483 | 30 | ||||||||
| 484 | 30 | ||||||||
| 485 | 30 | ||||||||
| 486 | 25 | ||||||||
| 487 | 36 | ||||||||
| 488 | 32 | ||||||||
| 489 | 32 | ||||||||
| 490 | 26 | ||||||||
| 491 | 34 | ||||||||
| 492 | 31 | ||||||||
| 493 | 28 | ||||||||
| 494 | 31 | ||||||||
| 495 | 26 | ||||||||
| 496 | 33 | ||||||||
| 497 | 37 | ||||||||
| 498 | 35 | ||||||||
| 499 | 28 | ||||||||
| 500 | 16 | ||||||||
| 501 | 31 | ||||||||
| 502 | 32 | ||||||||
| 503 | 26 | ||||||||
| 504 | 28 | ||||||||
| 505 | 25 | ||||||||
| 506 | 34 | ||||||||
| 507 | 30 | ||||||||
| 508 | 32 | ||||||||
| 509 | 35 | ||||||||
| 510 | 31 | ||||||||
| 511 | 33 | ||||||||
| 512 | 22 | ||||||||
| 513 | 31 | ||||||||
| 514 | 38 | ||||||||
| 515 | 29 | ||||||||
| 516 | 33 | ||||||||
| 517 | 26 | ||||||||
| 518 | 43 | ||||||||
| 519 | 36 | ||||||||
| 520 | 29 | ||||||||
| 521 | 33 | ||||||||
| 522 | 27 | ||||||||
| 523 | 31 | ||||||||
| 524 | 16 | ||||||||
| 525 | 38 | ||||||||
| 526 | 36 | ||||||||
| 527 | 27 | ||||||||
| 528 | 25 | ||||||||
| 529 | 34 | ||||||||
| 530 | 31 | ||||||||
| 531 | 28 | ||||||||
| 532 | 31 | ||||||||
| 533 | 21 | ||||||||
| 534 | 27 | ||||||||
| 535 | 35 | ||||||||
| 536 | 33 | ||||||||
| 537 | 21 | ||||||||
| 538 | 36 | ||||||||
| 539 | 37 | ||||||||
| 540 | 37 | ||||||||
| 541 | 43 | ||||||||
| 542 | 29 | ||||||||
| 543 | 36 | ||||||||
| 544 | 34 | ||||||||
| 545 | 33 | ||||||||
| 546 | 26 | ||||||||
| 547 | 26 | ||||||||
| 548 | 29 | ||||||||
| 549 | 31 | ||||||||
| 550 | 32 | ||||||||
| 551 | 24 | ||||||||
| 552 | 33 | ||||||||
| 553 | 24 | ||||||||
| 554 | 36 | ||||||||
| 555 | 31 | ||||||||
| 556 | 38 | ||||||||
| 557 | 30 | ||||||||
| 558 | 19 | ||||||||
| 559 | 34 | ||||||||
| 560 | 38 | ||||||||
| 561 | 38 | ||||||||
| 562 | 24 | ||||||||
| 563 | 39 | ||||||||
| 564 | 27 | ||||||||
| 565 | 30 | ||||||||
| 566 | 35 | ||||||||
| 567 | 30 | ||||||||
| 568 | 31 | ||||||||
| 569 | 32 | ||||||||
| 570 | 23 | ||||||||
| 571 | 27 | ||||||||
| 572 | 32 | ||||||||
| 573 | 30 | ||||||||
| 574 | 34 | ||||||||
| 575 | 27 | ||||||||
| 576 | 20 | ||||||||
| 577 | 37 | ||||||||
| 578 | 31 | ||||||||
| 579 | 35 | ||||||||
| 580 | 35 | ||||||||
| 581 | 32 | ||||||||
| 582 | 29 | ||||||||
| 583 | 34 | ||||||||
| 584 | 36 | ||||||||
| 585 | 23 | ||||||||
| 586 | 26 | ||||||||
| 587 | 33 | ||||||||
| 588 | 31 | ||||||||
| 589 | 20 | ||||||||
| 590 | 22 | ||||||||
| 591 | 37 | ||||||||
| 592 | 25 | ||||||||
| 593 | 25 | ||||||||
| 594 | 26 | ||||||||
| 595 | 38 | ||||||||
| 596 | 37 | ||||||||
| 597 | 24 | ||||||||
| 598 | 26 | ||||||||
| 599 | 32 | ||||||||
| 600 | 25 | ||||||||
| 601 | 25 | ||||||||
| 602 | 30 | ||||||||
| 603 | 28 | ||||||||
| 604 | 32 | ||||||||
| 605 | 29 | ||||||||
| 606 | 18 | ||||||||
| 607 | 30 | ||||||||
| 608 | 21 | ||||||||
| 609 | 32 | ||||||||
| 610 | 32 | ||||||||
| 611 | 32 | ||||||||
| 612 | 37 | ||||||||
| 613 | 37 | ||||||||
| 614 | 32 | ||||||||
| 615 | 23 | ||||||||
| 616 | 26 | ||||||||
| 617 | 41 | ||||||||
| 618 | 33 | ||||||||
| 619 | 26 | ||||||||
| 620 | 29 | ||||||||
| 621 | 30 | ||||||||
| 622 | 24 | ||||||||
| 623 | 22 | ||||||||
| 624 | 30 | ||||||||
| 625 | 40 | ||||||||
| 626 | 24 | ||||||||
| 627 | 35 | ||||||||
| 628 | 23 | ||||||||
| 629 | 28 | ||||||||
| 630 | 34 | ||||||||
| 631 | 29 | ||||||||
| 632 | 27 | ||||||||
| 633 | 27 | ||||||||
| 634 | 30 | ||||||||
| 635 | 23 | ||||||||
| 636 | 29 | ||||||||
| 637 | 33 | ||||||||
| 638 | 26 | ||||||||
| 639 | 37 | ||||||||
| 640 | 30 | ||||||||
| 641 | 34 | ||||||||
| 642 | 29 | ||||||||
| 643 | 31 | ||||||||
| 644 | 25 | ||||||||
| 645 | 24 | ||||||||
| 646 | 28 | ||||||||
| 647 | 36 | ||||||||
| 648 | 29 | ||||||||
| 649 | 28 | ||||||||
| 650 | 31 | ||||||||
| 651 | 20 | ||||||||
| 652 | 31 | ||||||||
| 653 | 32 | ||||||||
| 654 | 32 | ||||||||
| 655 | 25 | ||||||||
| 656 | 30 | ||||||||
| 657 | 34 | ||||||||
| 658 | 30 | ||||||||
| 659 | 34 | ||||||||
| 660 | 21 | ||||||||
| 661 | 27 | ||||||||
| 662 | 32 | ||||||||
| 663 | 30 | ||||||||
| 664 | 26 | ||||||||
| 665 | 29 | ||||||||
| 666 | 32 | ||||||||
| 667 | 24 | ||||||||
| 668 | 27 | ||||||||
| 669 | 25 | ||||||||
| 670 | 32 | ||||||||
| 671 | 30 | ||||||||
| 672 | 35 | ||||||||
| 673 | 27 | ||||||||
| 674 | 41 | ||||||||
| 675 | 22 | ||||||||
| 676 | 35 | ||||||||
| 677 | 26 | ||||||||
| 678 | 27 | ||||||||
| 679 | 21 | ||||||||
| 680 | 33 | ||||||||
| 681 | 33 | ||||||||
| 682 | 20 | ||||||||
| 683 | 29 | ||||||||
| 684 | 28 | ||||||||
| 685 | 31 | ||||||||
| 686 | 32 | ||||||||
| 687 | 24 | ||||||||
| 688 | 21 | ||||||||
| 689 | 37 | ||||||||
| 690 | 36 | ||||||||
| 691 | 30 | ||||||||
| 692 | 30 | ||||||||
| 693 | 35 | ||||||||
| 694 | 38 | ||||||||
| 695 | 33 | ||||||||
| 696 | 40 | ||||||||
| 697 | 30 | ||||||||
| 698 | 35 | ||||||||
| 699 | 20 | ||||||||
| 700 | 29 | ||||||||
| 701 | 35 | ||||||||
| 702 | 35 | ||||||||
| 703 | 35 | ||||||||
| 704 | 26 | ||||||||
| 705 | 32 | ||||||||
| 706 | 29 | ||||||||
| 707 | 28 | ||||||||
| 708 | 18 | ||||||||
| 709 | 26 | ||||||||
| 710 | 21 | ||||||||
| 711 | 30 | ||||||||
| 712 | 33 | ||||||||
| 713 | 32 | ||||||||
| 714 | 29 | ||||||||
| 715 | 31 | ||||||||
| 716 | 26 | ||||||||
| 717 | 36 | ||||||||
| 718 | 37 | ||||||||
| 719 | 40 | ||||||||
| 720 | 35 | ||||||||
| 721 | 28 | ||||||||
| 722 | 29 | ||||||||
| 723 | 32 | ||||||||
| 724 | 30 | ||||||||
| 725 | 27 | ||||||||
| 726 | 27 | ||||||||
| 727 | 29 | ||||||||
| 728 | 24 | ||||||||
| 729 | 34 | ||||||||
| 730 | 32 | ||||||||
| 731 | 24 | ||||||||
| 732 | 22 | ||||||||
| 733 | 32 | ||||||||
| 734 | 30 | ||||||||
| 735 | 25 | ||||||||
| 736 | 31 | ||||||||
| 737 | 33 | ||||||||
| 738 | 39 | ||||||||
| 739 | 30 | ||||||||
| 740 | 44 | ||||||||
| 741 | 23 | ||||||||
| 742 | 31 | ||||||||
| 743 | 23 | ||||||||
| 744 | 32 | ||||||||
| 745 | 28 | ||||||||
| 746 | 40 | ||||||||
| 747 | 12 | ||||||||
| 748 | 30 | ||||||||
| 749 | 25 | ||||||||
| 750 | 27 | ||||||||
| 751 | 28 | ||||||||
| 752 | 29 | ||||||||
| 753 | 27 | ||||||||
| 754 | 25 | ||||||||
| 755 | 30 | ||||||||
| 756 | 37 | ||||||||
| 757 | 23 | ||||||||
| 758 | 29 | ||||||||
| 759 | 30 | ||||||||
| 760 | 30 | ||||||||
| 761 | 37 | ||||||||
| 762 | 30 | ||||||||
| 763 | 28 | ||||||||
| 764 | 32 | ||||||||
| 765 | 25 | ||||||||
| 766 | 35 | ||||||||
| 767 | 33 | ||||||||
| 768 | 31 | ||||||||
| 769 | 34 | ||||||||
| 770 | 31 | ||||||||
| 771 | 23 | ||||||||
| 772 | 32 | ||||||||
| 773 | 29 | ||||||||
| 774 | 31 | ||||||||
| 775 | 28 | ||||||||
| 776 | 23 | ||||||||
| 777 | 25 | ||||||||
| 778 | 31 | ||||||||
| 779 | 28 | ||||||||
| 780 | 27 | ||||||||
| 781 | 24 | ||||||||
| 782 | 38 | ||||||||
| 783 | 38 | ||||||||
| 784 | 29 | ||||||||
| 785 | 41 | ||||||||
| 786 | 37 | ||||||||
| 787 | 38 | ||||||||
| 788 | 20 | ||||||||
| 789 | 33 | ||||||||
| 790 | 24 | ||||||||
| 791 | 27 | ||||||||
| 792 | 29 | ||||||||
| 793 | 25 | ||||||||
| 794 | 31 | ||||||||
| 795 | 23 | ||||||||
| 796 | 27 | ||||||||
| 797 | 30 | ||||||||
| 798 | 34 | ||||||||
| 799 | 30 | ||||||||
| 800 | 44 | ||||||||
| 801 | 24 | ||||||||
| 802 | 35 | ||||||||
| 803 | 33 | ||||||||
| 804 | 29 | ||||||||
| 805 | 32 | ||||||||
| 806 | 29 | ||||||||
| 807 | 35 | ||||||||
| 808 | 33 | ||||||||
| 809 | 34 | ||||||||
| 810 | 29 | ||||||||
| 811 | 40 | ||||||||
| 812 | 24 | ||||||||
| 813 | 40 | ||||||||
| 814 | 30 | ||||||||
| 815 | 25 | ||||||||
| 816 | 29 | ||||||||
| 817 | 27 | ||||||||
| 818 | 24 | ||||||||
| 819 | 33 | ||||||||
| 820 | 27 | ||||||||
| 821 | 24 | ||||||||
| 822 | 31 | ||||||||
| 823 | 29 | ||||||||
| 824 | 31 | ||||||||
| 825 | 34 | ||||||||
| 826 | 35 | ||||||||
| 827 | 24 | ||||||||
| 828 | 30 | ||||||||
| 829 | 26 | ||||||||
| 830 | 33 | ||||||||
| 831 | 36 | ||||||||
| 832 | 28 | ||||||||
| 833 | 27 | ||||||||
| 834 | 30 | ||||||||
| 835 | 36 | ||||||||
| 836 | 25 | ||||||||
| 837 | 37 | ||||||||
| 838 | 39 | ||||||||
| 839 | 39 | ||||||||
| 840 | 32 | ||||||||
| 841 | 40 | ||||||||
| 842 | 21 | ||||||||
| 843 | 24 | ||||||||
| 844 | 24 | ||||||||
| 845 | 30 | ||||||||
| 846 | 36 | ||||||||
| 847 | 29 | ||||||||
| 848 | 36 | ||||||||
| 849 | 29 | ||||||||
| 850 | 26 | ||||||||
| 851 | 32 | ||||||||
| 852 | 34 | ||||||||
| 853 | 37 | ||||||||
| 854 | 30 | ||||||||
| 855 | 27 | ||||||||
| 856 | 31 | ||||||||
| 857 | 26 | ||||||||
| 858 | 31 | ||||||||
| 859 | 28 | ||||||||
| 860 | 31 | ||||||||
| 861 | 40 | ||||||||
| 862 | 32 | ||||||||
| 863 | 26 | ||||||||
| 864 | 31 | ||||||||
| 865 | 29 | ||||||||
| 866 | 33 | ||||||||
| 867 | 31 | ||||||||
| 868 | 33 | ||||||||
| 869 | 25 | ||||||||
| 870 | 28 | ||||||||
| 871 | 28 | ||||||||
| 872 | 29 | ||||||||
| 873 | 30 | ||||||||
| 874 | 31 | ||||||||
| 875 | 25 | ||||||||
| 876 | 26 | ||||||||
| 877 | 36 | ||||||||
| 878 | 22 | ||||||||
| 879 | 29 | ||||||||
| 880 | 39 | ||||||||
| 881 | 45 | ||||||||
| 882 | 29 | ||||||||
| 883 | 38 | ||||||||
| 884 | 26 | ||||||||
| 885 | 27 | ||||||||
| 886 | 33 | ||||||||
| 887 | 30 | ||||||||
| 888 | 29 | ||||||||
| 889 | 23 | ||||||||
| 890 | 31 | ||||||||
| 891 | 37 | ||||||||
| 892 | 27 | ||||||||
| 893 | 26 | ||||||||
| 894 | 40 | ||||||||
| 895 | 28 | ||||||||
| 896 | 40 | ||||||||
| 897 | 24 | ||||||||
| 898 | 34 | ||||||||
| 899 | 31 | ||||||||
| 900 | 29 | ||||||||
| 901 | 21 | ||||||||
| 902 | 21 | ||||||||
| 903 | 29 | ||||||||
| 904 | 29 | ||||||||
| 905 | 33 | ||||||||
| 906 | 34 | ||||||||
| 907 | 35 | ||||||||
| 908 | 20 | ||||||||
| 909 | 34 | ||||||||
| 910 | 27 | ||||||||
| 911 | 25 | ||||||||
| 912 | 27 | ||||||||
| 913 | 32 | ||||||||
| 914 | 26 | ||||||||
| 915 | 19 | ||||||||
| 916 | 15 | ||||||||
| 917 | 32 | ||||||||
| 918 | 26 | ||||||||
| 919 | 25 | ||||||||
| 920 | 25 | ||||||||
| 921 | 26 | ||||||||
| 922 | 30 | ||||||||
| 923 | 31 | ||||||||
| 924 | 32 | ||||||||
| 925 | 23 | ||||||||
| 926 | 27 | ||||||||
| 927 | 23 | ||||||||
| 928 | 23 | ||||||||
| 929 | 33 | ||||||||
| 930 | 33 | ||||||||
| 931 | 33 | ||||||||
| 932 | 32 | ||||||||
| 933 | 28 | ||||||||
| 934 | 19 | ||||||||
| 935 | 40 | ||||||||
| 936 | 30 | ||||||||
| 937 | 31 | ||||||||
| 938 | 25 | ||||||||
| 939 | 31 | ||||||||
| 940 | 33 | ||||||||
| 941 | 43 | ||||||||
| 942 | 36 | ||||||||
| 943 | 34 | ||||||||
| 944 | 29 | ||||||||
| 945 | 34 | ||||||||
| 946 | 27 | ||||||||
| 947 | 30 | ||||||||
| 948 | 29 | ||||||||
| 949 | 31 | ||||||||
| 950 | 31 | ||||||||
| 951 | 16 | ||||||||
| 952 | 26 | ||||||||
| 953 | 27 | ||||||||
| 954 | 31 | ||||||||
| 955 | 18 | ||||||||
| 956 | 23 | ||||||||
| 957 | 27 | ||||||||
| 958 | 35 | ||||||||
| 959 | 27 | ||||||||
| 960 | 33 | ||||||||
| 961 | 32 | ||||||||
| 962 | 36 | ||||||||
| 963 | 29 | ||||||||
| 964 | 32 | ||||||||
| 965 | 31 | ||||||||
| 966 | 27 | ||||||||
| 967 | 44 | ||||||||
| 968 | 27 | ||||||||
| 969 | 31 | ||||||||
| 970 | 37 | ||||||||
| 971 | 35 | ||||||||
| 972 | 25 | ||||||||
| 973 | 33 | ||||||||
| 974 | 29 | ||||||||
| 975 | 34 | ||||||||
| 976 | 32 | ||||||||
| 977 | 32 | ||||||||
| 978 | 27 | ||||||||
| 979 | 29 | ||||||||
| 980 | 23 | ||||||||
| 981 | 30 | ||||||||
| 982 | 20 | ||||||||
| 983 | 28 | ||||||||
| 984 | 34 | ||||||||
| 985 | 31 | ||||||||
| 986 | 33 | ||||||||
| 987 | 28 | ||||||||
| 988 | 35 | ||||||||
| 989 | 31 | ||||||||
| 990 | 36 | ||||||||
| 991 | 24 | ||||||||
| 992 | 35 | ||||||||
| 993 | 24 | ||||||||
| 994 | 34 | ||||||||
| 995 | 33 | ||||||||
| 996 | 34 | ||||||||
| 997 | 25 | ||||||||
| 998 | 32 | ||||||||
| 999 | 27 | ||||||||
| 1000 | 21 | ||||||||
| 1001 | 34 | ||||||||
| 1002 | 32 | ||||||||
| 1003 | 35 | ||||||||
| 1004 | 21 | ||||||||
| 1005 | 23 | ||||||||
| 1006 | 32 | ||||||||
| 1007 | 30 | ||||||||
| 1008 | 35 | ||||||||
| 1009 | 24 | ||||||||
| 1010 | 21 | ||||||||
| 1011 | 32 | ||||||||
| 1012 | 38 | ||||||||
| 1013 | 32 | ||||||||
| 1014 | 32 | ||||||||
| 1015 | 36 | ||||||||
| 1016 | 39 | ||||||||
| 1017 | 25 | ||||||||
| 1018 | 29 | ||||||||
| 1019 | 28 | ||||||||
| 1020 | 23 | ||||||||
| 1021 | 35 | ||||||||
| 1022 | 32 | ||||||||
| 1023 | 21 | ||||||||
| 1024 | 27 | ||||||||
| 1025 | 28 | ||||||||
| 1026 | 23 | ||||||||
| 1027 | 37 | ||||||||
| 1028 | 30 | ||||||||
| 1029 | 29 | ||||||||
| 1030 | 24 | ||||||||
| 1031 | 32 | ||||||||
| 1032 | 24 | ||||||||
| 1033 | 28 | ||||||||
| 1034 | 34 | ||||||||
| 1035 | 23 | ||||||||
| 1036 | 35 | ||||||||
| 1037 | 22 | ||||||||
| 1038 | 24 | ||||||||
| 1039 | 33 | ||||||||
| 1040 | 28 | ||||||||
| 1041 | 17 | ||||||||
| 1042 | 36 | ||||||||
| 1043 | 26 | ||||||||
| 1044 | 38 | ||||||||
| 1045 | 26 | ||||||||
| 1046 | 33 | ||||||||
| 1047 | 29 | ||||||||
| 1048 | 25 | ||||||||
| 1049 | 33 | ||||||||
| 1050 | 34 | ||||||||
| 1051 | 28 | ||||||||
| 1052 | 29 | ||||||||
| 1053 | 33 | ||||||||
| 1054 | 23 | ||||||||
| 1055 | 32 | ||||||||
| 1056 | 35 | ||||||||
| 1057 | 25 | ||||||||
| 1058 | 29 | ||||||||
| 1059 | 25 | ||||||||
| 1060 | 31 | ||||||||
| 1061 | 26 | ||||||||
| 1062 | 35 | ||||||||
| 1063 | 35 | ||||||||
| 1064 | 27 | ||||||||
| 1065 | 34 | ||||||||
| 1066 | 29 | ||||||||
| 1067 | 31 | ||||||||
| 1068 | 36 | ||||||||
| 1069 | 34 | ||||||||
| 1070 | 37 | ||||||||
| 1071 | 37 | ||||||||
| 1072 | 25 | ||||||||
| 1073 | 32 | ||||||||
| 1074 | 24 | ||||||||
| 1075 | 35 | ||||||||
| 1076 | 32 | ||||||||
| 1077 | 25 | ||||||||
| 1078 | 33 | ||||||||
| 1079 | 34 | ||||||||
| 1080 | 32 | ||||||||
| 1081 | 28 | ||||||||
| 1082 | 37 | ||||||||
| 1083 | 24 | ||||||||
| 1084 | 36 | ||||||||
| 1085 | 31 | ||||||||
| 1086 | 30 | ||||||||
| 1087 | 37 | ||||||||
| 1088 | 22 | ||||||||
| 1089 | 20 | ||||||||
| 1090 | 19 | ||||||||
| 1091 | 29 | ||||||||
| 1092 | 32 | ||||||||
| 1093 | 22 | ||||||||
| 1094 | 32 | ||||||||
| 1095 | 41 | ||||||||
| 1096 | 35 | ||||||||
| 1097 | 37 | ||||||||
| 1098 | 31 | ||||||||
| 1099 | 32 | ||||||||
| 1100 | 36 | ||||||||
| 1101 | 36 | ||||||||
| 1102 | 23 | ||||||||
| 1103 | 37 | ||||||||
| 1104 | 34 | ||||||||
| 1105 | 31 | ||||||||
| 1106 | 44 | ||||||||
| 1107 | 30 | ||||||||
| 1108 | 30 | ||||||||
| 1109 | 32 | ||||||||
| 1110 | 28 | ||||||||
| 1111 | 20 | ||||||||
| 1112 | 35 | ||||||||
| 1113 | 24 | ||||||||
| 1114 | 28 | ||||||||
| 1115 | 33 | ||||||||
| 1116 | 27 | ||||||||
| 1117 | 26 | ||||||||
| 1118 | 36 | ||||||||
| 1119 | 32 | ||||||||
| 1120 | 35 | ||||||||
| 1121 | 28 | ||||||||
| 1122 | 36 | ||||||||
| 1123 | 31 | ||||||||
| 1124 | 26 | ||||||||
| 1125 | 27 | ||||||||
| 1126 | 32 | ||||||||
| 1127 | 31 | ||||||||
| 1128 | 29 | ||||||||
| 1129 | 34 | ||||||||
| 1130 | 37 | ||||||||
| 1131 | 24 | ||||||||
| 1132 | 29 | ||||||||
| 1133 | 37 | ||||||||
| 1134 | 20 | ||||||||
| 1135 | 33 | ||||||||
| 1136 | 33 | ||||||||
| 1137 | 22 | ||||||||
| 1138 | 24 | ||||||||
| 1139 | 22 | ||||||||
| 1140 | 31 | ||||||||
| 1141 | 25 | ||||||||
| 1142 | 30 | ||||||||
| 1143 | 22 | ||||||||
| 1144 | 34 | ||||||||
| 1145 | 37 | ||||||||
| 1146 | 20 | ||||||||
| 1147 | 23 | ||||||||
| 1148 | 39 | ||||||||
| 1149 | 19 | ||||||||
| 1150 | 20 | ||||||||
| 1151 | 25 | ||||||||
| 1152 | 21 | ||||||||
| 1153 | 27 | ||||||||
| 1154 | 33 | ||||||||
| 1155 | 31 | ||||||||
| 1156 | 21 | ||||||||
| 1157 | 34 | ||||||||
| 1158 | 25 | ||||||||
| 1159 | 35 | ||||||||
| 1160 | 24 | ||||||||
| 1161 | 23 | ||||||||
| 1162 | 28 | ||||||||
| 1163 | 31 | ||||||||
| 1164 | 27 | ||||||||
| 1165 | 29 | ||||||||
| 1166 | 29 | ||||||||
| 1167 | 25 | ||||||||
| 1168 | 28 | ||||||||
| 1169 | 29 | ||||||||
| 1170 | 24 | ||||||||
| 1171 | 19 | ||||||||
| 1172 | 29 | ||||||||
| 1173 | 42 | ||||||||
| 1174 | 32 | ||||||||
| 1175 | 35 | ||||||||
| 1176 | 33 | ||||||||
| 1177 | 32 | ||||||||
| 1178 | 30 | ||||||||
| 1179 | 18 | ||||||||
| 1180 | 31 | ||||||||
| 1181 | 20 | ||||||||
| 1182 | 36 | ||||||||
| 1183 | 21 | ||||||||
| 1184 | 25 | ||||||||
| 1185 | 39 | ||||||||
| 1186 | 25 | ||||||||
| 1187 | 30 | ||||||||
| 1188 | 27 | ||||||||
| 1189 | 29 | ||||||||
| 1190 | 35 | ||||||||
| 1191 | 34 | ||||||||
| 1192 | 29 | ||||||||
| 1193 | 32 | ||||||||
| 1194 | 32 | ||||||||
| 1195 | 43 | ||||||||
| 1196 | 29 | ||||||||
| 1197 | 40 | ||||||||
| 1198 | 32 | ||||||||
| 1199 | 25 | ||||||||
| 1200 | 27 | ||||||||
| 1201 | 33 | ||||||||
| 1202 | 26 | ||||||||
| 1203 | 27 | ||||||||
| 1204 | 26 | ||||||||
| 1205 | 24 | ||||||||
| 1206 | 31 | ||||||||
| 1207 | 27 | ||||||||
| 1208 | 20 | ||||||||
| 1209 | 27 | ||||||||
| 1210 | 33 | ||||||||
| 1211 | 25 | ||||||||
| 1212 | 31 | ||||||||
| 1213 | 30 | ||||||||
| 1214 | 32 | ||||||||
| 1215 | 36 | ||||||||
| 1216 | 27 | ||||||||
| 1217 | 32 | ||||||||
| 1218 | 32 | ||||||||
| 1219 | 32 | ||||||||
| 1220 | 36 | ||||||||
| 1221 | 39 | ||||||||
| 1222 | 34 | ||||||||
| 1223 | 24 | ||||||||
| 1224 | 33 | ||||||||
| 1225 | 30 | ||||||||
| 1226 | 35 | ||||||||
| 1227 | 34 | ||||||||
| 1228 | 30 | ||||||||
| 1229 | 32 | ||||||||
| 1230 | 42 | ||||||||
| 1231 | 24 | ||||||||
| 1232 | 34 | ||||||||
| 1233 | 34 | ||||||||
| 1234 | 26 | ||||||||
| 1235 | 28 | ||||||||
| 1236 | 35 | ||||||||
| 1237 | 30 | ||||||||
| 1238 | 31 | ||||||||
| 1239 | 38 | ||||||||
| 1240 | 22 | ||||||||
| 1241 | 32 | ||||||||
| 1242 | 32 | ||||||||
| 1243 | 22 | ||||||||
| 1244 | 23 | ||||||||
| 1245 | 35 | ||||||||
| 1246 | 35 | ||||||||
| 1247 | 31 | ||||||||
| 1248 | 33 | ||||||||
| 1249 | 36 | ||||||||
| 1250 | 37 | ||||||||
| 1251 | 24 | ||||||||
| 1252 | 23 | ||||||||
| 1253 | 33 | ||||||||
| 1254 | 21 | ||||||||
| 1255 | 34 | ||||||||
| 1256 | 32 | ||||||||
| 1257 | 28 | ||||||||
| 1258 | 31 | ||||||||
| 1259 | 29 | ||||||||
| 1260 | 34 | ||||||||
| 1261 | 17 | ||||||||
| 1262 | 34 | ||||||||
| 1263 | 22 | ||||||||
| 1264 | 21 | ||||||||
| 1265 | 34 | ||||||||
| 1266 | 23 | ||||||||
| 1267 | 41 | ||||||||
| 1268 | 31 | ||||||||
| 1269 | 31 | ||||||||
| 1270 | 28 | ||||||||
| 1271 | 26 | ||||||||
| 1272 | 34 | ||||||||
| 1273 | 20 | ||||||||
| 1274 | 24 | ||||||||
| 1275 | 21 | ||||||||
| 1276 | 32 | ||||||||
| 1277 | 30 | ||||||||
| 1278 | 29 | ||||||||
| 1279 | 27 | ||||||||
| 1280 | 36 | ||||||||
| 1281 | 25 | ||||||||
| 1282 | 33 | ||||||||
| 1283 | 23 | ||||||||
| 1284 | 34 | ||||||||
| 1285 | 33 | ||||||||
| 1286 | 28 | ||||||||
| 1287 | 17 | ||||||||
| 1288 | 27 | ||||||||
| 1289 | 29 | ||||||||
| 1290 | 29 | ||||||||
| 1291 | 32 | ||||||||
| 1292 | 43 | ||||||||
| 1293 | 30 | ||||||||
| 1294 | 25 | ||||||||
| 1295 | 29 | ||||||||
| 1296 | 27 | ||||||||
| 1297 | 28 | ||||||||
| 1298 | 31 | ||||||||
| 1299 | 31 | ||||||||
| 1300 | 40 | ||||||||
| 1301 | 28 | ||||||||
| 1302 | 26 | ||||||||
| 1303 | 33 | ||||||||
| 1304 | 33 | ||||||||
| 1305 | 33 | ||||||||
| 1306 | 22 | ||||||||
| 1307 | 40 | ||||||||
| 1308 | 36 | ||||||||
| 1309 | 27 | ||||||||
| 1310 | 30 | ||||||||
| 1311 | 40 | ||||||||
| 1312 | 22 | ||||||||
| 1313 | 26 | ||||||||
| 1314 | 26 | ||||||||
| 1315 | 29 | ||||||||
| 1316 | 36 | ||||||||
| 1317 | 22 | ||||||||
| 1318 | 38 | ||||||||
| 1319 | 24 | ||||||||
| 1320 | 36 | ||||||||
| 1321 | 29 | ||||||||
| 1322 | 29 | ||||||||
| 1323 | 35 | ||||||||
| 1324 | 33 | ||||||||
| 1325 | 31 | ||||||||
| 1326 | 26 | ||||||||
| 1327 | 27 | ||||||||
| 1328 | 25 | ||||||||
| 1329 | 26 | ||||||||
| 1330 | 30 | ||||||||
| 1331 | 32 | ||||||||
| 1332 | 34 | ||||||||
| 1333 | 32 | ||||||||
| 1334 | 29 | ||||||||
| 1335 | 42 | ||||||||
| 1336 | 33 | ||||||||
| 1337 | 25 | ||||||||
| 1338 | 27 | ||||||||
| 1339 | 26 | ||||||||
| 1340 | 26 | ||||||||
| 1341 | 15 | ||||||||
| 1342 | 46 | ||||||||
| 1343 | 20 | ||||||||
| 1344 | 40 | ||||||||
| 1345 | 26 | ||||||||
| 1346 | 33 | ||||||||
| 1347 | 22 | ||||||||
| 1348 | 28 | ||||||||
| 1349 | 25 | ||||||||
| 1350 | 34 | ||||||||
| 1351 | 34 | ||||||||
| 1352 | 31 | ||||||||
| 1353 | 25 | ||||||||
| 1354 | 37 | ||||||||
| 1355 | 23 | ||||||||
| 1356 | 38 | ||||||||
| 1357 | 23 | ||||||||
| 1358 | 31 | ||||||||
| 1359 | 32 | ||||||||
| 1360 | 38 | ||||||||
| 1361 | 28 | ||||||||
| 1362 | 35 | ||||||||
| 1363 | 24 | ||||||||
| 1364 | 25 | ||||||||
| 1365 | 29 | ||||||||
| 1366 | 34 | ||||||||
| 1367 | 33 | ||||||||
| 1368 | 33 | ||||||||
| 1369 | 38 | ||||||||
| 1370 | 23 | ||||||||
| 1371 | 30 | ||||||||
| 1372 | 28 | ||||||||
| 1373 | 33 | ||||||||
| 1374 | 21 | ||||||||
| 1375 | 35 | ||||||||
| 1376 | 33 | ||||||||
| 1377 | 35 | ||||||||
| 1378 | 25 | ||||||||
| 1379 | 31 | ||||||||
| 1380 | 28 | ||||||||
| 1381 | 24 | ||||||||
| 1382 | 35 | ||||||||
| 1383 | 30 | ||||||||
| 1384 | 26 | ||||||||
| 1385 | 30 | ||||||||
| 1386 | 30 | ||||||||
| 1387 | 30 | ||||||||
| 1388 | 33 | ||||||||
| 1389 | 24 | ||||||||
| 1390 | 39 | ||||||||
| 1391 | 31 | ||||||||
| 1392 | 27 | ||||||||
| 1393 | 22 | ||||||||
| 1394 | 30 | ||||||||
| 1395 | 23 | ||||||||
| 1396 | 25 | ||||||||
| 1397 | 28 | ||||||||
| 1398 | 32 | ||||||||
| 1399 | 25 | ||||||||
| 1400 | 31 | ||||||||
| 1401 | 34 | ||||||||
| 1402 | 37 | ||||||||
| 1403 | 21 | ||||||||
| 1404 | 31 | ||||||||
| 1405 | 36 | ||||||||
| 1406 | 34 | ||||||||
| 1407 | 25 | ||||||||
| 1408 | 33 | ||||||||
| 1409 | 34 | ||||||||
| 1410 | 26 | ||||||||
| 1411 | 35 | ||||||||
| 1412 | 27 | ||||||||
| 1413 | 24 | ||||||||
| 1414 | 25 | ||||||||
| 1415 | 26 | ||||||||
| 1416 | 28 | ||||||||
| 1417 | 31 | ||||||||
| 1418 | 29 | ||||||||
| 1419 | 33 | ||||||||
| 1420 | 43 | ||||||||
| 1421 | 18 | ||||||||
| 1422 | 27 | ||||||||
| 1423 | 23 |
| Observation | Max | 46 | Bin | Frequency | Cum | Count | Bins | ||
| 1 | 45 | Min | 12 | 12 | 1 | 0.1% | 1423 | 10 | |
| 2 | 20 | Interval | 3.7777777778 | 15.7777777778 | 4 | 0.0035137034 | |||
| 3 | 24 | 19.5555555556 | 28 | 0.0231904427 | |||||
| 4 | 31 | 23.3333333333 | 124 | 0.1103302881 | |||||
| 5 | 24 | 27.1111111111 | 303 | 0.3232607168 | |||||
| 6 | 29 | 30.8888888889 | 283 | 0.5221363317 | |||||
| 7 | 28 | 34.6666666667 | 392 | 0.7976106817 | |||||
| 8 | 34 | 38.4444444444 | 213 | 0.9472944483 | |||||
| 9 | 33 | 42.2222222222 | 57 | 0.9873506676 | |||||
| 10 | 25 | 46 | 18 | 1 | |||||
| 11 | 25 | 0 | 0 | 0 | |||||
| 12 | 25 | 0 | 0 | 0 | |||||
| 13 | 24 | 0 | 0 | 0 | |||||
| 14 | 30 | 0 | 0 | 0 | |||||
| 15 | 30 | 0 | 0 | 0 | |||||
| 16 | 32 | 0 | 0 | 0 | |||||
| 17 | 31 | 0 | 0 | 0 | |||||
| 18 | 27 | 0 | 0 | 0 | |||||
| 19 | 21 | 0 | 0 | 0 | |||||
| 20 | 36 | 0 | 0 | 0 | |||||
| 21 | 28 | 0 | 0 | 0 | |||||
| 22 | 35 | 0 | 0 | 0 | |||||
| 23 | 35 | 0 | 0 | 0 | |||||
| 24 | 26 | 0 | 0 | 0 | |||||
| 25 | 42 | 0 | 0 | 0 | |||||
| 26 | 35 | 0 | 0 | 0 | |||||
| 27 | 29 | 0 | 0 | 0 | |||||
| 28 | 22 | 0 | 0 | 0 | |||||
| 29 | 29 | 0 | 0 | 0 | |||||
| 30 | 26 | 0 | 0 | 0 | |||||
| 31 | 32 | ||||||||
| 32 | 27 | ||||||||
| 33 | 28 | ||||||||
| 34 | 28 | ||||||||
| 35 | 26 | ||||||||
| 36 | 30 | ||||||||
| 37 | 32 | ||||||||
| 38 | 36 | ||||||||
| 39 | 28 | ||||||||
| 40 | 39 | ||||||||
| 41 | 22 | ||||||||
| 42 | 30 | ||||||||
| 43 | 32 | ||||||||
| 44 | 24 | ||||||||
| 45 | 31 | ||||||||
| 46 | 31 | ||||||||
| 47 | 45 | ||||||||
| 48 | 36 | ||||||||
| 49 | 25 | ||||||||
| 50 | 37 | ||||||||
| 51 | 21 | ||||||||
| 52 | 31 | ||||||||
| 53 | 28 | ||||||||
| 54 | 22 | ||||||||
| 55 | 43 | ||||||||
| 56 | 33 | ||||||||
| 57 | 32 | ||||||||
| 58 | 38 | ||||||||
| 59 | 26 | ||||||||
| 60 | 28 | ||||||||
| 61 | 26 | ||||||||
| 62 | 26 | ||||||||
| 63 | 27 | ||||||||
| 64 | 40 | ||||||||
| 65 | 24 | ||||||||
| 66 | 29 | ||||||||
| 67 | 27 | ||||||||
| 68 | 37 | ||||||||
| 69 | 20 | ||||||||
| 70 | 37 | ||||||||
| 71 | 31 | ||||||||
| 72 | 30 | ||||||||
| 73 | 39 | ||||||||
| 74 | 34 | ||||||||
| 75 | 33 | ||||||||
| 76 | 43 | ||||||||
| 77 | 31 | ||||||||
| 78 | 36 | ||||||||
| 79 | 29 | ||||||||
| 80 | 30 | ||||||||
| 81 | 37 | ||||||||
| 82 | 31 | ||||||||
| 83 | 25 | ||||||||
| 84 | 33 | ||||||||
| 85 | 33 | ||||||||
| 86 | 25 | ||||||||
| 87 | 25 | ||||||||
| 88 | 29 | ||||||||
| 89 | 37 | ||||||||
| 90 | 28 | ||||||||
| 91 | 38 | ||||||||
| 92 | 39 | ||||||||
| 93 | 21 | ||||||||
| 94 | 28 | ||||||||
| 95 | 36 | ||||||||
| 96 | 30 | ||||||||
| 97 | 32 | ||||||||
| 98 | 35 | ||||||||
| 99 | 21 | ||||||||
| 100 | 18 | ||||||||
| 101 | 29 | ||||||||
| 102 | 26 | ||||||||
| 103 | 27 | ||||||||
| 104 | 30 | ||||||||
| 105 | 32 | ||||||||
| 106 | 35 | ||||||||
| 107 | 25 | ||||||||
| 108 | 25 | ||||||||
| 109 | 28 | ||||||||
| 110 | 24 | ||||||||
| 111 | 33 | ||||||||
| 112 | 28 | ||||||||
| 113 | 30 | ||||||||
| 114 | 26 | ||||||||
| 115 | 36 | ||||||||
| 116 | 33 | ||||||||
| 117 | 27 | ||||||||
| 118 | 28 | ||||||||
| 119 | 24 | ||||||||
| 120 | 27 | ||||||||
| 121 | 40 | ||||||||
| 122 | 25 | ||||||||
| 123 | 29 | ||||||||
| 124 | 33 | ||||||||
| 125 | 32 | ||||||||
| 126 | 24 | ||||||||
| 127 | 22 | ||||||||
| 128 | 26 | ||||||||
| 129 | 37 | ||||||||
| 130 | 28 | ||||||||
| 131 | 29 | ||||||||
| 132 | 35 | ||||||||
| 133 | 26 | ||||||||
| 134 | 33 | ||||||||
| 135 | 23 | ||||||||
| 136 | 27 | ||||||||
| 137 | 34 | ||||||||
| 138 | 29 | ||||||||
| 139 | 25 | ||||||||
| 140 | 36 | ||||||||
| 141 | 35 | ||||||||
| 142 | 31 | ||||||||
| 143 | 32 | ||||||||
| 144 | 36 | ||||||||
| 145 | 32 | ||||||||
| 146 | 29 | ||||||||
| 147 | 39 | ||||||||
| 148 | 32 | ||||||||
| 149 | 33 | ||||||||
| 150 | 30 | ||||||||
| 151 | 20 | ||||||||
| 152 | 36 | ||||||||
| 153 | 31 | ||||||||
| 154 | 34 | ||||||||
| 155 | 33 | ||||||||
| 156 | 32 | ||||||||
| 157 | 24 | ||||||||
| 158 | 24 | ||||||||
| 159 | 26 | ||||||||
| 160 | 37 | ||||||||
| 161 | 33 | ||||||||
| 162 | 27 | ||||||||
| 163 | 22 | ||||||||
| 164 | 30 | ||||||||
| 165 | 27 | ||||||||
| 166 | 37 | ||||||||
| 167 | 26 | ||||||||
| 168 | 34 | ||||||||
| 169 | 30 | ||||||||
| 170 | 32 | ||||||||
| 171 | 36 | ||||||||
| 172 | 30 | ||||||||
| 173 | 33 | ||||||||
| 174 | 35 | ||||||||
| 175 | 24 | ||||||||
| 176 | 31 | ||||||||
| 177 | 27 | ||||||||
| 178 | 27 | ||||||||
| 179 | 26 | ||||||||
| 180 | 32 | ||||||||
| 181 | 35 | ||||||||
| 182 | 25 | ||||||||
| 183 | 30 | ||||||||
| 184 | 14 | ||||||||
| 185 | 36 | ||||||||
| 186 | 34 | ||||||||
| 187 | 30 | ||||||||
| 188 | 28 | ||||||||
| 189 | 35 | ||||||||
| 190 | 31 | ||||||||
| 191 | 32 | ||||||||
| 192 | 28 | ||||||||
| 193 | 24 | ||||||||
| 194 | 40 | ||||||||
| 195 | 31 | ||||||||
| 196 | 24 | ||||||||
| 197 | 30 | ||||||||
| 198 | 33 | ||||||||
| 199 | 28 | ||||||||
| 200 | 21 | ||||||||
| 201 | 31 | ||||||||
| 202 | 38 | ||||||||
| 203 | 34 | ||||||||
| 204 | 26 | ||||||||
| 205 | 27 | ||||||||
| 206 | 34 | ||||||||
| 207 | 28 | ||||||||
| 208 | 18 | ||||||||
| 209 | 26 | ||||||||
| 210 | 28 | ||||||||
| 211 | 34 | ||||||||
| 212 | 28 | ||||||||
| 213 | 34 | ||||||||
| 214 | 24 | ||||||||
| 215 | 32 | ||||||||
| 216 | 34 | ||||||||
| 217 | 30 | ||||||||
| 218 | 33 | ||||||||
| 219 | 37 | ||||||||
| 220 | 36 | ||||||||
| 221 | 30 | ||||||||
| 222 | 33 | ||||||||
| 223 | 32 | ||||||||
| 224 | 35 | ||||||||
| 225 | 33 | ||||||||
| 226 | 30 | ||||||||
| 227 | 31 | ||||||||
| 228 | 22 | ||||||||
| 229 | 29 | ||||||||
| 230 | 33 | ||||||||
| 231 | 26 | ||||||||
| 232 | 23 | ||||||||
| 233 | 32 | ||||||||
| 234 | 28 | ||||||||
| 235 | 29 | ||||||||
| 236 | 28 | ||||||||
| 237 | 32 | ||||||||
| 238 | 41 | ||||||||
| 239 | 35 | ||||||||
| 240 | 29 | ||||||||
| 241 | 34 | ||||||||
| 242 | 26 | ||||||||
| 243 | 28 | ||||||||
| 244 | 35 | ||||||||
| 245 | 32 | ||||||||
| 246 | 17 | ||||||||
| 247 | 33 | ||||||||
| 248 | 35 | ||||||||
| 249 | 37 | ||||||||
| 250 | 25 | ||||||||
| 251 | 33 | ||||||||
| 252 | 33 | ||||||||
| 253 | 26 | ||||||||
| 254 | 36 | ||||||||
| 255 | 35 | ||||||||
| 256 | 27 | ||||||||
| 257 | 26 | ||||||||
| 258 | 30 | ||||||||
| 259 | 25 | ||||||||
| 260 | 28 | ||||||||
| 261 | 32 | ||||||||
| 262 | 36 | ||||||||
| 263 | 33 | ||||||||
| 264 | 31 | ||||||||
| 265 | 34 | ||||||||
| 266 | 24 | ||||||||
| 267 | 28 | ||||||||
| 268 | 29 | ||||||||
| 269 | 38 | ||||||||
| 270 | 32 | ||||||||
| 271 | 29 | ||||||||
| 272 | 31 | ||||||||
| 273 | 25 | ||||||||
| 274 | 30 | ||||||||
| 275 | 37 | ||||||||
| 276 | 34 | ||||||||
| 277 | 25 | ||||||||
| 278 | 19 | ||||||||
| 279 | 29 | ||||||||
| 280 | 32 | ||||||||
| 281 | 22 | ||||||||
| 282 | 36 | ||||||||
| 283 | 31 | ||||||||
| 284 | 24 | ||||||||
| 285 | 37 | ||||||||
| 286 | 36 | ||||||||
| 287 | 31 | ||||||||
| 288 | 27 | ||||||||
| 289 | 26 | ||||||||
| 290 | 21 | ||||||||
| 291 | 41 | ||||||||
| 292 | 31 | ||||||||
| 293 | 24 | ||||||||
| 294 | 30 | ||||||||
| 295 | 24 | ||||||||
| 296 | 19 | ||||||||
| 297 | 37 | ||||||||
| 298 | 41 | ||||||||
| 299 | 21 | ||||||||
| 300 | 21 | ||||||||
| 301 | 32 | ||||||||
| 302 | 19 | ||||||||
| 303 | 20 | ||||||||
| 304 | 27 | ||||||||
| 305 | 34 | ||||||||
| 306 | 37 | ||||||||
| 307 | 36 | ||||||||
| 308 | 45 | ||||||||
| 309 | 31 | ||||||||
| 310 | 33 | ||||||||
| 311 | 30 | ||||||||
| 312 | 29 | ||||||||
| 313 | 36 | ||||||||
| 314 | 18 | ||||||||
| 315 | 23 | ||||||||
| 316 | 37 | ||||||||
| 317 | 36 | ||||||||
| 318 | 36 | ||||||||
| 319 | 30 | ||||||||
| 320 | 29 | ||||||||
| 321 | 33 | ||||||||
| 322 | 39 | ||||||||
| 323 | 27 | ||||||||
| 324 | 27 | ||||||||
| 325 | 28 | ||||||||
| 326 | 29 | ||||||||
| 327 | 35 | ||||||||
| 328 | 24 | ||||||||
| 329 | 26 | ||||||||
| 330 | 32 | ||||||||
| 331 | 31 | ||||||||
| 332 | 31 | ||||||||
| 333 | 26 | ||||||||
| 334 | 18 | ||||||||
| 335 | 29 | ||||||||
| 336 | 37 | ||||||||
| 337 | 28 | ||||||||
| 338 | 22 | ||||||||
| 339 | 38 | ||||||||
| 340 | 26 | ||||||||
| 341 | 31 | ||||||||
| 342 | 31 | ||||||||
| 343 | 41 | ||||||||
| 344 | 27 | ||||||||
| 345 | 35 | ||||||||
| 346 | 27 | ||||||||
| 347 | 38 | ||||||||
| 348 | 32 | ||||||||
| 349 | 33 | ||||||||
| 350 | 30 | ||||||||
| 351 | 34 | ||||||||
| 352 | 32 | ||||||||
| 353 | 38 | ||||||||
| 354 | 27 | ||||||||
| 355 | 29 | ||||||||
| 356 | 31 | ||||||||
| 357 | 14 | ||||||||
| 358 | 33 | ||||||||
| 359 | 30 | ||||||||
| 360 | 31 | ||||||||
| 361 | 35 | ||||||||
| 362 | 27 | ||||||||
| 363 | 31 | ||||||||
| 364 | 34 | ||||||||
| 365 | 33 | ||||||||
| 366 | 27 | ||||||||
| 367 | 37 | ||||||||
| 368 | 37 | ||||||||
| 369 | 21 | ||||||||
| 370 | 22 | ||||||||
| 371 | 32 | ||||||||
| 372 | 20 | ||||||||
| 373 | 38 | ||||||||
| 374 | 28 | ||||||||
| 375 | 31 | ||||||||
| 376 | 22 | ||||||||
| 377 | 29 | ||||||||
| 378 | 33 | ||||||||
| 379 | 36 | ||||||||
| 380 | 26 | ||||||||
| 381 | 17 | ||||||||
| 382 | 25 | ||||||||
| 383 | 29 | ||||||||
| 384 | 41 | ||||||||
| 385 | 39 | ||||||||
| 386 | 38 | ||||||||
| 387 | 36 | ||||||||
| 388 | 33 | ||||||||
| 389 | 22 | ||||||||
| 390 | 32 | ||||||||
| 391 | 34 | ||||||||
| 392 | 25 | ||||||||
| 393 | 29 | ||||||||
| 394 | 23 | ||||||||
| 395 | 30 | ||||||||
| 396 | 26 | ||||||||
| 397 | 30 | ||||||||
| 398 | 29 | ||||||||
| 399 | 32 | ||||||||
| 400 | 27 | ||||||||
| 401 | 26 | ||||||||
| 402 | 35 | ||||||||
| 403 | 34 | ||||||||
| 404 | 30 | ||||||||
| 405 | 29 | ||||||||
| 406 | 41 | ||||||||
| 407 | 26 | ||||||||
| 408 | 37 | ||||||||
| 409 | 25 | ||||||||
| 410 | 33 | ||||||||
| 411 | 43 | ||||||||
| 412 | 29 | ||||||||
| 413 | 37 | ||||||||
| 414 | 42 | ||||||||
| 415 | 29 | ||||||||
| 416 | 28 | ||||||||
| 417 | 30 | ||||||||
| 418 | 39 | ||||||||
| 419 | 34 | ||||||||
| 420 | 28 | ||||||||
| 421 | 24 | ||||||||
| 422 | 34 | ||||||||
| 423 | 29 | ||||||||
| 424 | 35 | ||||||||
| 425 | 27 | ||||||||
| 426 | 42 | ||||||||
| 427 | 37 | ||||||||
| 428 | 42 | ||||||||
| 429 | 31 | ||||||||
| 430 | 29 | ||||||||
| 431 | 37 | ||||||||
| 432 | 30 | ||||||||
| 433 | 30 | ||||||||
| 434 | 18 | ||||||||
| 435 | 22 | ||||||||
| 436 | 24 | ||||||||
| 437 | 40 | ||||||||
| 438 | 35 | ||||||||
| 439 | 32 | ||||||||
| 440 | 38 | ||||||||
| 441 | 32 | ||||||||
| 442 | 36 | ||||||||
| 443 | 34 | ||||||||
| 444 | 19 | ||||||||
| 445 | 32 | ||||||||
| 446 | 31 | ||||||||
| 447 | 30 | ||||||||
| 448 | 29 | ||||||||
| 449 | 36 | ||||||||
| 450 | 33 | ||||||||
| 451 | 36 | ||||||||
| 452 | 36 | ||||||||
| 453 | 25 | ||||||||
| 454 | 33 | ||||||||
| 455 | 24 | ||||||||
| 456 | 32 | ||||||||
| 457 | 27 | ||||||||
| 458 | 34 | ||||||||
| 459 | 27 | ||||||||
| 460 | 28 | ||||||||
| 461 | 27 | ||||||||
| 462 | 40 | ||||||||
| 463 | 26 | ||||||||
| 464 | 30 | ||||||||
| 465 | 26 | ||||||||
| 466 | 31 | ||||||||
| 467 | 28 | ||||||||
| 468 | 24 | ||||||||
| 469 | 35 | ||||||||
| 470 | 31 | ||||||||
| 471 | 25 | ||||||||
| 472 | 29 | ||||||||
| 473 | 38 | ||||||||
| 474 | 31 | ||||||||
| 475 | 23 | ||||||||
| 476 | 30 | ||||||||
| 477 | 40 | ||||||||
| 478 | 33 | ||||||||
| 479 | 30 | ||||||||
| 480 | 27 | ||||||||
| 481 | 30 | ||||||||
| 482 | 31 | ||||||||
| 483 | 30 | ||||||||
| 484 | 30 | ||||||||
| 485 | 30 | ||||||||
| 486 | 25 | ||||||||
| 487 | 36 | ||||||||
| 488 | 32 | ||||||||
| 489 | 32 | ||||||||
| 490 | 26 | ||||||||
| 491 | 34 | ||||||||
| 492 | 31 | ||||||||
| 493 | 28 | ||||||||
| 494 | 31 | ||||||||
| 495 | 26 | ||||||||
| 496 | 33 | ||||||||
| 497 | 37 | ||||||||
| 498 | 35 | ||||||||
| 499 | 28 | ||||||||
| 500 | 16 | ||||||||
| 501 | 31 | ||||||||
| 502 | 32 | ||||||||
| 503 | 26 | ||||||||
| 504 | 28 | ||||||||
| 505 | 25 | ||||||||
| 506 | 34 | ||||||||
| 507 | 30 | ||||||||
| 508 | 32 | ||||||||
| 509 | 35 | ||||||||
| 510 | 31 | ||||||||
| 511 | 33 | ||||||||
| 512 | 22 | ||||||||
| 513 | 31 | ||||||||
| 514 | 38 | ||||||||
| 515 | 29 | ||||||||
| 516 | 33 | ||||||||
| 517 | 26 | ||||||||
| 518 | 43 | ||||||||
| 519 | 36 | ||||||||
| 520 | 29 | ||||||||
| 521 | 33 | ||||||||
| 522 | 27 | ||||||||
| 523 | 31 | ||||||||
| 524 | 16 | ||||||||
| 525 | 38 | ||||||||
| 526 | 36 | ||||||||
| 527 | 27 | ||||||||
| 528 | 25 | ||||||||
| 529 | 34 | ||||||||
| 530 | 31 | ||||||||
| 531 | 28 | ||||||||
| 532 | 31 | ||||||||
| 533 | 21 | ||||||||
| 534 | 27 | ||||||||
| 535 | 35 | ||||||||
| 536 | 33 | ||||||||
| 537 | 21 | ||||||||
| 538 | 36 | ||||||||
| 539 | 37 | ||||||||
| 540 | 37 | ||||||||
| 541 | 43 | ||||||||
| 542 | 29 | ||||||||
| 543 | 36 | ||||||||
| 544 | 34 | ||||||||
| 545 | 33 | ||||||||
| 546 | 26 | ||||||||
| 547 | 26 | ||||||||
| 548 | 29 | ||||||||
| 549 | 31 | ||||||||
| 550 | 32 | ||||||||
| 551 | 24 | ||||||||
| 552 | 33 | ||||||||
| 553 | 24 | ||||||||
| 554 | 36 | ||||||||
| 555 | 31 | ||||||||
| 556 | 38 | ||||||||
| 557 | 30 | ||||||||
| 558 | 19 | ||||||||
| 559 | 34 | ||||||||
| 560 | 38 | ||||||||
| 561 | 38 | ||||||||
| 562 | 24 | ||||||||
| 563 | 39 | ||||||||
| 564 | 27 | ||||||||
| 565 | 30 | ||||||||
| 566 | 35 | ||||||||
| 567 | 30 | ||||||||
| 568 | 31 | ||||||||
| 569 | 32 | ||||||||
| 570 | 23 | ||||||||
| 571 | 27 | ||||||||
| 572 | 32 | ||||||||
| 573 | 30 | ||||||||
| 574 | 34 | ||||||||
| 575 | 27 | ||||||||
| 576 | 20 | ||||||||
| 577 | 37 | ||||||||
| 578 | 31 | ||||||||
| 579 | 35 | ||||||||
| 580 | 35 | ||||||||
| 581 | 32 | ||||||||
| 582 | 29 | ||||||||
| 583 | 34 | ||||||||
| 584 | 36 | ||||||||
| 585 | 23 | ||||||||
| 586 | 26 | ||||||||
| 587 | 33 | ||||||||
| 588 | 31 | ||||||||
| 589 | 20 | ||||||||
| 590 | 22 | ||||||||
| 591 | 37 | ||||||||
| 592 | 25 | ||||||||
| 593 | 25 | ||||||||
| 594 | 26 | ||||||||
| 595 | 38 | ||||||||
| 596 | 37 | ||||||||
| 597 | 24 | ||||||||
| 598 | 26 | ||||||||
| 599 | 32 | ||||||||
| 600 | 25 | ||||||||
| 601 | 25 | ||||||||
| 602 | 30 | ||||||||
| 603 | 28 | ||||||||
| 604 | 32 | ||||||||
| 605 | 29 | ||||||||
| 606 | 18 | ||||||||
| 607 | 30 | ||||||||
| 608 | 21 | ||||||||
| 609 | 32 | ||||||||
| 610 | 32 | ||||||||
| 611 | 32 | ||||||||
| 612 | 37 | ||||||||
| 613 | 37 | ||||||||
| 614 | 32 | ||||||||
| 615 | 23 | ||||||||
| 616 | 26 | ||||||||
| 617 | 41 | ||||||||
| 618 | 33 | ||||||||
| 619 | 26 | ||||||||
| 620 | 29 | ||||||||
| 621 | 30 | ||||||||
| 622 | 24 | ||||||||
| 623 | 22 | ||||||||
| 624 | 30 | ||||||||
| 625 | 40 | ||||||||
| 626 | 24 | ||||||||
| 627 | 35 | ||||||||
| 628 | 23 | ||||||||
| 629 | 28 | ||||||||
| 630 | 34 | ||||||||
| 631 | 29 | ||||||||
| 632 | 27 | ||||||||
| 633 | 27 | ||||||||
| 634 | 30 | ||||||||
| 635 | 23 | ||||||||
| 636 | 29 | ||||||||
| 637 | 33 | ||||||||
| 638 | 26 | ||||||||
| 639 | 37 | ||||||||
| 640 | 30 | ||||||||
| 641 | 34 | ||||||||
| 642 | 29 | ||||||||
| 643 | 31 | ||||||||
| 644 | 25 | ||||||||
| 645 | 24 | ||||||||
| 646 | 28 | ||||||||
| 647 | 36 | ||||||||
| 648 | 29 | ||||||||
| 649 | 28 | ||||||||
| 650 | 31 | ||||||||
| 651 | 20 | ||||||||
| 652 | 31 | ||||||||
| 653 | 32 | ||||||||
| 654 | 32 | ||||||||
| 655 | 25 | ||||||||
| 656 | 30 | ||||||||
| 657 | 34 | ||||||||
| 658 | 30 | ||||||||
| 659 | 34 | ||||||||
| 660 | 21 | ||||||||
| 661 | 27 | ||||||||
| 662 | 32 | ||||||||
| 663 | 30 | ||||||||
| 664 | 26 | ||||||||
| 665 | 29 | ||||||||
| 666 | 32 | ||||||||
| 667 | 24 | ||||||||
| 668 | 27 | ||||||||
| 669 | 25 | ||||||||
| 670 | 32 | ||||||||
| 671 | 30 | ||||||||
| 672 | 35 | ||||||||
| 673 | 27 | ||||||||
| 674 | 41 | ||||||||
| 675 | 22 | ||||||||
| 676 | 35 | ||||||||
| 677 | 26 | ||||||||
| 678 | 27 | ||||||||
| 679 | 21 | ||||||||
| 680 | 33 | ||||||||
| 681 | 33 | ||||||||
| 682 | 20 | ||||||||
| 683 | 29 | ||||||||
| 684 | 28 | ||||||||
| 685 | 31 | ||||||||
| 686 | 32 | ||||||||
| 687 | 24 | ||||||||
| 688 | 21 | ||||||||
| 689 | 37 | ||||||||
| 690 | 36 | ||||||||
| 691 | 30 | ||||||||
| 692 | 30 | ||||||||
| 693 | 35 | ||||||||
| 694 | 38 | ||||||||
| 695 | 33 | ||||||||
| 696 | 40 | ||||||||
| 697 | 30 | ||||||||
| 698 | 35 | ||||||||
| 699 | 20 | ||||||||
| 700 | 29 | ||||||||
| 701 | 35 | ||||||||
| 702 | 35 | ||||||||
| 703 | 35 | ||||||||
| 704 | 26 | ||||||||
| 705 | 32 | ||||||||
| 706 | 29 | ||||||||
| 707 | 28 | ||||||||
| 708 | 18 | ||||||||
| 709 | 26 | ||||||||
| 710 | 21 | ||||||||
| 711 | 30 | ||||||||
| 712 | 33 | ||||||||
| 713 | 32 | ||||||||
| 714 | 29 | ||||||||
| 715 | 31 | ||||||||
| 716 | 26 | ||||||||
| 717 | 36 | ||||||||
| 718 | 37 | ||||||||
| 719 | 40 | ||||||||
| 720 | 35 | ||||||||
| 721 | 28 | ||||||||
| 722 | 29 | ||||||||
| 723 | 32 | ||||||||
| 724 | 30 | ||||||||
| 725 | 27 | ||||||||
| 726 | 27 | ||||||||
| 727 | 29 | ||||||||
| 728 | 24 | ||||||||
| 729 | 34 | ||||||||
| 730 | 32 | ||||||||
| 731 | 24 | ||||||||
| 732 | 22 | ||||||||
| 733 | 32 | ||||||||
| 734 | 30 | ||||||||
| 735 | 25 | ||||||||
| 736 | 31 | ||||||||
| 737 | 33 | ||||||||
| 738 | 39 | ||||||||
| 739 | 30 | ||||||||
| 740 | 44 | ||||||||
| 741 | 23 | ||||||||
| 742 | 31 | ||||||||
| 743 | 23 | ||||||||
| 744 | 32 | ||||||||
| 745 | 28 | ||||||||
| 746 | 40 | ||||||||
| 747 | 12 | ||||||||
| 748 | 30 | ||||||||
| 749 | 25 | ||||||||
| 750 | 27 | ||||||||
| 751 | 28 | ||||||||
| 752 | 29 | ||||||||
| 753 | 27 | ||||||||
| 754 | 25 | ||||||||
| 755 | 30 | ||||||||
| 756 | 37 | ||||||||
| 757 | 23 | ||||||||
| 758 | 29 | ||||||||
| 759 | 30 | ||||||||
| 760 | 30 | ||||||||
| 761 | 37 | ||||||||
| 762 | 30 | ||||||||
| 763 | 28 | ||||||||
| 764 | 32 | ||||||||
| 765 | 25 | ||||||||
| 766 | 35 | ||||||||
| 767 | 33 | ||||||||
| 768 | 31 | ||||||||
| 769 | 34 | ||||||||
| 770 | 31 | ||||||||
| 771 | 23 | ||||||||
| 772 | 32 | ||||||||
| 773 | 29 | ||||||||
| 774 | 31 | ||||||||
| 775 | 28 | ||||||||
| 776 | 23 | ||||||||
| 777 | 25 | ||||||||
| 778 | 31 | ||||||||
| 779 | 28 | ||||||||
| 780 | 27 | ||||||||
| 781 | 24 | ||||||||
| 782 | 38 | ||||||||
| 783 | 38 | ||||||||
| 784 | 29 | ||||||||
| 785 | 41 | ||||||||
| 786 | 37 | ||||||||
| 787 | 38 | ||||||||
| 788 | 20 | ||||||||
| 789 | 33 | ||||||||
| 790 | 24 | ||||||||
| 791 | 27 | ||||||||
| 792 | 29 | ||||||||
| 793 | 25 | ||||||||
| 794 | 31 | ||||||||
| 795 | 23 | ||||||||
| 796 | 27 | ||||||||
| 797 | 30 | ||||||||
| 798 | 34 | ||||||||
| 799 | 30 | ||||||||
| 800 | 44 | ||||||||
| 801 | 24 | ||||||||
| 802 | 35 | ||||||||
| 803 | 33 | ||||||||
| 804 | 29 | ||||||||
| 805 | 32 | ||||||||
| 806 | 29 | ||||||||
| 807 | 35 | ||||||||
| 808 | 33 | ||||||||
| 809 | 34 | ||||||||
| 810 | 29 | ||||||||
| 811 | 40 | ||||||||
| 812 | 24 | ||||||||
| 813 | 40 | ||||||||
| 814 | 30 | ||||||||
| 815 | 25 | ||||||||
| 816 | 29 | ||||||||
| 817 | 27 | ||||||||
| 818 | 24 | ||||||||
| 819 | 33 | ||||||||
| 820 | 27 | ||||||||
| 821 | 24 | ||||||||
| 822 | 31 | ||||||||
| 823 | 29 | ||||||||
| 824 | 31 | ||||||||
| 825 | 34 | ||||||||
| 826 | 35 | ||||||||
| 827 | 24 | ||||||||
| 828 | 30 | ||||||||
| 829 | 26 | ||||||||
| 830 | 33 | ||||||||
| 831 | 36 | ||||||||
| 832 | 28 | ||||||||
| 833 | 27 | ||||||||
| 834 | 30 | ||||||||
| 835 | 36 | ||||||||
| 836 | 25 | ||||||||
| 837 | 37 | ||||||||
| 838 | 39 | ||||||||
| 839 | 39 | ||||||||
| 840 | 32 | ||||||||
| 841 | 40 | ||||||||
| 842 | 21 | ||||||||
| 843 | 24 | ||||||||
| 844 | 24 | ||||||||
| 845 | 30 | ||||||||
| 846 | 36 | ||||||||
| 847 | 29 | ||||||||
| 848 | 36 | ||||||||
| 849 | 29 | ||||||||
| 850 | 26 | ||||||||
| 851 | 32 | ||||||||
| 852 | 34 | ||||||||
| 853 | 37 | ||||||||
| 854 | 30 | ||||||||
| 855 | 27 | ||||||||
| 856 | 31 | ||||||||
| 857 | 26 | ||||||||
| 858 | 31 | ||||||||
| 859 | 28 | ||||||||
| 860 | 31 | ||||||||
| 861 | 40 | ||||||||
| 862 | 32 | ||||||||
| 863 | 26 | ||||||||
| 864 | 31 | ||||||||
| 865 | 29 | ||||||||
| 866 | 33 | ||||||||
| 867 | 31 | ||||||||
| 868 | 33 | ||||||||
| 869 | 25 | ||||||||
| 870 | 28 | ||||||||
| 871 | 28 | ||||||||
| 872 | 29 | ||||||||
| 873 | 30 | ||||||||
| 874 | 31 | ||||||||
| 875 | 25 | ||||||||
| 876 | 26 | ||||||||
| 877 | 36 | ||||||||
| 878 | 22 | ||||||||
| 879 | 29 | ||||||||
| 880 | 39 | ||||||||
| 881 | 45 | ||||||||
| 882 | 29 | ||||||||
| 883 | 38 | ||||||||
| 884 | 26 | ||||||||
| 885 | 27 | ||||||||
| 886 | 33 | ||||||||
| 887 | 30 | ||||||||
| 888 | 29 | ||||||||
| 889 | 23 | ||||||||
| 890 | 31 | ||||||||
| 891 | 37 | ||||||||
| 892 | 27 | ||||||||
| 893 | 26 | ||||||||
| 894 | 40 | ||||||||
| 895 | 28 | ||||||||
| 896 | 40 | ||||||||
| 897 | 24 | ||||||||
| 898 | 34 | ||||||||
| 899 | 31 | ||||||||
| 900 | 29 | ||||||||
| 901 | 21 | ||||||||
| 902 | 21 | ||||||||
| 903 | 29 | ||||||||
| 904 | 29 | ||||||||
| 905 | 33 | ||||||||
| 906 | 34 | ||||||||
| 907 | 35 | ||||||||
| 908 | 20 | ||||||||
| 909 | 34 | ||||||||
| 910 | 27 | ||||||||
| 911 | 25 | ||||||||
| 912 | 27 | ||||||||
| 913 | 32 | ||||||||
| 914 | 26 | ||||||||
| 915 | 19 | ||||||||
| 916 | 15 | ||||||||
| 917 | 32 | ||||||||
| 918 | 26 | ||||||||
| 919 | 25 | ||||||||
| 920 | 25 | ||||||||
| 921 | 26 | ||||||||
| 922 | 30 | ||||||||
| 923 | 31 | ||||||||
| 924 | 32 | ||||||||
| 925 | 23 | ||||||||
| 926 | 27 | ||||||||
| 927 | 23 | ||||||||
| 928 | 23 | ||||||||
| 929 | 33 | ||||||||
| 930 | 33 | ||||||||
| 931 | 33 | ||||||||
| 932 | 32 | ||||||||
| 933 | 28 | ||||||||
| 934 | 19 | ||||||||
| 935 | 40 | ||||||||
| 936 | 30 | ||||||||
| 937 | 31 | ||||||||
| 938 | 25 | ||||||||
| 939 | 31 | ||||||||
| 940 | 33 | ||||||||
| 941 | 43 | ||||||||
| 942 | 36 | ||||||||
| 943 | 34 | ||||||||
| 944 | 29 | ||||||||
| 945 | 34 | ||||||||
| 946 | 27 | ||||||||
| 947 | 30 | ||||||||
| 948 | 29 | ||||||||
| 949 | 31 | ||||||||
| 950 | 31 | ||||||||
| 951 | 16 | ||||||||
| 952 | 26 | ||||||||
| 953 | 27 | ||||||||
| 954 | 31 | ||||||||
| 955 | 18 | ||||||||
| 956 | 23 | ||||||||
| 957 | 27 | ||||||||
| 958 | 35 | ||||||||
| 959 | 27 | ||||||||
| 960 | 33 | ||||||||
| 961 | 32 | ||||||||
| 962 | 36 | ||||||||
| 963 | 29 | ||||||||
| 964 | 32 | ||||||||
| 965 | 31 | ||||||||
| 966 | 27 | ||||||||
| 967 | 44 | ||||||||
| 968 | 27 | ||||||||
| 969 | 31 | ||||||||
| 970 | 37 | ||||||||
| 971 | 35 | ||||||||
| 972 | 25 | ||||||||
| 973 | 33 | ||||||||
| 974 | 29 | ||||||||
| 975 | 34 | ||||||||
| 976 | 32 | ||||||||
| 977 | 32 | ||||||||
| 978 | 27 | ||||||||
| 979 | 29 | ||||||||
| 980 | 23 | ||||||||
| 981 | 30 | ||||||||
| 982 | 20 | ||||||||
| 983 | 28 | ||||||||
| 984 | 34 | ||||||||
| 985 | 31 | ||||||||
| 986 | 33 | ||||||||
| 987 | 28 | ||||||||
| 988 | 35 | ||||||||
| 989 | 31 | ||||||||
| 990 | 36 | ||||||||
| 991 | 24 | ||||||||
| 992 | 35 | ||||||||
| 993 | 24 | ||||||||
| 994 | 34 | ||||||||
| 995 | 33 | ||||||||
| 996 | 34 | ||||||||
| 997 | 25 | ||||||||
| 998 | 32 | ||||||||
| 999 | 27 | ||||||||
| 1000 | 21 | ||||||||
| 1001 | 34 | ||||||||
| 1002 | 32 | ||||||||
| 1003 | 35 | ||||||||
| 1004 | 21 | ||||||||
| 1005 | 23 | ||||||||
| 1006 | 32 | ||||||||
| 1007 | 30 | ||||||||
| 1008 | 35 | ||||||||
| 1009 | 24 | ||||||||
| 1010 | 21 | ||||||||
| 1011 | 32 | ||||||||
| 1012 | 38 | ||||||||
| 1013 | 32 | ||||||||
| 1014 | 32 | ||||||||
| 1015 | 36 | ||||||||
| 1016 | 39 | ||||||||
| 1017 | 25 | ||||||||
| 1018 | 29 | ||||||||
| 1019 | 28 | ||||||||
| 1020 | 23 | ||||||||
| 1021 | 35 | ||||||||
| 1022 | 32 | ||||||||
| 1023 | 21 | ||||||||
| 1024 | 27 | ||||||||
| 1025 | 28 | ||||||||
| 1026 | 23 | ||||||||
| 1027 | 37 | ||||||||
| 1028 | 30 | ||||||||
| 1029 | 29 | ||||||||
| 1030 | 24 | ||||||||
| 1031 | 32 | ||||||||
| 1032 | 24 | ||||||||
| 1033 | 28 | ||||||||
| 1034 | 34 | ||||||||
| 1035 | 23 | ||||||||
| 1036 | 35 | ||||||||
| 1037 | 22 | ||||||||
| 1038 | 24 | ||||||||
| 1039 | 33 | ||||||||
| 1040 | 28 | ||||||||
| 1041 | 17 | ||||||||
| 1042 | 36 | ||||||||
| 1043 | 26 | ||||||||
| 1044 | 38 | ||||||||
| 1045 | 26 | ||||||||
| 1046 | 33 | ||||||||
| 1047 | 29 | ||||||||
| 1048 | 25 | ||||||||
| 1049 | 33 | ||||||||
| 1050 | 34 | ||||||||
| 1051 | 28 | ||||||||
| 1052 | 29 | ||||||||
| 1053 | 33 | ||||||||
| 1054 | 23 | ||||||||
| 1055 | 32 | ||||||||
| 1056 | 35 | ||||||||
| 1057 | 25 | ||||||||
| 1058 | 29 | ||||||||
| 1059 | 25 | ||||||||
| 1060 | 31 | ||||||||
| 1061 | 26 | ||||||||
| 1062 | 35 | ||||||||
| 1063 | 35 | ||||||||
| 1064 | 27 | ||||||||
| 1065 | 34 | ||||||||
| 1066 | 29 | ||||||||
| 1067 | 31 | ||||||||
| 1068 | 36 | ||||||||
| 1069 | 34 | ||||||||
| 1070 | 37 | ||||||||
| 1071 | 37 | ||||||||
| 1072 | 25 | ||||||||
| 1073 | 32 | ||||||||
| 1074 | 24 | ||||||||
| 1075 | 35 | ||||||||
| 1076 | 32 | ||||||||
| 1077 | 25 | ||||||||
| 1078 | 33 | ||||||||
| 1079 | 34 | ||||||||
| 1080 | 32 | ||||||||
| 1081 | 28 | ||||||||
| 1082 | 37 | ||||||||
| 1083 | 24 | ||||||||
| 1084 | 36 | ||||||||
| 1085 | 31 | ||||||||
| 1086 | 30 | ||||||||
| 1087 | 37 | ||||||||
| 1088 | 22 | ||||||||
| 1089 | 20 | ||||||||
| 1090 | 19 | ||||||||
| 1091 | 29 | ||||||||
| 1092 | 32 | ||||||||
| 1093 | 22 | ||||||||
| 1094 | 32 | ||||||||
| 1095 | 41 | ||||||||
| 1096 | 35 | ||||||||
| 1097 | 37 | ||||||||
| 1098 | 31 | ||||||||
| 1099 | 32 | ||||||||
| 1100 | 36 | ||||||||
| 1101 | 36 | ||||||||
| 1102 | 23 | ||||||||
| 1103 | 37 | ||||||||
| 1104 | 34 | ||||||||
| 1105 | 31 | ||||||||
| 1106 | 44 | ||||||||
| 1107 | 30 | ||||||||
| 1108 | 30 | ||||||||
| 1109 | 32 | ||||||||
| 1110 | 28 | ||||||||
| 1111 | 20 | ||||||||
| 1112 | 35 | ||||||||
| 1113 | 24 | ||||||||
| 1114 | 28 | ||||||||
| 1115 | 33 | ||||||||
| 1116 | 27 | ||||||||
| 1117 | 26 | ||||||||
| 1118 | 36 | ||||||||
| 1119 | 32 | ||||||||
| 1120 | 35 | ||||||||
| 1121 | 28 | ||||||||
| 1122 | 36 | ||||||||
| 1123 | 31 | ||||||||
| 1124 | 26 | ||||||||
| 1125 | 27 | ||||||||
| 1126 | 32 | ||||||||
| 1127 | 31 | ||||||||
| 1128 | 29 | ||||||||
| 1129 | 34 | ||||||||
| 1130 | 37 | ||||||||
| 1131 | 24 | ||||||||
| 1132 | 29 | ||||||||
| 1133 | 37 | ||||||||
| 1134 | 20 | ||||||||
| 1135 | 33 | ||||||||
| 1136 | 33 | ||||||||
| 1137 | 22 | ||||||||
| 1138 | 24 | ||||||||
| 1139 | 22 | ||||||||
| 1140 | 31 | ||||||||
| 1141 | 25 | ||||||||
| 1142 | 30 | ||||||||
| 1143 | 22 | ||||||||
| 1144 | 34 | ||||||||
| 1145 | 37 | ||||||||
| 1146 | 20 | ||||||||
| 1147 | 23 | ||||||||
| 1148 | 39 | ||||||||
| 1149 | 19 | ||||||||
| 1150 | 20 | ||||||||
| 1151 | 25 | ||||||||
| 1152 | 21 | ||||||||
| 1153 | 27 | ||||||||
| 1154 | 33 | ||||||||
| 1155 | 31 | ||||||||
| 1156 | 21 | ||||||||
| 1157 | 34 | ||||||||
| 1158 | 25 | ||||||||
| 1159 | 35 | ||||||||
| 1160 | 24 | ||||||||
| 1161 | 23 | ||||||||
| 1162 | 28 | ||||||||
| 1163 | 31 | ||||||||
| 1164 | 27 | ||||||||
| 1165 | 29 | ||||||||
| 1166 | 29 | ||||||||
| 1167 | 25 | ||||||||
| 1168 | 28 | ||||||||
| 1169 | 29 | ||||||||
| 1170 | 24 | ||||||||
| 1171 | 19 | ||||||||
| 1172 | 29 | ||||||||
| 1173 | 42 | ||||||||
| 1174 | 32 | ||||||||
| 1175 | 35 | ||||||||
| 1176 | 33 | ||||||||
| 1177 | 32 | ||||||||
| 1178 | 30 | ||||||||
| 1179 | 18 | ||||||||
| 1180 | 31 | ||||||||
| 1181 | 20 | ||||||||
| 1182 | 36 | ||||||||
| 1183 | 21 | ||||||||
| 1184 | 25 | ||||||||
| 1185 | 39 | ||||||||
| 1186 | 25 | ||||||||
| 1187 | 30 | ||||||||
| 1188 | 27 | ||||||||
| 1189 | 29 | ||||||||
| 1190 | 35 | ||||||||
| 1191 | 34 | ||||||||
| 1192 | 29 | ||||||||
| 1193 | 32 | ||||||||
| 1194 | 32 | ||||||||
| 1195 | 43 | ||||||||
| 1196 | 29 | ||||||||
| 1197 | 40 | ||||||||
| 1198 | 32 | ||||||||
| 1199 | 25 | ||||||||
| 1200 | 27 | ||||||||
| 1201 | 33 | ||||||||
| 1202 | 26 | ||||||||
| 1203 | 27 | ||||||||
| 1204 | 26 | ||||||||
| 1205 | 24 | ||||||||
| 1206 | 31 | ||||||||
| 1207 | 27 | ||||||||
| 1208 | 20 | ||||||||
| 1209 | 27 | ||||||||
| 1210 | 33 | ||||||||
| 1211 | 25 | ||||||||
| 1212 | 31 | ||||||||
| 1213 | 30 | ||||||||
| 1214 | 32 | ||||||||
| 1215 | 36 | ||||||||
| 1216 | 27 | ||||||||
| 1217 | 32 | ||||||||
| 1218 | 32 | ||||||||
| 1219 | 32 | ||||||||
| 1220 | 36 | ||||||||
| 1221 | 39 | ||||||||
| 1222 | 34 | ||||||||
| 1223 | 24 | ||||||||
| 1224 | 33 | ||||||||
| 1225 | 30 | ||||||||
| 1226 | 35 | ||||||||
| 1227 | 34 | ||||||||
| 1228 | 30 | ||||||||
| 1229 | 32 | ||||||||
| 1230 | 42 | ||||||||
| 1231 | 24 | ||||||||
| 1232 | 34 | ||||||||
| 1233 | 34 | ||||||||
| 1234 | 26 | ||||||||
| 1235 | 28 | ||||||||
| 1236 | 35 | ||||||||
| 1237 | 30 | ||||||||
| 1238 | 31 | ||||||||
| 1239 | 38 | ||||||||
| 1240 | 22 | ||||||||
| 1241 | 32 | ||||||||
| 1242 | 32 | ||||||||
| 1243 | 22 | ||||||||
| 1244 | 23 | ||||||||
| 1245 | 35 | ||||||||
| 1246 | 35 | ||||||||
| 1247 | 31 | ||||||||
| 1248 | 33 | ||||||||
| 1249 | 36 | ||||||||
| 1250 | 37 | ||||||||
| 1251 | 24 | ||||||||
| 1252 | 23 | ||||||||
| 1253 | 33 | ||||||||
| 1254 | 21 | ||||||||
| 1255 | 34 | ||||||||
| 1256 | 32 | ||||||||
| 1257 | 28 | ||||||||
| 1258 | 31 | ||||||||
| 1259 | 29 | ||||||||
| 1260 | 34 | ||||||||
| 1261 | 17 | ||||||||
| 1262 | 34 | ||||||||
| 1263 | 22 | ||||||||
| 1264 | 21 | ||||||||
| 1265 | 34 | ||||||||
| 1266 | 23 | ||||||||
| 1267 | 41 | ||||||||
| 1268 | 31 | ||||||||
| 1269 | 31 | ||||||||
| 1270 | 28 | ||||||||
| 1271 | 26 | ||||||||
| 1272 | 34 | ||||||||
| 1273 | 20 | ||||||||
| 1274 | 24 | ||||||||
| 1275 | 21 | ||||||||
| 1276 | 32 | ||||||||
| 1277 | 30 | ||||||||
| 1278 | 29 | ||||||||
| 1279 | 27 | ||||||||
| 1280 | 36 | ||||||||
| 1281 | 25 | ||||||||
| 1282 | 33 | ||||||||
| 1283 | 23 | ||||||||
| 1284 | 34 | ||||||||
| 1285 | 33 | ||||||||
| 1286 | 28 | ||||||||
| 1287 | 17 | ||||||||
| 1288 | 27 | ||||||||
| 1289 | 29 | ||||||||
| 1290 | 29 | ||||||||
| 1291 | 32 | ||||||||
| 1292 | 43 | ||||||||
| 1293 | 30 | ||||||||
| 1294 | 25 | ||||||||
| 1295 | 29 | ||||||||
| 1296 | 27 | ||||||||
| 1297 | 28 | ||||||||
| 1298 | 31 | ||||||||
| 1299 | 31 | ||||||||
| 1300 | 40 | ||||||||
| 1301 | 28 | ||||||||
| 1302 | 26 | ||||||||
| 1303 | 33 | ||||||||
| 1304 | 33 | ||||||||
| 1305 | 33 | ||||||||
| 1306 | 22 | ||||||||
| 1307 | 40 | ||||||||
| 1308 | 36 | ||||||||
| 1309 | 27 | ||||||||
| 1310 | 30 | ||||||||
| 1311 | 40 | ||||||||
| 1312 | 22 | ||||||||
| 1313 | 26 | ||||||||
| 1314 | 26 | ||||||||
| 1315 | 29 | ||||||||
| 1316 | 36 | ||||||||
| 1317 | 22 | ||||||||
| 1318 | 38 | ||||||||
| 1319 | 24 | ||||||||
| 1320 | 36 | ||||||||
| 1321 | 29 | ||||||||
| 1322 | 29 | ||||||||
| 1323 | 35 | ||||||||
| 1324 | 33 | ||||||||
| 1325 | 31 | ||||||||
| 1326 | 26 | ||||||||
| 1327 | 27 | ||||||||
| 1328 | 25 | ||||||||
| 1329 | 26 | ||||||||
| 1330 | 30 | ||||||||
| 1331 | 32 | ||||||||
| 1332 | 34 | ||||||||
| 1333 | 32 | ||||||||
| 1334 | 29 | ||||||||
| 1335 | 42 | ||||||||
| 1336 | 33 | ||||||||
| 1337 | 25 | ||||||||
| 1338 | 27 | ||||||||
| 1339 | 26 | ||||||||
| 1340 | 26 | ||||||||
| 1341 | 15 | ||||||||
| 1342 | 46 | ||||||||
| 1343 | 20 | ||||||||
| 1344 | 40 | ||||||||
| 1345 | 26 | ||||||||
| 1346 | 33 | ||||||||
| 1347 | 22 | ||||||||
| 1348 | 28 | ||||||||
| 1349 | 25 | ||||||||
| 1350 | 34 | ||||||||
| 1351 | 34 | ||||||||
| 1352 | 31 | ||||||||
| 1353 | 25 | ||||||||
| 1354 | 37 | ||||||||
| 1355 | 23 | ||||||||
| 1356 | 38 | ||||||||
| 1357 | 23 | ||||||||
| 1358 | 31 | ||||||||
| 1359 | 32 | ||||||||
| 1360 | 38 | ||||||||
| 1361 | 28 | ||||||||
| 1362 | 35 | ||||||||
| 1363 | 24 | ||||||||
| 1364 | 25 | ||||||||
| 1365 | 29 | ||||||||
| 1366 | 34 | ||||||||
| 1367 | 33 | ||||||||
| 1368 | 33 | ||||||||
| 1369 | 38 | ||||||||
| 1370 | 23 | ||||||||
| 1371 | 30 | ||||||||
| 1372 | 28 | ||||||||
| 1373 | 33 | ||||||||
| 1374 | 21 | ||||||||
| 1375 | 35 | ||||||||
| 1376 | 33 | ||||||||
| 1377 | 35 | ||||||||
| 1378 | 25 | ||||||||
| 1379 | 31 | ||||||||
| 1380 | 28 | ||||||||
| 1381 | 24 | ||||||||
| 1382 | 35 | ||||||||
| 1383 | 30 | ||||||||
| 1384 | 26 | ||||||||
| 1385 | 30 | ||||||||
| 1386 | 30 | ||||||||
| 1387 | 30 | ||||||||
| 1388 | 33 | ||||||||
| 1389 | 24 | ||||||||
| 1390 | 39 | ||||||||
| 1391 | 31 | ||||||||
| 1392 | 27 | ||||||||
| 1393 | 22 | ||||||||
| 1394 | 30 | ||||||||
| 1395 | 23 | ||||||||
| 1396 | 25 | ||||||||
| 1397 | 28 | ||||||||
| 1398 | 32 | ||||||||
| 1399 | 25 | ||||||||
| 1400 | 31 | ||||||||
| 1401 | 34 | ||||||||
| 1402 | 37 | ||||||||
| 1403 | 21 | ||||||||
| 1404 | 31 | ||||||||
| 1405 | 36 | ||||||||
| 1406 | 34 | ||||||||
| 1407 | 25 | ||||||||
| 1408 | 33 | ||||||||
| 1409 | 34 | ||||||||
| 1410 | 26 | ||||||||
| 1411 | 35 | ||||||||
| 1412 | 27 | ||||||||
| 1413 | 24 | ||||||||
| 1414 | 25 | ||||||||
| 1415 | 26 | ||||||||
| 1416 | 28 | ||||||||
| 1417 | 31 | ||||||||
| 1418 | 29 | ||||||||
| 1419 | 33 | ||||||||
| 1420 | 43 | ||||||||
| 1421 | 18 | ||||||||
| 1422 | 27 | ||||||||
| 1423 | 23 |
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Important Distinctions
Defective
Defect
Discrete Data: Defect vs. Defective
Any nonconformance; may have multiple “defects” per unit
Use: “c” or “u” charts
A unit or product that contains one or more defects (i.e. it does not matter the amount of defects it is either right or wrong)
Use: “p” or “np” charts
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Summary of Variation and Control Charts
Control limits are calculated from the process data; specification limits come from the customer: they are both important
Process variation can be stable and still be unacceptable; to reduce common cause variation, make fundamental improvements to the vital few root causes
Variation is the “voice of the process” – learn to listen and respond appropriately
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Interpret Control Chart or Run Chart
Develop solutions for special causes and
implement as appropriate
Investigate the specific data points related to
the special causes
Special Causes
Develop solutions for the “vital few” process
and input Xs
Common Causes
Investigate all of the variation by identifying the “vital few” process
Xs and input Xs
Response Strategy Summary
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What is a Process Monitoring Plan?
The Process Monitoring Plan Includes:
CTQ – The measurable requirement (Critical to Quality aspect) the customer has of the process.
Process Steps Where the CTQ is Measured – The step in the process where the CTQ will be measured and data collected.
Data Collection Method – A description of the method that will be followed to collect the data.
Data Collection Frequency – The frequency that the data will be collected (hourly, daily, twice a week, monthly, etc.).
Owner – The person responsible for collecting the data.
Process Monitoring Plan
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
What is meant by process control
The types of control charts
How to develop a monitoring plan
Summary of Section
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control – Process Control
Dashboards
Process Monitoring
Introduction to Process Management
Lean Six Sigma Training
Measure ControlAnalyze ImproveDefine ControlControlImproveMeasure ControlControlAnalyze ImproveImproveDefine ControlControl
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand what a dashboard is
Understand the questions to consider when developing a dashboard
Utilize a dashboard example to begin development of your project dashboard
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A process dashboard provides a visual picture of the process through data diagrams and charts. Visualizing your process allows you to fully comprehend process performance and communicate it to your champions and stakeholders.
Preliminary Process Dashboard
Customer: Applicant CTQ Spec: 100% Process: New Business Department: Customer Engagement Owner: M. Gunner Projects: 0 88 Defects/28908 Opps Weighted average: 5-7 opportunities/unit 4.4 Sigma without India. India Sigma is 3.6 on 100% QA. Improving steadily.
Some Customer Satisfaction COPQ
Defects
0
2
4
6
8
10
12
14
16
18
20
Unplanned Emp. AbsenceCustomer Not Available for Call Back
Rejected System Downtime Hold for Sup Approval
Category
# O
bs er
va tio
ns
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
In planning for the design of a process dashboard you must select which chart/tool is the best to use to display process performance and results. To do this, you must first decide what you want the process dashboard to tell or describe about the process it is monitoring.
Some key questions your process dashboard should answer:
1. Is my process capable? Is it meeting customer requirements?
2. If it isn’t meeting customer requirements, what might be driving the lack of capability? What is the biggest defect contributing to the overall defect rate?
3. How much variation is in my process?
Preliminary Process Dashboard
39 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Used to confirm relationship between two variablesAnalysisScatter Plot
Type of chart used to display data related to a process variable in sequence over time to identify changes
MonitoringRun Charts
Used to track the relationship between two sets of data over time
AnalysisRegression (Advanced tool)
Used to depict percentages of total in a circular diagramDisplayPie Chart
Used to identify and prioritize problems or causes of problems
Monitoring/AnalysisPareto Analysis
Used to display frequency of data in column form. Also used to prepare Pareto charts
MonitoringHistogram
Used to help understand variation and to control and improve a process
MonitoringControl Charts
Used to brainstorm and logically organize possible causes for a particular effect
AnalysisCause and Effect Diagrams
Used to display simple comparisons between series of data
DisplayBar Chart
PurposeTypeChart/Tool
It is not necessary to use all of the charts, just choose the ones that best suit the type of data and purpose of display for your process.
Overview of Data Tools
40 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
√Run ChartPercent of Invoices that are received via electronic data interchange EDI InvoicingInvoice
OutputProcessInputDisplayMeasurementCustomer Requirement or
Process Indicator
Unit Being Processed
√Histogram and/or Run Chart
Customer Set-Up: Time form CMM launch to input completed
Credit Approval: Time from credit application hand-off to credit application approved/rejected.
Lease/Sale Contract: Time from lease created to lease activated
Case Creation: Time from lease created to delivery case created
Order Fulfillment Sub- process Cycle times
Order
√Run ChartPercent of Invoices that are adjustedAdjustments
A method for organizing and identifying your preliminary dashboard
Preliminary Dashboard Measurement Plan Matrix – Example
Dashboard Measurement
Plan
41 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
In addition to tracking and monitoring process results during the Control phase, it also important to track and monitor financial results.
Teams should include financial metrics in the dashboard design to continuously track the financial impact of the improved process and to ensure that the organization has realized the benefits that the project projected.
Additional Dashboard Metrics
42 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Financial Metrics Commonly Tracked:
Project Benefits Projected vs. Actual
Cost of Poor Quality (COPQ) Often tracked for individual projects
and also as a rollup metric for all projects
Guidelines:
Most financial benefits from projects are tracked over a 12 month period of time after implementation
Remember to involve Finance representatives in dashboard design to agree on what financial metrics will be tracked and how they will be measured.
Financial Dashboard Metrics Considerations
43 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Cycle Time
Sales Sigma
Accuracy
Accuracy Defects
What Should Your Gauges/Dials Be?
Process Dashboard
44 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The dashboard is:
A business management tool
Set of critical indicators
It serves as a control infrastructure for existing improvement projects once they go into the control phase
It can also serve as the platform for identifying new improvement projects
An indicator system that must be developed, tested, and recalibrated as requirements and measurement systems change
Dashboard Attributes
45 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
How do you want the information displayed for your indicators/measures?
To what level do you want to “drill down” in the information?
How might you want to segment the information for making critical decisions?
Who should have access to the information?
Key Questions for Developing Your Dashboard
46 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
Understand what a dashboard is
Understand the questions to consider when developing a dashboard
Utilize a dashboard example to practice developing a dashboard for your project
Summary of Section
47 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
End of Lesson: Control – Process Control
Lean Six Sigma Training
Measure ControlAnalyze ImproveDefine ControlControlImproveMeasure ControlControlAnalyze ImproveImproveDefine ControlControl
48 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control – Response Planning
Action Planning
Process Reviews
Lean Six Sigma Training
Measure ControlAnalyze ImproveDefine ControlControlImproveMeasure ControlControlAnalyze ImproveImproveDefine ControlControl
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the purpose and benefits of regular process reviews
Understand the role of the process owner in monitoring and responding to process issues
By the end of this section, you will be able to:
Overview – Purpose – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Reviews
External Environmental
Information
Internal Environmental
Information
Satisfied With Indicators?
– Yes – Continue Control
Actions
Satisfied With Indicators?
– No – Plan & Implement
Improvement Actions
Dashboard Indicators
Process Reviews
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Dashboard is the mechanism used to monitor and assess process performance and determine what actions to take. During process review meetings the process owner and team will review dashboard results and determine what remedial actions need to be taken.
Process Reviews
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
When to review?
Process Owners hold regular (monthly, weekly) updates with their Process Teams
Receive updates on process performance
Conduct question and answer session
Perform joint problem solving
Reinforcing success
Conducting Process Review Meetings
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
How often should Process Owners review processes?
Formal audits/reviews conducted under the auspices of an outside authority.
Formal meeting of Process Owner and Sub-Process Owners. Used primarily when processes and sub processes are performing within expected parameters and are meeting or exceeding goals. Can occur within regular operations reviews.
Less formal meeting of Process Owner and Sub-Process Owners. Detailed review of sub-process dashboards and performance.
Informal meeting with Sub-Process Owners. Detailed review similar to the bi-weekly to monthly review. Used primarily when sub-processes are critical to overall process cycle times or sub-processes are performing poorly.
Quarterly to Annually
Monthly to Quarterly
Bi-weekly to Monthly
As Needed
Process Reviews by Process Owner
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process review meetings should be structured to address these types of questions and trigger the appropriate response to address gaps.
1. How is the process performing compared to the goals we set for it? Are there gaps? Why or why not?
2. How are the sub-processes performing against the goals? Are they stable? Are they capable? How should we respond?
3. How does our process compare to our competitors, or those “best in class”?
4. Are we maintaining gains made by our changes – e.g. Quick Wins, DMAIC or DFSS projects?
5. Are we making changes in one part of our process that could impact another part of our process or impact another process? Will it help or hurt? Are other project teams making changes that impact our process?
Process Review Questions
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
6. Are we measuring the right process indicators? Do they predict how well our process outputs will satisfy customers? Are there better indicators we should be measuring?
7. Do we need to make changes to: Measures? Training? Staffing? Rewards? Communications and feedback? Goals? Resource allocation? Action plans?
8. Are our work procedures being used? Why or why not?
9. What do we need to communicate to Leadership and to our process teams?
10. How can we recognize process contributions and successes?
Process Review Questions (Continued)
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Review Dashboards Sigmas Trends Specific Transactions
Perform Analysis Special/Common Causes (Stability) Root Causes Assess Capability
Identify Next Steps Stabilization Management Emphasis & Inspection Project Scoping Training Advanced Statistical Tools QRB Report-Out
Monthly (3rd week of each month) 2 hours or as needed
Standardized Meeting Agendas with Action Items
Process Owner Report-Outs
Champion Process Owner(s) MBB or Quality Analyst Quality Leader, if appropriate Customers, when appropriate
WHAT WHEN
HOW WHO
Example Guidelines for Process Review Meetings
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Consequences of not having an accountable process owner: Defects start to occur and remain unchecked
Internal complaints go unaddressed
Changing customer needs are not identified, let alone planned for
Improvement projects aren’t identified or implemented on a timely basis
Teamwork and morale deteriorate
Creating an environment of process accountability is important: Establishing what results and processes the Process Team will be accountable for (set goals)
Explaining those expectations to the Process Team Leader and assuring understanding
Giving the Process Team and Process Owner the tools, resources and information to succeed
Measuring and giving performance feedback (timely, specific, accurate to all levels of the team)
Applying judgment in evaluation of performance
Process Accountability
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The purpose and benefits of regular process reviews The role of the process owner in monitoring and
responding to process issues
Summary of Section
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control – Response Planning
Action Planning
Process Reviews
Lean Six Sigma Training
Measure ControlAnalyze ImproveDefine ControlControlImproveMeasure ControlControlAnalyze ImproveImproveDefine ControlControl
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand what response planning is Understand the course of action to take if out of control
issues should occur Troubleshoot to fix common and special cause
problems
By the end of this section, you will be able to:
Overview – Purpose – Objectives – Key Topics
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What is a Response Plan?
A response plan is a documented method for how a process owner/team should respond to any out-of-control conditions that may occur in a process
A good response plan will help ensure a timely and appropriate response to processing problems as they occur, thereby decreasing the risk of defects getting to the customer
Response Plan
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Provides a response if the process should fail to meet customer requirements for each variable (both the X and Y)
OwnerTimingActionMeasure
Specific Action to be
Taken
Responsibility to Take Action
Timing of Action
What is a Response Plan?
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Looks Like
Type
Common Cause Variation
Special Cause Variation
Action To Be Taken
Study individual points or specific cluster of points to determine what was reason for difference
Make changes to sustain or prevent special causes in the future
Study all data points collectively to better understand sources of variation
Make basic process change to reduce common cause variation, shift the average, or both
What should you do when you are not Satisfied with Current Performance?
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Yes No Are there differences in the methods used by different employees?
Yes No Has there been a significant change in the internal/external environment?
Yes No Is the process affected by predictable conditions?
Yes No Were any untrained employees involved in the process at any time?
Yes No Has there been a change in the supplier of inputs to the process?
Yes No Has there been a change in policies or procedures?
Yes No Could the employees be afraid to report “bad news?”
Common Questions for Investigating an Out-Of- Control Process
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Strategy for Eliminating Special Causes of Variation
Work to get special causes signaled quickly. Use early warning indicators throughout your operation.
Immediately search for cause when a control chart gives a signal that a special cause has occurred.
Find out what was different on that occasion.
Keep asking - “Why”
Do not make fundamental changes in the process.
Immediate remedy to contain any damage. Remove assignable cause and seek ways
to prevent that special cause from recurring, or if results are good, retain that lesson.
Timely Data
Search for Cause
No Changes
Prevent and Retain
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Quick hit tools the team can use to analyze, troubleshoot, and diagnose why a process is not performing up to requirements: Cause and Effect Diagram Value-Add/Non Value-Add Process Analysis
Process Step
Time (Minutes)
Value-Added
Nonvalue-added
Transferring
Retrieving Information
Reviewing
Prep/Set-up
Waiting for Help
Total
1 2 3 4 5 6 7 8 9 10 Total %Total
1 5 3 2 4 2 8 2 5 8 40 100%
4
5
16
8
40
4
10%
12.5%
40%
20%
10%
100%
3 7.5%
Problem Statement
Main Category A
Main Category C
Main Category B
Potential Root Cause
Cause
Cause
Cause
Potential Root Cause
Potential Root Cause
Tools for Quick Process Analysis, Diagnosis, and Remedy
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
What response planning is The course of action to take if out of control issues should
occur How to troubleshoot to fix common and special cause
problems
Summary of Section
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
End of Lesson: Control – Response Planning
Lean Six Sigma Training
Measure ControlAnalyze ImproveDefine ControlControlImproveMeasure ControlControlAnalyze ImproveImproveDefine ControlControl
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control – Project Documentation
Solution Replication and Closure
Communicate Project Outcomes
Document and Standardize
Lean Six Sigma Training
Measure ControlAnalyze ImproveDefine ControlControlImproveMeasure ControlControlAnalyze ImproveImproveDefine ControlControl
1 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the purpose and importance of standards to effective Control
Understand the use and importance of documenting procedures
Understand some of the keys to success and pitfalls with writing procedures
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Definition
A documented method which identifies in detail all the steps necessary to produce a product or meet a desired service outcome.
They are a written agreement between the associate and the company regarding how the job will be done.
Questions to ask when there is trouble with a Standard Practice:
Do we have a standard practice?
Does the employee know the standard practice?
Does the employee use the standard practice?
Do we enforce the standard practice?
What are Standard Practices?
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Everyone does things in a different way
Some individual learning and improvement
No group learning
No accepted methods
Right Amount
Best available methods are used
Less wasted effort
Group and individual learning
Methods are improved
People are frustrated
Creativity is stifled
No learning and improvement
People fight the system, cut corners
Too Little
Too Much
Degrees of Standardization
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Greater process variation
Unhappy customers
Lack of organizational learning
Inability to hold the gains of improvement efforts
Lack of agreement among employees on how to do the job
Increased supervisory time and training required
Costs of Not Standardizing
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Documentation is Critical to:
Describe the flow of the process and standardize procedures for operating the process
Provide approved information for all current and future employees who will need it
Increase organizational learning and provide training materials
Use results in consistent operating procedures and reduced process variation
A necessary step to ensure that the learning gained via Process Management is shared and institutionalized
Why Document?
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
A procedure is the documented sequence of steps and other instructions necessary to carry
out an activity.
Documentation – Procedures
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What is a Procedure Procedures are the details behind the activities documented on the business process map. They serve as a method for every employee to gain an understanding in their context of the process.
Purpose
To gather process skill in written form and to make it easier for everyone to do his/her work.
Questions To Ask When There Is Trouble with Procedures: Do we have a standard procedure? Does the employee know the standard procedure? Does the employee use the standard procedure? (Do we enforce the standard
procedure?)
In Summary… A procedure is a written agreement between an associate and the company regarding
how the job will be done.
Documentation – Procedures
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Pitfalls in Writing Procedures
Not involving the affected persons in the creation of the procedures
Not testing the procedures
Omitting information
Results to be obtained
How to do a step
Lowering the importance of procedures
Not readily available
Ignored by management
No method to update procedures
Obsolete procedures not destroyed
Procedure documentation is not readily available
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Procedures Example Standardized Procedures
10
1.0 Activity: Conduct Market Analysis including Market Segmentation
Description: Marketing group will gather market research information and conduct analysis including identification of competitor intelligence and market segmentation.
Tools: Various Market Research Reports Buying Process and Market Map Tools
Timing: Within 3 weeks of market data availability
Deliverable: Buying process to uncover key customer behavioral objectives that we want to
change and one which will give the maximum leverage in driving business
Responsibility: Marketing Group taking the lead, but involving Sales
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Direct Ways Observation
Ask associates directly, “What difficulties do you have following the procedures? Are there any ways to make the work easier and get the results we need?”
Indirect Ways Observe the last time the instruction was revised. If the instructions
have stayed the same for six months, do associates really use them?
Checking Procedures
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The purpose and importance of standards to effective Control
The use and importance of documenting procedures
Some of the keys to success and pitfalls with writing procedures
Summary of Section
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control – Project Documentation
Solution Replication and Closure
Communicate Project Outcomes
Document and Standardize
Lean Six Sigma Training
Measure ControlAnalyze ImproveDefine ControlControlImproveMeasure ControlControlAnalyze ImproveImproveDefine ControlControl
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand key considerations to making communication effective
Understand the key elements of a Communication Plan
Develop a Communication Plan
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The #1 Reason communications efforts fail to achieve the level of understanding and influence intended is due to:
E-mails, large meetings, print announcements, and even videos alone tend to: Be ignored Fail to engage recipients in active thinking Focus on “What’s in it for the company” rather
than credibly persuade “What’s in it for the individual”
Method of Communication
Effective Communication Reviewed
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Have a clear message Involve and engage your audience Be candid Demonstrate, don’t lecture Follow up
Communication of the improvement project message should be 80% Face to Face meetings
80%
20%
Face to Face Company Wide
Project Communication Reviewed
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Final Communication Plan should be developed once the documentation has been completed. The basic components of the Communication Plan include:
Target Audience: Identify the project audience(s) - include internal and external stakeholder
groups.
The “What” (message): Assess information needs - determine what groups need to know, want to know,
and expect. NOTE: Utilize project resources only on communicating information that contributes to success or where a lack of communication can lead to failure.
Identify key project messages, announcements, that need to be delivered on the project outcomes.
When:
Define when communications will be provided to the different stakeholder groups.
Developing a Communication Plan – What to Include
Communication Plan
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
The Method:
Identify the best media and methods available to communicate, e.g. face to face meetings, presentations, e-mail - remember people absorb information in different ways.
Owner:
Assign responsibilities for creating and delivering the various types of communications. At this point, the process owner should be utilized to aid in communicating the project results.
Required Approval:
Document the approval process needed for any of the communications.
Feedback Loop:
Create internal and external feedback loops to help evaluate the effectiveness of communications.
Developing a Communication Plan – What to Include
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Audience What When Method Owner Required Approval
Feedback Loop
Leadership Overview of Solutions
Financial Benefits
Project End Date (October 1st)
Leadership Team Meeting
Black Belt / Green Belt and Process Owner
Sponsor Discussion
All employees Overview of Solutions
October 15th
Gallery Walk in Lunch Room
Black Belt / Green Belt and Team
Sponsor Feedback Cards
Operations Detailed Solutions
October 6th
Meeting Black Belt / Green Belt and Team
Sponsor Discussion
Communication Plan Example
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The key considerations to making communication effective
The key elements of a Communication Plan
How to develop a Communication Plan
Summary of Section
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control – Project Documentation
Solution Replication and Closure
Communicate Project Outcomes
Document and Standardize
Lean Six Sigma Training
Measure ControlAnalyze ImproveDefine ControlControlImproveMeasure ControlControlAnalyze ImproveImproveDefine ControlControl
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Understand the process of replicating opportunities from project solutions to other parts of the organization
Understand the roles of the team and the process to transition the project outcomes to the process owner
By the end of this section, you will be able to:
Overview – Objectives – Key Topics
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Replication opportunities are key learnings and documented solutions that may be applicable to other processes or projects.
Looking for these opportunities can:
Increase process improvement in other areas
Reduce resource time solving similar problems
Increase customer satisfaction in other areas of the business
Solution Replication Opportunities
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Look for replication opportunities across the organization that have similar processes
Solution Replication Opportunities – Organization
24
Level 1 Processing Processing Processing
Chicago London Singapore
Process Improvement Accomplished
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Look for replication opportunities across the “end to end” process either upstream or downstream
Level 3
Accounts Payable Process
Re plic
ate
Process Improvement Accomplished
Re pli
ca te
Solution Replication Opportunities – Process
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
1. Identify existing improvement efforts or problems within the organization that relate to the process improvement outcomes of your project.
2. Develop a project charter summarizing problems and goals of the replication opportunity.
3. Develop a summary of the “just completed” project outcomes that include the following deliverables: Lessons learned from project
Project Charter
Key metrics and how they link to potential replication opportunity
All final project documentation (including control plan and dashboards for use as best practice sharing)
Action plan with owners to transition project outcomes to new process
Solution Replication Opportunities – Process
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Once the process is in control, the final step of the project team is to transition the new process to the process owner.
The materials include:
All project outcomes
Project binders
Process monitoring plans
Training materials
Transition to Process Owner
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What Does Successful Transition Mean?
1. The process is completely integrated into the organization and under control.
2. The process owner has approved all deliverables and has agreed to take ownership of the project outcomes.
3. The process will be managed by the outcomes of the project, including all monitoring techniques defined in the Control Phase.
4. The project team is no longer needed to monitor and make adjustments to the process.
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Black Belt / Green Belt
Ensure that an actionable, measurable and comprehensive Monitoring Plan is defined, communicated and implemented
Jointly ensure that the handoff to the Process Owner is successful
Process Owner
Sponsor
Project Team
Commit to own the project outcomes and Monitoring Plan Designate the appropriate resources to manage the plan
Ensure the project outcomes meet strategic objectives Jointly ensure that the handoff to the Process Owner is
successful Monitor the ongoing compliance to the Monitoring Plan
Assist in designing and implementing the Monitoring Plan If applicable, members of the team should assist the
Process Owner in managing the ongoing Monitoring Plan
Roles of a Successful Transition
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Once Transition is Complete, the Project Team Should Celebrate
Their Success
Celebrate Success
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
What you learned during this section:
The process of replicating opportunities from project solutions to other parts of the organization
The roles of the team and the process to transition the project outcomes to the process owner
Summary of Section
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
End of Lesson: Control – Project Documentation
Lean Six Sigma Training
Measure ControlAnalyze ImproveDefine ControlControlImproveMeasure ControlControlAnalyze ImproveImproveDefine ControlControl
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma Green Belt
Simulated Project Workbook This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
1Copyright © 2016 Acuity Institute LLC. All rights reserved.
Simulated Project Overview
Welcome to the Lean Six Sigma Green Belt Simulated Project.
At Acuity Institute we recognize that not every individual has the opportunity to complete an actual Lean Six Sigma project while completing training, therefore we have created a real world simulated project that takes students from the beginning to the end of a problem and solution. The simulated project helps to build the students understanding of the concepts taught in training and provides practical application of the tools. Students complete the course better prepared to apply what they have learned in the real world.
The simulation is based on a hypothetical company (Simco International or “SI”) that faces many of the same problems companies are dealing with today. The simulation is designed to illustrate the entire business improvement effort through every phase of the Lean Six Sigma DMAIC methodology. Students complete challenging exercises (project deliverables) which build on previously learned tools and concepts taught in training. When complete, students have a significant perspective on what true business improvement means and a tangible “project story” that they can utilize throughout their process improvement journey.
There is no comparison to Acuity Institute’s Simulated Project in the marketplace.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
2Copyright © 2016 Acuity Institute LLC. All rights reserved.
Simulated Project Deliverables Acuity Institute’s Lean Six Sigma Green Belt Simulated Project includes 32 project deliverables which are introduced throughout the DMAIC Methodology.
Define Measure Analyze Improve Control
1. Project Charter Development
2. SIPOC 3. As-Is Process
Mapping 4. Quick Win
Opportunities 5. Identify
Stakeholders 6. Develop
Stakeholder Map 7. Stakeholder
Management Plan 8. Communication
Plan 9. VOC Questions 10.CTQ Determination
11. Operational Definitions
12. Data Collection Planning
13. Histogram 14. Run Chart 15. Control Chart 16. Sigma
Performance (DPMO)
17. Cause and Effect Analysis
18. Lean Process Analysis
19. Pareto 20. Box Plots 21. Correlation
Analysis 22. Regression
Analysis
23. Solution Selection Matrix
24. Cost/Benefit Analysis
25. Mitigating Risks (FMEA)
26. Pilot Plan 27. Implementation
Planning 28. Storyboarding
29. Process Monitoring Plan
30. Dashboard Development
31. Response Planning
32. Final Project Storyboard
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
3Copyright © 2016 Acuity Institute LLC. All rights reserved.
Simulated Project Templates
There are “blank” templates for you to complete for all 32 Simulated Project deliverables. The templates are located in the “LSS GB_SI Project Templates” file folder. The templates are developed in common formats (MS Word, MS Excel, or MS PowerPoint). To access the templates you will need to download this file folder onto your computer.
For your reference, the name of the specific template that you are to complete is included in the instructions of the project deliverable you are working on (example: “SI Project Template: Project Charter Development_SI”). Please note, answers are provided as a reference point for many of the project deliverables. In most cases we do not recommend updating your answers to match the answers provided. It is important for your answers to be authentic to your experience as you complete the Simulated Project.
In addition to the project templates, the “LSS GB_SI Project Templates” file folder also contains the MS Excel file “LSS SI Data File”. This file includes data to be used for various Simulated Project deliverables. This course includes step by step instructions on how to complete these deliverables using both SigmaXL and Minitab statistical analysis software.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma – Simco International
Define Phase 1
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Simco International – Define Phase Deliverables
Deliverable Page Lesson (Deliverable Originated From)
Project Charter Development 3 Project Charter SIPOC 10 Process Definition As-Is Process Mapping 15 Process Definition Quick Win Opportunities 21 Process Definition Identify Stakeholders 26 Stakeholder Management Develop Stakeholder Map 31 Stakeholder Management Stakeholder Management Plan 36 Stakeholder Management Communication Plan 41 Stakeholder Management VOC Questions 46 Voice of Customer CTQ Determination 51 Voice of Customer
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma – Project Simulation
Project Charter Development
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop key sections of a Project Charter for the Simco International (SI) Consumer Home
Loan project.
Instructions Utilize the information from the Simco International Overview information on the following
pages to draft the following Project Charter elements in the worksheet below: Problem Statement Project Goals
Prepare your findings.
PROJECT DESCRIPTION
Problem Statement
Project Goals
Project Charter Development
SI Project Template: Project Charter Development_SI
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Simco International “SI” is a global financial services company that conducts business in 84 different countries. During the past 2 years SI has fallen from the 3rd largest financial services provider to 6th in the world. The primary reason for this decline is poor customer service which is driving customers to SI’s competition.
SI recently formed multiple Lean Six Sigma teams to address their customer service issues. In selecting the Lean Six Sigma projects, SI studied their organization to learn where customer expectations were being least met. Through this process they learned that their Global Consumer Home Loan division was performing well below customer expectations, therefore the “Home Loan” Lean Six Sigma project was initiated.
Simco International Overview
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
During the pre-project research, SI learned that it required an average of 22 days to process home loans. Their competition was completing the same process in 15 days. The process time of 15 days was what home loan customers consider to be Critical to Quality (CTQ). By not meeting the CTQ of 15 days, SI estimated that it was losing $26.2 million in lost revenues and $2.4 million in process inefficiencies per year.
The primary goal of the “Home Loan” Lean Six Sigma team is to meet customer expectations for consumer home loans throughout the world. If the team achieves this goal, they believe that they will be well positioned to re-capture market share, increase revenues, and improve customer satisfaction.
Simco International Overview
6 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Project Charter Development
7
For additional information about this concept, see
Lesson 3 Project Charter, in the Project Charter section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
PROJECT DESCRIPTION Business Case Increasing customer satisfaction will assist SI to re-capture market
share and ultimately increase revenues while improving process efficiencies.
Problem Statement The Global Consumer Home Loan process cycle time currently averages 22 days to complete, which exceeds customer expectation by 7 days.
Project Goals Reduce the Consumer Home Loan process cycle time by 32% by September 1st. Improve process accuracy by 50%.
Estimated Benefits ($$) Increased revenues by $20 million and reduced process costs by $650,000.
Project Scope Area of Focus:
Consumer Home Loan processes in Singapore, Chicago, and London.
Includes: Home Loan Customer, Real Estate Agent, Underwriting, Credit Agency, processing of application, and approval/denial of home loan
Excludes: Accounts Payables and Receivables, re-finance processes
Start Point: When a customer requests a loan
Stop Point: Home loan acceptance or rejection package is received by the customer
SI Project Charter
* Additional Project Charter information has been provided for your reference. 8
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
PROJECT RESOURCES
Team Members Function in the Business Project Role Time Dedicated to Project (Hrs/Week)
John Davis VP of Operations Sponsor 1-2
Susan Terrell Performance Improvement Expert Master Black Belt 2
Steve McCaffrey Project Manager Black Belt / Green Belt 25
Ellen Mobley Finance Team Member 8-16
Rod Elway Operations SME Team Member 8-16
Erin Anderson Processing SME Team Member 8-16
Owen Atwater Sales SME Team Member 8-16
Additional Support Legal, Compliance, Information Technology, External Business Partners
PROJECT MILESTONES
Milestone Phase Start Date Completion Date
Define January 1st In Progress
Measure April 1st June 15th
Analyze June 1st June 30th
Improve July 1st July 31st
Control August 1st August 30th
Closure August 30th September 30th
SI Project Charter
* Additional Project Charter information has been provided for your reference.
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SIPOC
Lean Six Sigma – Project Simulation
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop a SIPOC for the SI Consumer Home Loan process.
Instructions Complete the worksheet on the following page by utilizing the SI Overview
and Project Charter to develop the SIPOC. Prepare your findings.
SIPOC
SI Project Template: SIPOC_SI
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Utilize the SI Overview and Project Charter to complete each element of the SIPOC diagram.
Suppliers Inputs Process Outputs Customers
• • 1. • •
• • 2. • •
• • 3. • •
• • 4. • •
SIPOC
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
SIPOC
13
For additional information about this concept, see
Lesson 5 Process Definition, in the SIPOC
section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Suppliers Inputs Process Outputs Customers
• Home Loan Customer
• Application 1.Receive Application
• Home Loan Acceptance Package
• Home Loan Customer
• Real Estate Agents (Partners)
• Customer Information (Bank, Employment, etc.)
2.Complete Application Process
• Home Loan Rejection Package
• Real Estate Agents (Partners)
• Credit Agency
• Credit Score 3.Complete Underwriting Process
• Loan Products
4.Send Notification
SI SIPOC
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
As-Is Process Mapping
Lean Six Sigma – Project Simulation
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop the as-is process map for the SI Consumer Home Loan process.
Instructions Using the description of the SI Consumer Home Loan process on the
following page, develop a deployment flow chart process map. Document each step in the process Align the steps with the personnel (deployment flow chart)
Prepare your findings.
As-Is Process Mapping
SI Project Template: As Is Process Mapping_SI
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Primary People and Departments Involved in the SI Home Loan Process Home Loan Customer Real Estate Agent (RA)
Home Loan Process Flow The SI Consumer Home Loan process starts when a customer contacts a Real Estate Agent (RA) to request a loan. The RA’s are located across the country. The RA mails the customer a home loan application which is to be completed and mailed back to the RA. The RA forwards the application to their local SI Mortgage Sales Associate (MSA). The MSA’s are organized by region. The MSA forwards the application to an SI Loan Processor (LP). There are LP’s in every local SI office. The LP reviews the application. The LP contacts the customer to request additional information (bank info, employment info, etc.). The customer gathers the additional information and mails it to the LP. With the additional information, the LP reviews the application and additional information to ensure that it is complete. If there is missing or incorrect information, the LP contacts the customer to make the necessary corrections. If the information is correct, the LP forwards the information to an SI Loan Officer (LO). There are LO’s in every local SI office. Certain LO’s are responsible for managing each of the Local SI offices. The LO reviews the customer information to determine the loan qualifications for final determination (acceptance or rejection). When this is complete, the LO forwards the final determination to the LP. If the loan is accepted, the LP creates an SI “Home Loan Acceptance Package”. If the loan is rejected, the LP creates an SI “Home Loan Rejection Package”. When this is complete, the LP forwards the final determination package to the MSA. When the MSA receives the package they schedule a meeting with the RA to review the final determination package. The RA reviews the final determination package. The RA sends the final determination package to the customer. When the customer receives the final determination package the SI Consumer Home Loan process is complete.
SI Mortgage Sales Associate (MSA) SI Loan Processor (LP)
SI Loan Officer (LO)
As-Is Process Mapping
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
As-Is Process Mapping
18
For additional information about this concept, see
Lesson 5 Process Definition, in the Process
Mapping section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Simco International “As-Is” Process Map (Page 1)
Re al
Es
ta te
Ag
en t
(R A)
SI M
or tg
ag e
Sa le
s As
so cia
te
( M SA
)
SI L
oa n
Pr oc
es so
r (L
P)
SI L
oa n
O ffi
ce r
(L O
)
Ho m
e Lo
an
Cu st
om er
Contact RA to request loan
Mail loan application to
customer
Complete loan application
Mail loan application to
RA
Forward application to
MSA
Forward application to
LP
Review application
Request additional info from customer
Gather additional
information
Mail additional information to
LP
Go to Step 12 (Next Page)
Review application
and additional information
1
2
3 4
5
6
7 8
9 10
11
SI As-Is Process Map
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Simco International “As-Is” Process Map (Page 2)
SI L
oa n
O ffi
ce r
(L O
)
SI L
oa n
Pr oc
es so
r (L
P)
SI M
or tg
ag e
Sa le
s As
so cia
te
(M SA
)
Re al
Es
ta te
Ag
en t
(R A)
Ho m
e Lo
an
Cu st
om er
Go to Step 8 (Previous Page)
Is info complete?
Forward customer info
to LO
Determine loan
qualification
Send final determination
to LP
Is loan accepted?
Create SI Home Loan acceptance
package
Create SI Home Loan
rejection package
Forward final determination
package to MSA
Schedule meeting with RA to review final package
Review final package
Send final package to customer
Receive final determination
package
Yes
No No
Yes 12
13
14 15
16 17
18 19
20
21 22
23
SI As-Is Process Map
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Quick Win Opportunities
Lean Six Sigma – Project Simulation
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Identify Quick Wins for the SI Consumer Home Loan process.
Instructions Using the worksheet on the following page, utilize the outcomes of your
charter, SIPOC, and process mapping to identify quick wins. Brainstorm a few opportunities for quick improvements to the process Complete the remaining sections by answering “Yes” or “No” to each
category Decide on the Quick Wins based on your analysis
Prepare your findings.
Quick Win Opportunities
SI Project Template: Quick Win Opportunities_SI
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Quick Win Opportunity
Easy to Implement
Reversible Fast to Implement
Within Team’s Control
Cheap to Implement
Quick Win Opportunities
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Quick Win Opportunities
24
For additional information about this concept, see
Lesson 5 Process Definition, in the Quick Wins
section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Quick Win Opportunity
Easy to Implement
Reversible Fast to Implement
Within Team’s Control
Cheap to Implement
Have application mailed directly to LP from Customer
Yes Yes Yes Yes Yes
Have application completed with LP via phone, remove paper application
Yes Yes No Yes No
Gather additional information from customer via phone
Yes Yes Yes Yes Yes
Remove MSA Position from process
Yes No No No Yes
Have LP determine loan qualification
No Yes No No Yes
SI Quick Win Opportunities
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify Stakeholders
Lean Six Sigma – Project Simulation
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop a list of Stakeholders for the SI Consumer Home Loan project.
Instructions Using the list of potential stakeholders below, complete the worksheet on the following page
to identify the actual stakeholders of the SI process Identify stakeholders by name Determine the stakeholder type: external, internal, or supplier
Prepare your findings.
Name Function / Organization Name Function / Organization
John Davis VP, Operations/Sponsor Susan Terrell MBB
Jason Cody IT Systems Analyst Sean White Compliance Officer
Vince Joseph VP, Accounts Payable Lori Emtman Equifax Credit Agency
Home Loan Customers NA Chris Simms VP, Sales
Barbara Kissinger VP, Processing Steven O’Malley Loan Officer
Sandra Williams Real Estate Agent, Chicago Lynn Washington Real Estate Agent, Los Angeles
Xiu Len Real Estate Agent, Singapore Mark Clayton Real Estate Agent, London
Petra Lubiwitz VP, Underwriting Davin Carter Accounts Payable Rep
Identify Stakeholders
SI Project Template: Identify Stakeholders_SI 27
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Identify Stakeholders
Stakeholder Name Type
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Identify Stakeholders
29
For additional information about this concept, see Lesson 6 Stakeholder Management, in the Stakeholder Analysis
section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Stakeholder Name Type Lori Emtman (Equifax Credit Agency) Supplier Sandra Williams (Real Estate Agent, Chicago) Supplier/External Xiu Len (Real Estate Agent, Singapore) Supplier/External Mark Clayton (Real Estate Agent, London) Supplier/External Lynn Washington (Real Estate Agent, Los Angeles) Supplier/External John Davis (VP, Operations/Sponsor) Internal Chris Simms (VP, Sales) Internal Barbara Kissinger (VP, Processing) Internal Steven O’Malley (Loan Officer) Internal Petra Lubiwitz (VP, Underwriting) Internal Jason Cody (IT Systems Analyst) Internal Vince Joseph (VP, Accounts Payable) Internal Susan Terrell (MBB) Internal Sean White (Compliance Officer) Internal Davin Carter (Accounts Payable Rep) Internal Home Loan Customers External
SI Stakeholders
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Develop Stakeholder Map
Lean Six Sigma – Project Simulation
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop a Stakeholder Map for the SI Consumer Home Loan project.
Instructions Using the summary developed by the team on their current perceptions of the stakeholders
on the project, complete the stakeholder map on the following page. Prepare your findings.
Name Influence Impact of Change Perception on Project 1. Lori Emtman Low Low Has heard about it and wants problem solved
2. Sandra Williams Medium High Has been calling team members about project status
3. Xiu Len Low High Not aware of project or Lean Six Sigma
4. Mark Clayton Medium High Has resisted change in the past
5. John Davis High High Very supportive and engaged in project
6. Chris Simms High Medium Understands need, wants to know more
7. Barbara Kissinger High High Has expressed dissatisfaction with scope
8. Steven O’Malley Medium Medium Wanted to participate on team
9. Petra Lubiwitz Low Medium Was involved in drafting original charter
10.Home Loan Customers Low High Not aware of project
Develop Stakeholder Map
SI Project Template: Develop Stakeholder Map_SI
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
In flu
en ce
Impact of change
H
M L
L M H
Enthusiast
Neutral
Opponent
Develop Stakeholder Map
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Develop Stakeholder Map
34
For additional information about this concept, see Lesson 6 Stakeholder Management, in the Stakeholder Analysis
section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
In flu
en ce
Impact of change
H
M L
L M H
1
2
3
4
56 7
8
9 10
Enthusiast
Neutral
Opponent
SI Stakeholder Map
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Stakeholder Management Plan
Lean Six Sigma – Project Simulation
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop a Stakeholder Management Plan for the SI Consumer Home Loan
project.
Instructions Using the Stakeholder Map from the previous deliverable, use the worksheet
on the following page to develop a management plan for the stakeholders you select. Which stakeholders need to be influenced? How will this occur?
Prepare your findings.
Stakeholder Management Plan
SI Project Template: Stakeholder Management Plan_SI
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Stakeholder Objective Actions
Stakeholder Management Plan
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Stakeholder Management Plan
39
For additional information about this concept, see Lesson 6 Stakeholder Management, in the Stakeholder Analysis
section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Stakeholder Objective Actions Completion Date
Owner
#5 Utilize influence with #7 to help gain support
Review charter Discuss help needed in working
with #7
March 2nd Steve M.
#7 Gain support in processing department Help sell project
to associates
Schedule one-on-one meeting to review project charter and scope Discuss communication support
needed in Processing Gain commitment for support
March 3rd Erin A.
#4 Overcome resistance to project initiative
Schedule one-on-one meeting to review project charter Take feedback and initiate follow-
up meeting Escalate if necessary
March 15th Rod E.
#3, #6. #10 Gain understanding of project
Schedule one-on-one meeting to review project charter Take feedback and initiate follow-
up meeting Gain commitment for support
March 15th Steve M.
SI Stakeholder Management Plan
* Additional Stakeholder Management Plan information has been provided for your reference. 40
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Communication Plan
Lean Six Sigma – Project Simulation
41 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop a Communication Plan for the SI Consumer Home Loan project.
Instructions Use the worksheet on the following page to develop a communication plan for
the target audience(s) for the project. Who needs to receive communication about the project? What kind of information will be communicated? When/how often will communication take place? What will be the method of delivery?
Prepare your findings.
Communication Plan
SI Project Template: Communication Plan_SI
42 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Audience What When Method
Communication Plan
43 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Communication Plan
44
For additional information about this concept, see Lesson 6 Stakeholder Management, in the
Communication Planning section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Audience What When Method Owner Required Approval
Feedback Loop
Champion / Sponsor
Status Reports Milestones Obstacles /
Resources Scope Reviews
Bi-Monthly / As Needed
Face to Face Project Lead MBB Minutes from Meeting
Stakeholders Status Reports Milestones
Completion of Phases / As Needed
Face to Face Memo’s/Email
Owners on Stakeholder Management Plan
Champion / Sponsor / MBB
Minutes from Meeting
MBB Status Reports Milestones Obstacles /
Resources Scope Reviews
Bi-Monthly / As Needed
Face to Face Project Lead None Minutes from Team Meeting
Legal / Compliance / Finance / IT
Status Reports As Needed Face to Face Department
Meeting
Project Lead MBB Minutes from Meeting
Organization (Sales, Processing, Underwriting)
Project Results End of Project Email Town Hall
Project Team Champion / Sponsor / MBB
Surveys
Customers / Credit Agencies
Update New Process
End of Project Update Materials Real Estate Agents
Champion / Sponsor /MBB
Surveys
SI Communication Plan
* Additional Communication Plan information has been provided for your reference.
45 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
VOC Questions
Lean Six Sigma – Project Simulation
46 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop a list of VOC questions for the SI Consumer Home Loan process.
Instructions Using the worksheet on the following page, develop a list of VOC questions
you feel will gather information on SI’s customer requirements. Prepare your findings.
VOC Questions
SI Project Template: VOC Questions_SI
47 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Brainstorm 5-7 SI VOC Questions (Be as detailed as possible)
VOC Questions
VOC Questions
1.
2.
3.
4.
5.
6.
7.
48 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
VOC Questions
49
For additional information about this concept, see
Lesson 7 Voice of Customer, in the What is
Voice of Customer section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Example SI VOC Questions
1. How long did it take for you to receive your Home Loan?
2. On a scale of 1-4, with 1 being completely dissatisfied and 4 being completely satisfied, how satisfied were you with this time?
3. What would have been an acceptable timeframe to receive your Home Loan?
4. On a scale of 1-4, with 1 being completely dissatisfied and 4 being completely satisfied, how satisfied were you with your overall Home Loan experience?
5. Why did you rate your experience this way?
6. Did SI fail to meet your service expectations in any way?
SI VOC Questions
50 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
CTQ Determination
Lean Six Sigma – Project Simulation
51 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Identify “Customer Needs” and “CTQ’s” for the SI Consumer Home Loan
process.
Instructions Using the worksheet on the following page, identify the remaining “Customer
Needs” from the “Customer Issues” listed. Once complete, translate the “Customer Needs” into “CTQs”.
Prepare your findings.
CTQ Determination
SI Project Template: CTQ Determination_SI
52 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Translate the following VOC into CTQ’s
Segment Customer Issue Customer Need CTQ
External It takes too long to process loans Reduce loan processing cycle time
15 day loan processing cycle time
External There are too many errors on the final determination packages
Reduce errors on final determination package
100% accuracy on final determination package
External It is very difficult to reach anyone at SI
Internal No clear roles and responsibilities to who owns the loan process
Internal Too much time is spent reviewing the application
CTQ Determination
53 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
CTQ Determination
54
For additional information about this concept, see
Lesson 7 Voice of Customer, in the How to
Translate VOC into CTQs section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Segment Customer Issue Customer Need CTQ
External It takes too long to process loans Reduce loan processing cycle time
15 day loan processing cycle time
External There are too many errors on the final determination packages
Reduce errors on final determination package
100% accuracy on final determination package
External It is very difficult to reach anyone at SI
First call contact with SI personnel
100% first call contact
Internal No clear roles and responsibilities to who owns the loan process
Clearly defined and documented roles and responsibilities
100% documentation of roles and responsibilities
Internal Too much time is spent reviewing the application
Reduce loan reviewing time
2 day loan reviewing time
SI CTQ Determination
55 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma – Simco International
Measure Phase 1
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Simco International – Measure Phase Deliverables
Deliverable Page Lesson (Deliverable Originated From)
Operational Definitions 3 Data Collection Data Collection Planning 8 Data Collection Histogram 13 Describe & Display Data Run Chart 20 Describe & Display Data Control Chart 27 Describe & Display Data Sigma Performance (DPMO) 34 Baseline Performance
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Operational Definitions
Lean Six Sigma – Project Simulation
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop operational definitions for some of the measures identified in the X/Y
Matrix for the Consumer Home Loan process.
Instructions Using the worksheet on the following page, develop specific operational
definitions for each measure identified. Prepare your findings.
Operational Definitions
SI Project Template: Operational Definitions_SI
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
% of Defective Incoming Applications
Application Cycle Time per Department Segment
# of Final Determination Packages with Errors
Total Loan Processing Cycle Time
Operational DefinitionPerformance Measure
Operational Definitions
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Operational Definitions
6
For additional information about this concept, see
Lesson 10 Data Collection, in the Operational Definitions section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Performance Measure Operational Definition
Total Loan Processing Cycle Time
The total time in business days from when a customer submits the application to when the loan is mailed by location
# of Final Determination Packages with Errors
The total # of final determination packages that have an inaccurate field by defect type (name, address, loan #, loan amount, loan duration, city, state) from total packages processed
% of Defective Incoming Applications
The total # of applications that are inaccurate (by type) or incomplete when received from the customer divided by the total # of applications received
Application Cycle Time Per Department Segment
The total time in business days to complete the application processing per department (RA, MSA, LP, LO)
SI Operational Definitions
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Data Collection Planning
Lean Six Sigma – Project Simulation
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop a data collection plan for the SI Consumer Home Loan process.
Instructions Using the worksheet on the following page, develop a data collection plan for
the performance measures previously identified. Prepare your findings.
Data Collection Planning
SI Project Template: Data Collection Planning_SI
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Measure Type of Measure
Type of Data
Operational Definitions Sampling Display
Total Loan Processing Cycle Time
The total time in days from when a customer submits the application to when the loan is mailed by location; Time stamp calculation in SI database
SI Database: Sample of 105 Loans (1/1- 3/31) from Chicago, London, Singapore
Histogram, Run Chart, Control Chart
# of Final Determination Packages with Errors
The total # of final determination packages that have an inaccurate field by defect type (name, address, loan #, loan amount, loan duration, city, state) from total packages processed; Check Sheet completed by associates
Real Time: Sample of 240 Determination Packages (April) from Chicago, London, Singapore
Pareto
% of Defective Incoming Applications
The total # of applications that have an inaccurate field (by type) or incomplete when received from the customer divided by the total # of applications received; Check Sheet completed by associates
Real Time: Sample of 240 Applications (April) from Chicago, London, Singapore
Pareto
Application Cycle Time Per Department Segment
The total time in days to complete the application processing per department (RA, MSA, LP, LO); Time stamp calculation in SI database
SI Database: Sample of 105 Applications (1/1-3/31) from Chicago, London, Singapore
Histogram, Run Chart, Control Chart; Pareto by department
Data Collection Planning
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Data Collection Planning
11
For additional information about this concept, see
Lesson 10 Data Collection, in the Collecting Data
section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Measure Type of Measure
Type of Data
Operational Definitions Sampling Display
Total Loan Processing Cycle Time
Output Continuous The total time in days from when a customer submits the application to when the loan is mailed by location; Time stamp calculation in SI database
SI Database: Sample of 105 Loans (1/1- 3/31) from Chicago, London, Singapore
Histogram, Run Chart, Control Chart
# of Final Determination Packages with Errors
Output Discrete The total # of final determination packages that have an inaccurate field by defect type (name, address, loan #, loan amount, loan duration, city, state) from total packages processed; Check Sheet completed by associates
Real Time: Sample of 240 Determination Packages (April) from Chicago, London, Singapore
Pareto
% of Defective Incoming Applications
Input Discrete The total # of applications that have an inaccurate field (by type) or incomplete when received from the customer divided by the total # of applications received; Check Sheet completed by associates
Real Time: Sample of 240 Applications (April) from Chicago, London, Singapore
Pareto
Application Cycle Time Per Department Segment
Process Continuous The total time in days to complete the application processing per department (RA, MSA, LP, LO); Time stamp calculation in SI database
SI Database: Sample of 105 Applications (1/1-3/31) from Chicago, London, Singapore
Histogram, Run Chart, Control Chart; Pareto by department
SI Data Collection Plan
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Histogram
Lean Six Sigma – Project Simulation
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Create a Histogram from the Chicago Total Loan Processing Cycle
Time data and conduct initial analysis.
Instructions Open up the Excel file “LSS SI Data File”.
The data set is in the worksheet “Chicago Cycle Time”. Utilize your statistical software to display and describe the variation in the process using a “Histogram.”
When completed, answer the following questions: 1. How would you describe the variation in the data? 2. What conclusions can you draw from the Histogram and
descriptive statistics?
Histogram
SI Project Template: Histogram_SI
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Histogram
15
For additional information about this concept, see Lesson 11 Describe and
Display Data, in the Understanding Variation
section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Histogram SigmaXL Instructions
Open up the Excel file “LSS SI Data File”. The data set is in the worksheet “Chicago Cycle Time”. We want to display and describe the variation in the process. Follow these instructions to create the Histogram: 1. Select “SigmaXL" from the toolbar in Excel 2. Select “Graphical Tools” from the menu 3. Select “Histograms & Descriptive Statistics” from the menu 4. Select “Use entire data table” from the data window 5. Select “Next" 6. Select “Numeric Data Variables (Y)” to move the Chicago Loan Processing Cycle
Time data set into the function window 7. Select "OK" 8. SigmaXL will generate a new worksheet "Hist Descript"
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Histogram SigmaXL Results
* Additional information is provided (which we do not always use) when you perform this analysis.
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Histogram Minitab Instructions
Open up the Excel file “LSS SI Data File”. The data set is in the worksheet “Chicago Cycle Time”. We want to display and describe the variation in the process. Follow these instructions to create the Histogram: 1. Copy the entire data set including the header 2. Open the Minitab software 3. Paste the data set into Column 1 (C1) of Minitab 4. Select “Paste as a single column” 5. Select “OK” 6. Select “Stat” from the toolbar 7. Select “Basic Statistics” from the menu 8. Select “Graphical Summary” from the menu 9. Highlight “C1 Chicago Loan” from the menu 10. Click on "Select” 11. Select "OK" 12. Minitab will generate a summary with the Histogram and descriptive statistics for
Chicago Cycle Time
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Histogram Minitab Results
* Additional information is provided (which we do not always use) when you perform this analysis. 19
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Run Chart
Lean Six Sigma – Project Simulation
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Create a Run Chart from the Chicago Total Loan Processing Cycle Time
data and conduct initial analysis.
Instructions Open up the Excel file “LSS SI Data File”.
The data set is in the worksheet “Chicago Cycle Time”. Utilize your statistical software to display and describe the variation in the process using a “Run” chart.
When completed, answer the following questions: 1. How would you describe the variation in the data? 2. What conclusions can you draw from the Run Chart?
Run Chart
SI Project Template: Run Chart_SI
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Run Chart
22
For additional information about this concept, see Lesson 11 Describe and
Display Data, in the Types of Variation section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Run Chart SigmaXL Instructions
Open up the Excel file “LSS SI Data File”. The data set is in the worksheet “Chicago Cycle Time”. We want to display and describe the variation in the process. Follow these instructions to create the Run Chart: 1. Select “SigmaXL" from the toolbar in Excel 2. Select “Graphical Tools” from the menu 3. Select “Run Chart” from the menu 4. Select “Use entire data table” from the data window 5. Select “Next" 6. Select “Numeric Data Variables (Y)” to move the Chicago Loan Processing Cycle
Time data set into the function window 7. Select “Show Mean” 8. Select “OK” 9. SigmaXL will generate a new worksheet “Run Chart"
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Run Chart SigmaXL Results
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Run Chart Minitab Instructions
Open up the Excel file “LSS SI Data File”. The data set is in the worksheet “Chicago Cycle Time”. We want to display and describe the variation in the process. Follow these instructions to create the Run Chart: 1. Copy the entire data set including the header 2. Open the Minitab software 3. Paste the data set into Column 1 (C1) of Minitab 4. Select “Paste as a single column” 5. Select “OK” 6. Select “Stat” from the toolbar 7. Select “Quality Tools” from the menu 8. Select “Run Chart” from the menu 9. Select “Subgroups across rows of” from the menu 10. Click inside the data box 11. Highlight “C1 Chicago Loan” from the menu 12. Click on "Select” 13. Select "OK" 14. Minitab will generate a summary with the Run Chart and descriptive statistics for Chicago Cycle
Time
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Run Chart Minitab Results
* Additional information is provided (which we do not always use) when you perform this analysis.
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control Chart
Lean Six Sigma – Project Simulation
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Create a Control Chart from the Singapore Total Loan Processing
Cycle Time data and conduct initial analysis.
Instructions Open up the Excel file “LSS SI Data File”.
The data set is in the worksheet “Singapore Cycle Time”. Utilize your statistical software to display and describe the variation in the process using an “Individuals & Moving Range” control chart.
When completed, answer the following questions: 1. How would you describe the variation in the data? 2. What conclusions can you draw from the Individuals & Moving
Range control chart and special cause tests?
Control Chart
SI Project Template: Control Chart_SI
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Control Chart
29
For additional information about this concept, see Lesson 11 Describe and
Display Data, in the Types of Variation section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control Chart SigmaXL Instructions
Open up the Excel file “LSS SI Data File”. The data set is in the worksheet “Singapore Cycle Time”. We want to display and describe the variation in the process. Follow these instructions to create the Control Chart: 1. Select “SigmaXL" from the toolbar in Excel 2. Select “Control Charts” from the menu 3. Select “Individuals & Moving Range” from the menu 4. Select “Use entire data table” from the data window 5. Select “Next" 6. Select “Numeric Data Variables (Y)” to move Singapore Cycle Time data set into the
function window 7. Select “Tests for Special Causes” 8. Select “OK” 9. SigmaXL will generate a new worksheet “Indiv & MR Charts“
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Control Chart SigmaXL Results
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Control Chart Minitab Instructions
Open up the Excel file “LSS SI Data File”. The data set is in the worksheet “Singapore Cycle Time”. We want to display and describe the variation in the process. Follow these instructions to create the Control Chart: 1. Copy the entire data set including the header 2. Open the Minitab software 3. Paste the data set into Column 1 (C1) of Minitab 4. Select “Paste as a single column” 5. Select “OK” 6. Select “Stat” from the toolbar 7. Select “Control Charts” from the menu 8. Select “Variables Charts for Individuals” from the menu 9. Select “I-MR” menu 10. Highlight “C1 Singapore Cycle Time” from the menu 11. Click on "Select” 12. Select “I-MR Options…” 13. Select “Tests” 14. Select “Perform all tests for special causes” from the drop down menu 15. Select “OK” 16. Select "OK" 17. Minitab will generate the I-MR Charts for Singapore Cycle Time
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Control Chart Minitab Results
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Sigma Performance (DPMO)
Lean Six Sigma – Project Simulation
34 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Calculate Sigma Performance for Chicago Final Determination Package accuracy.
Instructions Utilize the information below and complete the fields for Units, Defects, and Opportunities.
Total number of loans = 240 Total number defects = 72 Total number of critical fields to customer = 7
Calculate the DPMO and Sigma for accuracy. Sigma can be found on the abridged sigma table on the following page.
Prepare your findings.
DPMO = 1M Units x Opportunities
Defects
_______ Units
_______ Defects
_______ Opportunities
_____________ DPMO
_____________ Sigma
( ) ( ) ( )=
Sigma Performance (DPMO)
SI Project Template: Sigma Performance_SI
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Yield Sigma DPMO Yield Sigma DPMO 99.99966% 6.00 3.4 98.60966% 3.70 13,903 99.99946% 5.90 5.4 98.21356% 3.60 17,864 99.99915% 5.80 8.5 97.72499% 3.50 22,750 99.99867% 5.70 13 97.12834% 3.40 28,717 99.99793% 5.60 21 96.40697% 3.30 35,930 99.99683% 5.50 32 95.54345% 3.20 44,565 99.99519% 5.40 48 94.52007% 3.10 54,799 99.99277% 5.30 72 93.31928% 3.00 66,807 99.98922% 5.20 108 91.92433% 2.90 80,757 99.98409% 5.10 159 90.31995% 2.80 96,800 99.97674% 5.00 233 88.49303% 2.70 115,070 99.96631% 4.90 337 86.43339% 2.60 135,666 99.95166% 4.80 483 84.13447% 2.50 158,655 99.93129% 4.70 687 81.99519% 2.40 184,060 99.90323% 4.60 968 78.81446% 2.30 211,855 99.86501% 4.50 1,350 75.80363% 2.20 241,964 99.81342% 4.40 1,866 72.57469% 2.10 274,253 99.74449% 4.30 2,555 69.14625% 2.00 308,538 99.65330% 4.20 3,467 65.54217% 1.90 344,578 99.53388% 4.10 4,661 61.79114% 1.80 382,089 99.37903% 4.00 6,210 57.92597% 1.70 420,740 99.18025% 3.90 8,198 53.98278% 1.60 460,172 98.92759% 3.80 10,724 50.00000% 1.50 500,000
Abridged Sigma Table
Abridged Process Sigma Conversion Table
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Sheet1
| Yield | Sigma | DPMO | Yield | Sigma | DPMO | |
| 99.99966% | 6.00 | 3.4 | 98.60966% | 3.70 | 13,903 | |
| 99.99946% | 5.90 | 5.4 | 98.21356% | 3.60 | 17,864 | |
| 99.99915% | 5.80 | 8.5 | 97.72499% | 3.50 | 22,750 | |
| 99.99867% | 5.70 | 13 | 97.12834% | 3.40 | 28,717 | |
| 99.99793% | 5.60 | 21 | 96.40697% | 3.30 | 35,930 | |
| 99.99683% | 5.50 | 32 | 95.54345% | 3.20 | 44,565 | |
| 99.99519% | 5.40 | 48 | 94.52007% | 3.10 | 54,799 | |
| 99.99277% | 5.30 | 72 | 93.31928% | 3.00 | 66,807 | |
| 99.98922% | 5.20 | 108 | 91.92433% | 2.90 | 80,757 | |
| 99.98409% | 5.10 | 159 | 90.31995% | 2.80 | 96,800 | |
| 99.97674% | 5.00 | 233 | 88.49303% | 2.70 | 115,070 | |
| 99.96631% | 4.90 | 337 | 86.43339% | 2.60 | 135,666 | |
| 99.95166% | 4.80 | 483 | 84.13447% | 2.50 | 158,655 | |
| 99.93129% | 4.70 | 687 | 81.99519% | 2.40 | 184,060 | |
| 99.90323% | 4.60 | 968 | 78.81446% | 2.30 | 211,855 | |
| 99.86501% | 4.50 | 1,350 | 75.80363% | 2.20 | 241,964 | |
| 99.81342% | 4.40 | 1,866 | 72.57469% | 2.10 | 274,253 | |
| 99.74449% | 4.30 | 2,555 | 69.14625% | 2.00 | 308,538 | |
| 99.65330% | 4.20 | 3,467 | 65.54217% | 1.90 | 344,578 | |
| 99.53388% | 4.10 | 4,661 | 61.79114% | 1.80 | 382,089 | |
| 99.37903% | 4.00 | 6,210 | 57.92597% | 1.70 | 420,740 | |
| 99.18025% | 3.90 | 8,198 | 53.98278% | 1.60 | 460,172 | |
| 98.92759% | 3.80 | 10,724 | 50.00000% | 1.50 | 500,000 |
Sheet2
Sheet3
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Sigma Performance (DPMO)
37
For additional information about this concept, see
Lesson 12 Baseline Performance, in the
Sigma section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Baseline Performance
240 Units 72 Defects 7 Opportunities
42,857 DPMO
3.2 Sigma
DPMO = 1M Units x Opportunities Defects
( 240 ) =
( 72 ) ( 7 )
SI Sigma Performance
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma – Simco International
Analyze Phase 1
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Simco International – Analyze Phase Deliverables
Deliverable Page Lesson (Deliverable Originated From)
Cause and Effect Analysis 3 Root Cause Analysis Lean Process Analysis 8 Lean Process Analysis Pareto 18 Graphical Data Analysis Box Plots 25 Graphical Data Analysis Correlation Analysis 32 Graphical Data Analysis Regression Analysis 39 Statistical Data Analysis
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Cause and Effect Analysis
Lean Six Sigma – Project Simulation
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop cause and effect relationships for the SI Consumer Home Loan
process problem statement.
Instructions Complete the “Process” component of the Fishbone diagram on the following
page. Then, circle all significant Potential Root Causes in the entire Fishbone. Prepare your findings.
Cause and Effect Analysis
SI Project Template: Cause and Effect Analysis_SI
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Loan Processing Cycle Time in Chicago Takes an Average of
31 Days to Complete
People
Process
Staffing not aligned with peak volume
It is difficult to handle the volume at different times throughout the year
The LP does not know which forms to use for different loan types
The Loan Processor often does the job of the Loan Officer
Waiting for information from another department
Unclear number of loans required to complete per day
Internal mail department only picks up and delivers once a day
Work load for Loan Processors and Loan Officers is inconsistent
It is difficult for the LP to understand the
LO final determination
Waiting for applications and information in the mail
The LP was not trained on different loan types
Work load for Loan Processors and Loan Officers is inconsistent
Cause and Effect Analysis
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Cause and Effect Analysis
6
For additional information about this concept, see Lesson 14 Root Cause Analysis, in the Root Cause Analysis section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Loan Processing Cycle Time in
31 Days to Complete
People
Chicago Takes an Average of
Process
Staffing not aligned with peak volume
It is difficult to handle the volume at different times throughout the year
The LP does not know which forms to use for different loan types
The Loan Processor often does the job of the Loan Officer
Requirement to send everything by regular mail
No Process Controls
Waiting for information from another department
Unclear how long it should take to perform individual tasks
Unclear number of loans required to complete per day
Internal mail department only picks up and delivers once a day
One mail person on staff
Work load for Loan Processors and Loan Officers is inconsistent
It is difficult for the LP to understand the
LO final determination
Budget only allows for one
mail person
Waiting for applications and information in the mail
The LP was not trained on different loan types
Work load for Loan Processors and Loan Officers is inconsistent
SI Cause and Effect Analysis
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Process Analysis
Lean Six Sigma – Project Simulation
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Process Analysis
Objective Complete a Lean Analysis for the SI Consumer Home Loan process.
Instructions Using the descriptions below and the “SI Deployment Flowchart with Time” (on the following
pages), complete the Lean Analysis worksheet (value-add/non value-add) on the following page.
Calculate the total value-add and non value-add steps, total time, and % of total time. Prepare your findings.
Value-Added Questions: 1.Change the process? 2.Customer recognizes the value? 3.Done right the first time? 4.Required by law or regulation?
Non Value-Added Examples: - Waiting - Storing - Counting - Inspecting - Recording - Obtaining - Approvals - Reviewing - Copying - Reworking - Filing - Tracking
SI Project Template: Lean Process Analysis_SI
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Process Analysis
Process Step 1 2 3 4 5 6 7 8 9 1 0
1 1
1 2
1 3
1 4
1 5
1 6
1 7
1 8
1 9
2 0
2 1
2 2
2 3
Total Steps
Total Time
% of Total Time
Time (Hours)
Value-Added
Non Value- Added
Delay
Set-up
Inspection
Transporting
Rework
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Cycle Time Per Process Step
Process Step
Cycle Time (Hours)
1 1/2
2 32
3 2
4 32
5 8
6 8
7 1
8 1/2
Process Step
Cycle Time (Hours)
9 2
10 32
11 1
12 1/2
13 1/2
14 1
15 1/2
16 1/2
Process Step
Cycle Time (Hours)
17 1
18 1
19 8
20 1/2
21 1
22 32
23 1/2
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Process Analysis – SI As-Is Process Map
SIMCO International “As-Is” Process Map (Page 1)
R ea
l Es
ta te
Ag en
t (R
A)
SI M
or tg
ag e
Sa le
s As
so ci
at e
(M SA
)
SI L
oa n
Pr oc
es so
r (L
P)
SI L
oa n
O ffi
ce r
(L O
)
H om
e Lo
an C
us to
m er
Contact RA to request loan
Mail loan application to
customer
Complete loan application
Mail loan application to
RA
Forward application to
MSA
Forward application to
LP
Review application
Request additional info from customer
Gather additional
information
Mail additional information to
LP
Go to Step 12 (Next Page)
Review application
and additional information
1
2
3 4
5
6
7 8
9 10
11
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Process Analysis – SI As-Is Process Map
SIMCO International “As-Is” Process Map (Page 2)
SI L
oa n
O ffi
ce r
(L O
)
SI L
oa n
Pr oc
es so
r (L
P)
SI M
or tg
ag e
Sa le
s As
so ci
at e
(M SA
)
R ea
l Es
ta te
Ag en
t (R
A)
H om
e Lo
an C
us to
m er
Go to Step 8 (Previous Page)
Is info complete?
Forward customer info
to LO
Determine loan
qualification
Send final determination
to LP
Is loan accepted?
Create SI Home Loan acceptance
package
Create SI Home Loan
rejection package
Forward final determination
package to MSA
Schedule meeting with RA to review final package
Review final package
Send final package to customer
Receive final determination
package
Yes
No No
Yes 12
13
14 15
16 17
18 19
20
21 22
23
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Lean Process Analysis
14
For additional information about this concept, see Lesson 15 Lean Process Analysis, in the Lean Process Analysis and Measures section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Lean Process Analysis
Process Step 1 2 3 4 5 6 7 8 9 1 0
1 1
1 2
1 3
1 4
1 5
1 6
1 7
1 8
1 9
2 0
2 1
2 2
2 3
Total Steps
Total Time
% of Total Time
Time (Hours) 23 166 Hrs 100%
Value-Added x x x x x x 6 6 Hrs 4%
Non Value-Added x x x x x x x x x x x x x x x x x 17 160 Hrs 96%
Delay x 1 .5 Hrs .5%
Set-up x x 2 2 Hrs 1%
Inspection x x 2 1 Hour .5%
Transporting x x x x x x x 7 144.5 Hrs 87%
Rework x x x x x 5 12 Hrs 7%
15
See SI Cycle Time Per Process Step
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Lean Process Analysis
Simco International “As-Is” Process Map (Page 1)
Re al
Es ta
te
Ag en
t (R
A)
SI M
or tg
ag e
Sa les
As
so cia
te
(M SA
)
SI L
oa n
Pr oc
es so
r (L
P)
SI L
oa n
Of fic
er (L
O)
Ho m
e Lo
an
Cu sto
m er
Contact RA to request loan
Mail loan application to
customer
Complete loan application
Mail loan application to
RA
Forward application to
MSA
Forward application to
LP
Review application
Request additional info from customer
Gather additional
information
Mail additional information to
LP
Go to Step 12 (Next Page)
Review application
and additional information
1
2
3 4
5
6
7 8
9 10
11
X = Non Value-Added Step
X
X
X
X
X X
X
X
X
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Lean Process Analysis
Simco International “As-Is” Process Map (Page 2)
SI L
oa n
O ffi
ce r
(L O
)
SI L
oa n
Pr oc
es so
r (L
P)
SI M
or tg
ag e
Sa le
s As
so cia
te
(M SA
)
Re al
Es
ta te
Ag
en t
(R A)
Ho m
e Lo
an
Cu st
om er
Go to Step 8 (Previous Page)
Is info complete?
Forward customer info
to LO
Determine loan
qualification
Send final determination
to LP
Is loan accepted?
Create SI Home Loan acceptance
package
Create SI Home Loan
rejection package
Forward final determination
package to MSA
Schedule meeting with RA to review final package
Review final package
Send final package to customer
Receive final determination
package
Yes
No No
Yes 12
13
14 15
16 17
18 19
20
21 22
23
X
X
X X
X
XXX
X = Non Value-Added Step
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Stratification and Analysis – Pareto
Lean Six Sigma – Project Simulation
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Create a Pareto Chart from the # of Final Determination Packages with Errors for
London and conduct initial analysis.
Instructions Open up the Excel file “LSS SI Data File”.
The data set is from a check sheet and is located in the worksheet “# of Package Errors”. Utilize your statistical software to display and describe the variation in the process using a Pareto Chart.
When completed, answer the following questions: 1. How would you describe the variation in the data? 2. What conclusions can you draw from the Pareto?
Prepare your findings.
Pareto
SI Project Template: Pareto_SI
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Pareto
20
For additional information about this concept, see Lesson 16 Graphical Data Analysis, in the Analyzing Data Graphically section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Pareto SigmaXL Instructions
Open up the Excel file “LSS SI Data File”. The data set is from a check sheet and is located in the worksheet “# of Package
Errors”. We want to display and describe the variation in the process. Follow these instructions to create the Pareto: 1. Click “SigmaXL" from the toolbar in Excel 2. Select “Graphical Tools” from the menu 3. Select “Basic Pareto Chart” from the menu 4. Select “Use entire data table” from the data window 5. Click “Next" 6. Select “Pareto Category (X)” to move Application Fields data set into the function
window 7. Select “Optional Numeric Count (Y)” to move Number of Errors data set into the
function window 8. Select “Finish” 9. SigmaXL will generate a new worksheet "Pareto"
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Pareto SigmaXL Results
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Pareto Minitab Instructions
The following are the instructions to complete this deliverable using Minitab. Open up the Excel file “LSS SI Date file” The data set is from a check sheet and is located in the worksheet “# of Package Errors”
We want to display and describe the variation in the process
Follow these instructions to create the Pareto:
1. Copy the entire data set including the headers 2. Open the Minitab software 3. Paste the data set into Minitab 4. Select “Stat” from the toolbar 5. Select “Quality Tools” from the menu 6. Select “Pareto Chart” from the menu 7. Click inside the data box for "Defects or attribute data in:" 8. Highlight “C1 Application Fields” from the menu 9. Click on “Select” 10. Highlight “C2 Numbers of Errors” from the menu 11. Click on “Select” to add to “Frequencies in” 12. Select “OK” 13. Minitab will generate a Pareto Chart for # of Package Errors
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Pareto Minitab Results
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Stratification and Analysis – Box Plots
Lean Six Sigma – Project Simulation
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Create a Box Plot from the SI Loan Processing Cycle Time from all 3 locations and
conduct initial analysis.
Instructions Open up the Excel file “LSS SI Data File”.
The data set is located in the worksheet “Cycle Time for 3 Locations”. We want to display and describe the variation in the process. Utilize your statistical software to display and describe the variation in the process using a Box Plot.
When completed, answer the following questions: 1. How would you describe the variation in the data? 2. What conclusions can you draw from the Box Plot?
Prepare your findings.
Box Plots
SI Project Template: Box Plots_SI
26 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Box Plots
27
For additional information about this concept, see Lesson 16 Graphical Data Analysis, in the Analyzing Data Graphically section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Box Plots SigmaXL Instructions
Open up the Excel file “LSS SI Data File”. The data set is located in the worksheet “Cycle Time for 3 Locations”. We want to display and describe the variation in the process. Follow these instructions to create the Pareto: 1. Click “SigmaXL" from the toolbar in Excel 2. Select “Graphical Tools” from the menu 3. Select “Boxplots” from the menu 4. Select “Use entire data table” from the data window 5. Click “Next" 6. Select “Numeric Data Variables (Y)” 3 times to move cycle time data sets into the
function window 7. Select “Show Legend” 8. Select “OK” 9. SigmaXL will generate a new worksheet “Boxplot".
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Box Plots SigmaXL Results
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Box Plots Minitab Instructions
Open up the Excel file “LSS SI Data File”. The data set is located in the worksheet “Cycle Time for 3 Locations”. We want to display and describe the variation in the process. Follow these instructions to create the Box Plot: 1. Copy the entire data set including the headers 2. Open the Minitab software 3. Paste the data set into Minitab 4. Select “Graph” from the toolbar 5. Select “Boxplot” from the menu 6. Select “Simple” from the menu under “Multiple Y’s” 7. Select “OK” 8. Click inside the data box for “Graph variables” 9. Highlight “C1 Chicago Cycle Time” from the menu 10. Click on "Select” (repeat for C2 and C3) 11. Select "OK" 12. Minitab will generate a Boxplot for Cycle Time for 3 Locations
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Box Plots Minitab Results
31 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Correlation Analysis
Lean Six Sigma – Project Simulation
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Create a Scatter Diagram from data to determine correlation and conduct initial
analysis.
Instructions Open up the Excel file “LSS SI Data File”.
The data set is in the worksheet “Singapore LP Cycle Time”. We want to determine if there is a strong relationship (correlation) between the Singapore LP Cycle Time (X) and the Singapore Total Cycle Time (Y). Utilize your statistical software to perform correlation.
When completed, answer the following question: 1. How would you interpret the graph?
Prepare your findings.
Correlation Analysis
SI Project Template: Correlation Analysis_SI
33 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Correlation Analysis
34
For additional information about this concept, see Lesson 16 Graphical Data Analysis, in the Analyzing Data Graphically section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Correlation Analysis SigmaXL Instructions
Open up the Excel file “LSS SI Data File”. The data set is in the worksheet “Singapore LP Cycle Time”. We want to determine if there is a strong relationship (correlation) between the
Singapore LP Cycle time (X) and the Singapore Total Cycle Time (Y). Follow these instructions to perform correlation: 1. Click “SigmaXL" from the toolbar in Excel 2. Select “Graphical Tools” from the menu 3. Select “Scatter Plots” from the menu 4. Select “Use entire data table” from the data window 5. Click “Next“ 6. Select the first measure “Singapore Total Cycle Time” 7. Select “Singapore Total Cycle Time” for your Numeric Response (Y) 8. Select “Singapore LP Cycle Time” for your Numeric Predictor (X1) 9. Click "OK" 10. SigmaXL will generate a new worksheet "Scatterplot".
35 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Correlation Analysis SigmaXL Results
36 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Correlation Analysis Minitab Instructions
Open up the Excel file “LSS SI Data File”. The data set is in the worksheet “Singapore LP Cycle Time”. We want to determine if there is a strong relationship (correlation) between the Singapore LP
Cycle time (X) and the Singapore Total Cycle Time (Y). Follow these instructions to perform correlation: 1. Copy the entire data set including the headers 2. Open the Minitab software 3. Paste the data set into Minitab 4. Select “Graph” from the toolbar 5. Select “Scatterplot” from the menu 6. Select “With Regression” from the menu 7. Select “OK” 8. Click inside the data box for “Y variables” 9. Highlight “C2 Singapore Total Cycle Time” from the menu 10. Click on "Select” to move under “Y variables” 11. Highlight “C3 Singapore LP Cycle Time” from the menu 12. Click on "Select” to move under “X variables” 13. Select "OK" 14. Minitab will generate a Scatterplot for Singapore LP Cycle Time
37 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Correlation Analysis Minitab Results
38 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Regression Analysis
Lean Six Sigma – Project Simulation
39 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Conduct Regression Analysis from data and conduct root cause analysis.
Instructions Open up the Excel file “LSS SI Data File”.
The data set is in the worksheet “Singapore LP Cycle Time”. We want to determine if there is a statistical correlation between the Singapore LP Cycle Time (X) and the Singapore Total Cycle Time (Y). Utilize your statistical software to perform Regression Analysis.
When completed, answer the following questions: 1. How would you interpret the output of the analysis? 2. What conclusions can you draw from the p-value and the R2 value?
Prepare your findings.
Regression Analysis
SI Project Template: Regression Analysis_SI
40 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Regression Analysis
41
For additional information about this concept, see Lesson 17 Statistical Data Analysis, in the Hypothesis Testing Tools section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Regression Analysis SigmaXL Instructions
Open up the Excel file “LSS SI Data File”. The data set is in the worksheet “Singapore LP Cycle Time”. We want to see if there is a statistical correlation between the Singapore LP Cycle time (X) and
the Singapore Total Cycle Time (Y). Follow these instructions to perform Regression: 1. Select “SigmaXL" from the toolbar in Excel 2. Select “Statistical Tools” from the menu 3. Select “Regression” from the menu 4. Select “Multiple Regression” from the menu 5. Select “Use entire data table” from the data window 6. Select “Next” 7. Select the first measure “Singapore Total Cycle Time” 8. Select “Numeric Response (Y)” to move Singapore Total Cycle Time data set into the function
window 9. Select “Continuous Predictors (X)” 1 time to move the cycle time data set for Singapore LP Cycle
Time into the function window 10. Select “OK” 11. SigmaXL will generate a new worksheet “Multiple Regression“ and a second worksheet “Mult
Reg Residuals”
42 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Regression Analysis SigmaXL Results
* Additional information is provided (which we do not always use) when you perform this analysis.
43 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Regression Analysis Minitab Instructions
Open up the Excel file “LSS SI Data File”. The data set is in the worksheet “Singapore LP Cycle Time”. We want to see if there is a statistical correlation between the Singapore LP Cycle time (X) and the
Singapore Total Cycle Time (Y). Follow these instructions to perform Regression: 1. Copy the entire data set including the headers 2. Open the Minitab software 3. Paste the data set into Minitab 4. Select “Stat” from the toolbar 5. Select “Regression” from the menu 6. Select “Fitted Line Plot…” from the menu 7. Click inside the data box for “Response “(Y)” 8. Highlight “C2 Singapore Total Cycle Time” from the menu 9. Click on "Select” 10. Click inside the data box for “Predictor “(X)” 11. Highlight “C3 Singapore LP Cycle Time” from the menu 12. Click on "Select” 13. Select “OK” 14. Minitab will generate a Fitted Line Plot and summary for Singapore Cycle Time
44 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Regression Analysis Minitab Results
* Additional information is provided (which we do not always use) when you perform this analysis. 45
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma – Simco International
Improve Phase 1
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Simco International – Improve Phase Deliverables
Deliverable Page Lesson (Deliverable Originated From)
Solution Selection Matrix 3 Identify & Select Solutions Cost/Benefit Analysis 8 Financial Impact of Solutions Mitigating Risks (FMEA) 13 Risk Planning and Testing Pilot Plan 18 Risk Planning and Testing Implementation Planning 23 Implement Solution Storyboarding 28 Implement Solution
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Solution Selection Matrix
Lean Six Sigma – Project Simulation
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Complete a Solution Selection Matrix for the SI Consumer Home Loan process.
Instructions Utilize the worksheet on the following page to complete the Solution Selection Matrix. Rate each solutions impact on the criteria using the following scale (1=low impact,
3=medium impact, 9=high impact). Impact for each criteria should be calculated as follows: Sigma Impact = rate the solutions impact on improving sigma Time Impact = rate the solutions impact on time investment needed to implement Cost / Benefit Impact = rate the solutions impact of financial benefits over costs Other Impacts = rate the solutions impact to other criteria (organization, morale, etc)
Multiply each rating by the weighting for the criteria and document the totals for each solution.
Rank the solutions from highest to lowest and select the solutions for the SI process. Prepare your findings.
Solution Selection Matrix
SI Project Template: Solution Selection Matrix_SI
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Criteria Total Rank
Weight Solutions Rating Score Rating Score Rating Score Rating Score
Have LP determine loan qualification
Develop email/internet based system to exchange information and remove paperwork Combine LP and MSA processes to eliminate MSA from loan processing Develop online application submission with mandatory fields and accuracy checks Identify and track process segment requirements on processing time and accuracy
3 2 3 1
Sigma Impact Time Impact Cost/ Benefit Impact
Other Impacts
Solution Selection Matrix Worksheet
Develop training program on different types of loans for LP
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Solution Selection Matrix
6
For additional information about this concept, see Lesson 20 Identify and Select Solutions, in the Select Solutions section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Criteria Total Rank
Weight Solutions Rating Score Rating Score Rating Score Rating Score
Develop training program on different types of loans for LP
3 9 9 18 1 3 3 3 33 5
Have LP determine loan qualification
9 27 3 6 3 9 1 1 43 3
Develop email/internet based system to exchange information and remove paperwork
9 27 1 2 9 27 9 9 65 1
Combine LP and MSA processes to eliminate MSA from loan processing
3 9 9 18 3 9 3 3 39 4
Develop online application submission with mandatory fields and accuracy checks
3 9 1 2 9 27 9 9 47 2
Identify and track process segment requirements on processing time and accuracy
1 3 3 6 1 3 3 3 15 6
Sigma Impact Time Impact Cost/ Benefit Impact
Other Impacts
3 2 3 1
SI Solution Selection Matrix
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Cost/Benefit Analysis
Lean Six Sigma – Project Simulation
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Complete a Cost/Benefit Analysis for the SI Consumer Home Loan process.
Instructions Using the costs and benefits below, utilize the worksheet on the following page to complete
the Cost/Benefit Analysis. Total all costs and benefits and calculate net benefits Would you recommend implementing the solutions based on the results?
Prepare your findings.
Implementation Costs Project Benefits Hardware – SI Loan System development = $300,000 Temporary Headcount Eliminated – 15 people @ all 3 sites =
$10,000/year Hardware – 50 PC’s with Processing Software = $1,200/each MSA/LO Processing Time Eliminated – 5 FTE’s @ all 3 sites
= $35,000/year Consultant Training – 2 IT Consultants @ 24hrs/week for 3 weeks (includes all 3 sites) = $100/hr.
Improved cycle time – interest accrued earlier by 80% of total loan volume = $125,000
Training Site – Training facility @ 3 days/week for 3 weeks = $200/day
Reduction in Mail Cost – elimination of application and loan mail costs by 80% of loan volume ($10 per approved loan @ ~ 3,152 loans) = $31,520 Increased customer retention revenue ~ 300 customers annually @ 10% interest on $200,000 home loan = $6MM
Cost/Benefit Analysis
SI Project Template: Cost Benefit Analysis_SI
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Implementation Costs: Measurement Variable Cost Estimate Total Hardware
Hardware
Consultant Training
Training Site
Total Costs
Benefits: Measurement Variable Benefit Estimate Total Temporary Headcount Eliminated MSA/LO Processing Time Eliminated Improved Cycle Time Mail Cost Reduction Increased Customer Retention
Total Benefits
Net Benefit (equals total benefits, less costs)
Cost/Benefit Analysis
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Cost/Benefit Analysis
11
For additional information about this concept, see Lesson 21 Financial Impact of Solutions, in the Cost/Benefit section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Implementation Costs: Measurement Variable Cost Estimate Total
Hardware SI Loan System Development $300,000 $300,000
Hardware 50 PC’s with Processing Software $1,200/each $60,000
Consultant Training 2 IT Consultants @ 24hrs./week for 3 weeks (includes all 3 sites)
$100/hr. $14,400
Training Site Training facility @ 3 days/week for 3 weeks $200/day $1,800
Total Costs $376,200
Benefits: Measurement Variable Benefit Estimate Total
Temporary Headcount Eliminated 15 people @ all 3 sites $10,000/year $150,000
MSA/LO Processing Time Eliminated 5 FTE’s @ all 3 sites $35,000/year $175,000
Improved Cycle Time Interest accrued earlier by 80% of total loan volume
$125,000/year $125,000
Mail Cost Reduction Elimination of application and loan mail costs by 80% of loan volume ($10 per approved loan @ ~ 3,152 loans)
$31,520/year $31,520
Increased Customer Retention 300 customers annually @ 10% interest on $200K home loan
$6MM $6MM
Total Benefits ~$6.5MM
Net Benefit (equals total benefits, less costs) ~$6.1MM
SI Cost/Benefit Analysis
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Mitigating Risks (FMEA)
Lean Six Sigma – Project Simulation
13 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Complete a Failure Modes and Effects Analysis for the SI Consumer Home Loan
process.
Instructions Utilize the worksheet on the following page to complete an FMEA. Complete the possible Effect, Cause and Current Controls for each Error listed. Rate each error for the listed criteria using the following scale (1=low, 3=medium,
9=high). Each criteria should be calculated as follows: Frequency = a value reflecting the likelihood that the error will occur Severity = a value reflecting the degree of adversity the errors effect Detection = a value reflecting the ease or likelihood that the error will be visible or
noticed (a score of 9 is not good in this case) Multiply all of the values and document the totals for each error (Risk Priority Number
or RPN). Document any countermeasures to eliminate and/or monitor (recommended actions). Prepare your findings.
Mitigating Risks (FMEA)
SI Project Template: Mitigating Risks_SI
14 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
LP sends final package to customer
LP determines loan qualification
LP reviews paper application
Customer completes online application
Item or Process Step
Final package is not sent
Loan is incorrectly denied
Application is missing information
System does not accept application
Recommended Action
R P N
D E T E C T I O N
Current Controls
O C C U R R E N C E
Potential Cause(s)
S E V E R I T Y
Potential Effect(s) of
Failure
Potential Failure Mode
Mitigating Risks (FMEA) Worksheet
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Mitigating Risks (FMEA)
16
For additional information about this concept, see Lesson 22 Risk Planning and Testing, in the Plan for Risks section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
LP sends final package to customer
LP determines loan qualification
LP reviews paper application
Customer submits application online
Item or Process Step
Add procedure for mailing, internal audit
273Manual Check3Loan package is sitting in outgoing mail
3Customer does not receive loan package
Final package is not sent
Internal audit, document procedures
819Minimal1Inaccurate qualification was completed
9Customer is denied loan
Loan is incorrectly denied
None (low RPN)91Manual Check1Customer failed to provide all information
9Application is sent back to customer, delay in processing
Application is missing information
Auto notification of system down Manual submission
of application
2439Minimal3System is down9Customer unable to submit online application
System does not accept application
Recommended Action
R P N
D E T E C T I O N
Current ControlsO C C U R R E N C E
Potential Cause(s)
S E V E R I T Y
Potential Effect(s) of Failure
Potential Failure Mode
SI Mitigating Risks (FMEA)
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Pilot Plan
Lean Six Sigma – Project Simulation
18 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Complete a Pilot Plan for the SI Consumer Home Loan process.
Instructions Utilize the worksheet on the following page to complete the Pilot Plan. The following parameters have been determined by the team:
Both the new SI Home Loan Process and SI Loan System will be piloted The pilot will be conducted in the Chicago site The pilot will take place in the first 2 weeks of July 5 LP’s will be trained on the new process and system Northwest Regional customers will have their loans processed with the
new process and system Prepare your findings.
Pilot Plan
SI Project Template: Pilot Plan_SI
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
4. What materials are required to conduct the training?
3. Who will deliver the training?
2. Who will be trained?
1. When and where will the training take place?
Training Plan 4. How is Pilot failure defined?
3. How is Pilot success defined?
2. Who and how will the data be collected?
1. What will be measured (CTQs)?
Data Collection Plan 4. Who will be involved in the pilot?
3. Where will the pilot take place (business, location)?
2. When will the pilot occur (dates from start to stop)?
1. What processes will be piloted?
Scope of Pilot
Description (be as detailed as possible)
Task/Deliverable
Pilot Plan
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Pilot Plan
21
For additional information about this concept, see Lesson 22 Risk Planning and Testing, in the Test Solutions section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Task/Deliverable Description (be as detailed as possible)
Scope of Pilot
1. What processes will be piloted? The new SI Consumer Home Loan process and Loan System
2. When will the pilot occur (dates from start to stop)? July 1 – July 15
3. Where will the pilot take place (business, location)? Chicago site
4. Who will be involved in the pilot? Northwest Regional customers, 5 LP’s, LP Manager, Northwest Regional RA
Data Collection Plan
1. What will be measured (CTQs)? 15 day loan processing cycle time 100% accuracy on final determination packages 2 day loan reviewing time
2. Who and how will the data be collected? Project team will collect data using SI Loan System for cycle time CTQ’s and tick sheets for accuracy CTQ
3. How is Pilot success defined? Meet or exceed CTQ’s
4. How is Pilot failure defined? Do not meet 2 or more CTQ’s
Training Plan
1. When and where will the training take place? June 21 – 23 in the Chicago Training Room
2. Who will be trained? 5 LP’s, LP Manager, Northwest Regional RA
3. Who will deliver the training? Project Team on SI Consumer Home Loan process, IT Consultants on Loan System
4. What materials are required to conduct the training? To-Be Process Map, Standard Operating Procedures, Roles and Responsibilities, PC’s installed with Loan System, LCD projector
SI Pilot Plan
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Implementation Planning
Lean Six Sigma – Project Simulation
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop an Implementation Plan for the SI Consumer Home Loan process.
Instructions Using the worksheet on the following page, develop an implementation plan
for the new process. Who will be responsible for leadership of the implementation? Document any barriers you feel the team will have to overcome in order
for implementation to be successful and actions required to mitigate them.
Develop the training plan: – Who will need to be trained in the new process? – What will they be trained on? – What materials will be required to conduct the training? (perhaps
the same materials in the pilot) – How long will the training occur and who will conduct it?
Prepare your findings.
Implementation Planning
SI Project Template: Implementation Planning_SI
24 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Leadership
Implementation Owner(s) Training Owner(s) Process Owner(s)
Barriers to Success
Barriers Actions Necessary to Overcome Barriers Owner
Training Plan
Group To Be Trained
Description of Training Materials Required Length of Training
Trainer(s)
Implementation Planning
25 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Implementation Planning
26
For additional information about this concept, see Lesson 23 Implement Solution, in the Implementation Planning - Technical section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Barbara KissingerProcess Owner(s)
Steve McCaffrey, Erin AndersonTraining Owner(s)
Steve McCaffrey, Erin AndersonImplementation Owner(s)
Leadership
SI Implementation Plan
Erin A.Approval from Processing VP, begin scheduling earlyPulling associates from floor for training
Steve M.Approval from IT VP and assignment of resourcesIT resources needed to build new system
Erin A.Gain leadership support, Process Owners to work with associates
Resistance to combining LO and LP roles and eliminating MSA responsibility from process
OwnerActions Necessary to Overcome BarriersBarriers
Barriers to Success
Erin A.½ DayBinderProcess review, roles and responsibilitiesAgents
Erin A.½ DayBinderProcess review, roles and responsibilitiesSales
Steve M., Erin A.
3 DaysBinder (new process, SOP’s, R&R’s), PC’s
Process review, Internet System review, roles and responsibilities
Processing
Trainer(s)Length of Training
Materials RequiredDescription of TrainingGroup To Be Trained
Training Plan
27 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Storyboarding
Lean Six Sigma – Project Simulation
28 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop a “1 page” Storyboard for the SI Consumer Home Loan project.
Instructions Using the worksheet on the following page, develop a “1 page” storyboard for
communication to the organization through the Improve phase. Document key deliverables from each phase of the project under the
designated sections Be creative…think about the story you are trying to tell and the key
deliverables you want the organization to see that will help sell the project outcomes
Use graphs, statements and visual aides Prepare your findings.
Storyboarding
SI Project Template: Storyboarding_SI
29 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Background DEFINE
MEASURE ANALYZE IMPROVE
Storyboarding
30 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Storyboarding
31
For additional information about this concept, see Lesson 23 Implement Solution, in the Implementation Planning - Cultural section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Background DEFINE
MEASURE ANALYZE IMPROVE
During the past 2 years SI has fallen from the 3rd largest financial services provider to 6th in the world. The primary reason for this decline is poor customer service which is driving customers to our competition.
Through analyzing our processes we learned that our Global Consumer Home Loan division was performing well below customer expectations, therefore the “Home Loan” Lean Six Sigma project was initiated.
Team Members Project Role
John Davis Sponsor
Susan Terrell Master Black Belt
Steve McCaffrey Black / Green Belt
Ellen Mobley Team Member
Rod Elway Team Member
Erin Anderson Team Member
Owen Atwater Team Member
Project Goals (by September 1st):
1.Reduce the Consumer Home Loan process cycle time by 45%
2.Improve process accuracy by 50%
CTQ’s: 15 day loan processing cycle time 100% final determination accuracy 100% documented roles and responsibilities 2 day loan reviewing time
0 5
10 15
20 25 30
35 40 45
20 .0
24 .3
28 .7
33 .0
37 .3
41 .7
46 .0
50 .3
54 .7
59 .0
63 .3
67 .7
72 .0
Chicago Loan Processing Cycle Time
Accuracy Baseline Sigma for Chicago = 3.2
Root Causes: 1.Too Much Inter-
Department Processing Time
2.Staffing Model Not Aligned with Peak Volume
3. Incoming Applications are Inaccurate
4.No Process Controls
5.Non Value-Added Process Steps
Median: 30.00
0.90
5.90
10.90
15.90
20.90
25.90
30.90
35.90
40.90
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67 69 71 73 75 77 79 81 83 85 87 89 91 93 95 97 9910 1 10
3 10
5 10
7 10
9 11
1 11
3 11
5 11
7 11
9 12
1 12
3 12
5
Ru n
Ch ar
t - C
hi ca
go L
oa n
Pr oc
es si
ng C
yc le
T im
e Project Benefits = ~$6.1MM
Pilot Results
Baseline Performance
SI Storyboard
32 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Chart4
| 6.5140688934 | 12 |
| 7.4594354069 | 19 |
| 8.48613712 | 41 |
| 9.5910158579 | 28 |
| 10.7688579977 | 3 |
| 12.012272298 | 0 |
| 13.3116277219 | 0 |
| 14.6550611711 | 0 |
| 16.0285628548 | 1 |
| 17.4161441501 | 0 |
| 18.800089363 | 0 |
| 20.1612889329 | 0 |
| 21.4796475287 | 1 |
| 22.7345563899 | |
| 23.9054154296 | |
| 24.9721872717 | |
| 25.9159628042 | |
| 26.7195161675 | |
| 27.3678265349 | |
| 27.8485446582 | |
| 28.1523839526 | |
| 28.2734188254 | |
| 28.2092768612 | |
| 27.9612161566 | |
| 27.5340842817 | |
| 26.9361607397 | |
| 26.1788900765 | |
| 25.2765176574 | |
| 24.2456443015 | |
| 23.1047192105 | |
| 21.8734927916 | |
| 20.5724519549 | |
| 19.2222602603 | |
| 17.8432239533 | |
| 16.4548026025 | |
| 15.0751799165 | |
| 13.7209066056 | |
| 12.4066231116 | |
| 11.1448659099 | |
| 9.9459571253 | |
| 8.8179736125 | |
| 7.7667885908 | |
| 6.7961765134 | |
| 5.9079701595 | |
| 5.1022579739 | |
| 4.3776094181 | |
| 3.7313164606 | |
| 3.1596402307 | |
| 2.6580531625 | |
| 2.2214685423 | |
| 1.8444511161 | |
| 1.5214041911 | |
| 1.2467303849 | |
| 1.0149647441 | |
| 0.820880325 | |
| 0.6595674476 | |
| 0.526488703 | |
| 0.4175123991 | |
| 0.3289274931 | |
| 0.2574432146 | |
| 0.2001765506 | |
| 0.154630596 | |
| 0.1186665005 | |
| 0.0904714014 | |
| 0.0685243583 | |
| 0.0515619239 | |
| 0.0385446163 | |
| 0.0286252189 | |
| 0.0211195366 | |
| 0.0154799812 | |
| 0.0112721549 | |
| 0.0081544364 | |
| 0.0058604562 | |
| 0.0041842669 | |
| 0.0029679584 | |
| 0.0020914463 | |
| 0.0014641518 | |
| 0.0010183005 | |
| 0.0007035845 | |
| 0.0004829555 | |
| 0.000329343 | |
| 0.0002231209 | |
| 0.0001501697 | |
| 0.0001004096 | |
| 0.0000666988 | |
| 0.0000440161 | |
| 0.0000288573 | |
| 0.0000187954 | |
| 0.0000121617 | |
| 0.0000078179 | |
| 0.0000049927 | |
| 0.0000031676 | |
| 0.0000019966 | |
| 0.0000012502 | |
| 0.0000007777 | |
| 0.0000004806 | |
| 0.0000002951 | |
| 0.00000018 | |
| 0.0000001091 | |
| 0.0000000657 | |
| 0.0000000393 |
Sheet134
Sheet133
Sheet132
Sheet131
Sheet130
Sheet129
Sheet128
Sheet127
| 1 | 2 |
Sheet126
Sheet125
Sheet124
| Chicago Loan Processing Cycle Time |
Chicago Cycle Time
| Chicago Loan Processing Cycle Time |
| 30 |
| 30 |
| 27 |
| 31 |
| 31 |
| 21 |
| 32 |
| 28 |
| 31 |
| 30 |
| 28 |
| 35 |
| 26 |
| 55 |
| 32 |
| 24 |
| 34 |
| 28 |
| 40 |
| 31 |
| 32 |
| 36 |
| 31 |
| 34 |
| 29 |
| 34 |
| 28 |
| 30 |
| 30 |
| 35 |
| 22 |
| 23 |
| 32 |
| 33 |
| 32 |
| 28 |
| 41 |
| 32 |
| 34 |
| 20 |
| 31 |
| 31 |
| 29 |
| 30 |
| 35 |
| 30 |
| 28 |
| 31 |
| 29 |
| 31 |
| 37 |
| 36 |
| 21 |
| 27 |
| 28 |
| 33 |
| 32 |
| 32 |
| 24 |
| 29 |
| 72 |
| 35 |
| 28 |
| 21 |
| 32 |
| 32 |
| 29 |
| 37 |
| 32 |
| 29 |
| 33 |
| 20 |
| 31 |
| 34 |
| 23 |
| 33 |
| 36 |
| 31 |
| 30 |
| 26 |
| 25 |
| 37 |
| 35 |
| 30 |
| 33 |
| 23 |
| 30 |
| 27 |
| 35 |
| 35 |
| 36 |
| 29 |
| 25 |
| 35 |
| 38 |
| 26 |
| 24 |
| 25 |
| 36 |
| 31 |
| 33 |
| 28 |
| 34 |
| 25 |
| 32 |
Sheet2
Sheet3
Hist Descript
| SigmaXLChartSheet | Chicago Loan Processing Cycle Time Count = 105 Mean = 31 Stdev = 6.4196 Range = 52.0 Minimum = 20 25th Percentile (Q1) = 28 50th Percentile (Median) = 31 75th Percentile (Q3) = 34.00 Maximum = 72 95% CI Mean = 29.76 to 32.2 95% CI Sigma = 5.65 to 7.43 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 6.5140688934 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 7.4594354069 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 8.48613712 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 9.5910158579 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 10.7688579977 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 12.012272298 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 13.3116277219 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 14.6550611711 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 16.0285628548 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 17.4161441501 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 18.800089363 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 20.1612889329 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 21.4796475287 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 22.7345563899 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 23.9054154296 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 24.9721872717 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 25.9159628042 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 26.7195161675 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 27.3678265349 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 27.8485446582 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 28.1523839526 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 28.2734188254 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 28.2092768612 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 27.9612161566 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 27.5340842817 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 26.9361607397 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 26.1788900765 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 25.2765176574 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 24.2456443015 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 23.1047192105 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 21.8734927916 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 20.5724519549 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 19.2222602603 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 17.8432239533 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 16.4548026025 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 15.0751799165 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 13.7209066056 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 12.4066231116 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 11.1448659099 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 9.9459571253 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 8.8179736125 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 7.7667885908 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 6.7961765134 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 5.9079701595 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 5.1022579739 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 4.3776094181 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3.7313164606 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3.1596402307 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2.6580531625 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2.2214685423 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1.8444511161 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1.5214041911 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1.2467303849 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1.0149647441 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.820880325 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.6595674476 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.526488703 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.4175123991 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.3289274931 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.2574432146 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.2001765506 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.154630596 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.1186665005 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0904714014 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0685243583 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0515619239 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0385446163 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0286252189 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0211195366 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0154799812 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0112721549 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0081544364 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0058604562 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0041842669 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0029679584 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0020914463 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0014641518 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0010183005 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0007035845 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0004829555 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.000329343 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0002231209 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0001501697 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0001004096 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000666988 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000440161 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000288573 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000187954 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000121617 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000078179 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000049927 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000031676 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000019966 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000012502 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000007777 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000004806 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000002951 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.00000018 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000001091 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000000657 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0.0000000393 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 20.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 24.3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 28.7 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 33.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 37.3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 41.7 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 46.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 50.3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 54.7 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 59.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 63.3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 67.7 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 72.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 12 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 19 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 41 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 28 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 |
Hist Descript
Run Chart
| SigmaXLChartSheet | $A$1 | 1 | Chicago Loan Processing Cycle Time | RunChart | 30.44 | Chicago Loan Processing Cycle Time | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Chicago Cycle Time | 1 | 30 | 30.0 | 105 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | 30 | 30.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 106 | 3 | 27 | 27.0 | 30 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 4 | 31 | 31.0 | 0 | 30 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 5 | 31 | 31.0 | 105 | 30 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 6 | 21 | 21.0 | -105 | 30 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Mean | 7 | 32 | 32.0 | 30 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 8 | 28 | 28.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 9 | 31 | 31.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 10 | 30 | 30.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 11 | 28 | 28.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 12 | 35 | 35.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 13 | 26 | 26.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 14 | 34 | 34.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 15 | 32 | 32.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 16 | 24 | 24.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 17 | 34 | 34.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 18 | 28 | 28.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 19 | 40 | 40.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 20 | 31 | 31.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 21 | 32 | 32.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 22 | 36 | 36.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 23 | 31 | 31.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 24 | 34 | 34.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 25 | 29 | 29.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 26 | 34 | 34.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 27 | 28 | 28.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 28 | 30 | 30.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 29 | 30 | 30.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 30 | 35 | 35.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 31 | 22 | 22.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 32 | 23 | 23.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 33 | 32 | 32.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 34 | 33 | 33.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 35 | 32 | 32.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 36 | 28 | 28.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 37 | 41 | 41.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 38 | 32 | 32.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 39 | 34 | 34.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 40 | 20 | 20.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 41 | 31 | 31.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 42 | 31 | 31.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 43 | 29 | 29.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 44 | 30 | 30.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 45 | 35 | 35.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 46 | 30 | 30.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 47 | 28 | 28.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 48 | 31 | 31.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 49 | 29 | 29.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 50 | 31 | 31.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 51 | 37 | 37.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 52 | 36 | 36.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 53 | 21 | 21.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 54 | 27 | 27.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 55 | 28 | 28.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 56 | 33 | 33.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 57 | 32 | 32.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 58 | 32 | 32.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 59 | 24 | 24.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 60 | 29 | 29.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 61 | 34 | 34.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 62 | 35 | 35.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 63 | 28 | 28.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 64 | 21 | 21.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 65 | 32 | 32.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 66 | 32 | 32.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 67 | 29 | 29.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 68 | 37 | 37.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 69 | 32 | 32.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 70 | 29 | 29.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 71 | 33 | 33.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 72 | 20 | 20.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 73 | 31 | 31.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 74 | 34 | 34.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 75 | 23 | 23.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 76 | 33 | 33.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 77 | 36 | 36.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 78 | 31 | 31.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 79 | 30 | 30.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 80 | 26 | 26.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 81 | 25 | 25.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 82 | 37 | 37.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 83 | 35 | 35.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 84 | 30 | 30.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 85 | 33 | 33.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 86 | 23 | 23.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 87 | 30 | 30.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 88 | 27 | 27.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 89 | 35 | 35.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 90 | 35 | 35.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 91 | 36 | 36.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 92 | 29 | 29.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 93 | 25 | 25.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 94 | 35 | 35.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 95 | 38 | 38.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 96 | 26 | 26.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 97 | 24 | 24.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 98 | 25 | 25.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 99 | 36 | 36.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 100 | 31 | 31.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 101 | 33 | 33.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 102 | 28 | 28.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 103 | 34 | 34.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 104 | 25 | 25.0 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 105 | 32 | 32.0 | 30 |
Run Chart
Indiv & MR Charts
| SigmaXL Control Charts | tests | $A$1 | IMR | 6.3461538462 | 31 | imean | Chicago Loan Processing Cycle Time | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Chicago Cycle Time | 1 | 30 | 30 | 14.1219312602 | 31 | 47.8780687398 | 0 | 0 | 6.3461538462 | 20.7328846154 | indvmean | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 105 | 2 | 30 | 0 | 30 | 14.1219312602 | 31 | 47.8780687398 | 3 | 0 | 6.3461538462 | 20.7328846154 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 106 | 3 | 27 | 3 | 27 | 14.1219312602 | 31 | 47.8780687398 | 4 | 0 | 6.3461538462 | 20.7328846154 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 4 | 31 | 4 | 31 | 14.1219312602 | 31 | 47.8780687398 | 0 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 5 | 31 | 0 | 31 | 14.1219312602 | 31 | 47.8780687398 | 10 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 6 | 21 | 10 | 21 | 14.1219312602 | 31 | 47.8780687398 | 11 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 7 | 32 | 11 | 32 | 14.1219312602 | 31 | 47.8780687398 | 4 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 8 | 28 | 4 | 28 | 14.1219312602 | 31 | 47.8780687398 | 3 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 9 | 31 | 3 | 31 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 10 | 30 | 1 | 30 | 14.1219312602 | 31 | 47.8780687398 | 2 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 11 | 28 | 2 | 28 | 14.1219312602 | 31 | 47.8780687398 | 7 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 12 | 35 | 7 | 35 | 14.1219312602 | 31 | 47.8780687398 | 9 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 13 | 26 | 9 | 26 | 14.1219312602 | 31 | 47.8780687398 | 29 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 14 | 55 | 29 | 55 | 14.1219312602 | 31 | 47.8780687398 | 23 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 15 | 32 | 23 | 32 | 14.1219312602 | 31 | 47.8780687398 | 8 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 16 | 24 | 8 | 24 | 14.1219312602 | 31 | 47.8780687398 | 10 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 17 | 34 | 10 | 34 | 14.1219312602 | 31 | 47.8780687398 | 6 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 18 | 28 | 6 | 28 | 14.1219312602 | 31 | 47.8780687398 | 12 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 19 | 40 | 12 | 40 | 14.1219312602 | 31 | 47.8780687398 | 9 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 20 | 31 | 9 | 31 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 21 | 32 | 1 | 32 | 14.1219312602 | 31 | 47.8780687398 | 4 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 22 | 36 | 4 | 36 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 23 | 31 | 5 | 31 | 14.1219312602 | 31 | 47.8780687398 | 3 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 24 | 34 | 3 | 34 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 25 | 29 | 5 | 29 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 26 | 34 | 5 | 34 | 14.1219312602 | 31 | 47.8780687398 | 6 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 27 | 28 | 6 | 28 | 14.1219312602 | 31 | 47.8780687398 | 2 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 28 | 30 | 2 | 30 | 14.1219312602 | 31 | 47.8780687398 | 0 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 29 | 30 | 0 | 30 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 30 | 35 | 5 | 35 | 14.1219312602 | 31 | 47.8780687398 | 13 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 31 | 22 | 13 | 22 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 32 | 23 | 1 | 23 | 14.1219312602 | 31 | 47.8780687398 | 9 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 33 | 32 | 9 | 32 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 34 | 33 | 1 | 33 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 35 | 32 | 1 | 32 | 14.1219312602 | 31 | 47.8780687398 | 4 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 36 | 28 | 4 | 28 | 14.1219312602 | 31 | 47.8780687398 | 13 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 37 | 41 | 13 | 41 | 14.1219312602 | 31 | 47.8780687398 | 9 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 38 | 32 | 9 | 32 | 14.1219312602 | 31 | 47.8780687398 | 2 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 39 | 34 | 2 | 34 | 14.1219312602 | 31 | 47.8780687398 | 14 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 40 | 20 | 14 | 20 | 14.1219312602 | 31 | 47.8780687398 | 11 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 41 | 31 | 11 | 31 | 14.1219312602 | 31 | 47.8780687398 | 0 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 42 | 31 | 0 | 31 | 14.1219312602 | 31 | 47.8780687398 | 2 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 43 | 29 | 2 | 29 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 44 | 30 | 1 | 30 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 45 | 35 | 5 | 35 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 46 | 30 | 5 | 30 | 14.1219312602 | 31 | 47.8780687398 | 2 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 47 | 28 | 2 | 28 | 14.1219312602 | 31 | 47.8780687398 | 3 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 48 | 31 | 3 | 31 | 14.1219312602 | 31 | 47.8780687398 | 2 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 49 | 29 | 2 | 29 | 14.1219312602 | 31 | 47.8780687398 | 2 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 50 | 31 | 2 | 31 | 14.1219312602 | 31 | 47.8780687398 | 6 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 51 | 37 | 6 | 37 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 52 | 36 | 1 | 36 | 14.1219312602 | 31 | 47.8780687398 | 15 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 53 | 21 | 15 | 21 | 14.1219312602 | 31 | 47.8780687398 | 6 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 54 | 27 | 6 | 27 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 55 | 28 | 1 | 28 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 56 | 33 | 5 | 33 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 57 | 32 | 1 | 32 | 14.1219312602 | 31 | 47.8780687398 | 0 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 58 | 32 | 0 | 32 | 14.1219312602 | 31 | 47.8780687398 | 8 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 59 | 24 | 8 | 24 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 60 | 29 | 5 | 29 | 14.1219312602 | 31 | 47.8780687398 | 43 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 61 | 72 | 43 | 72 | 14.1219312602 | 31 | 47.8780687398 | 37 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 62 | 35 | 37 | 35 | 14.1219312602 | 31 | 47.8780687398 | 7 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 63 | 28 | 7 | 28 | 14.1219312602 | 31 | 47.8780687398 | 7 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 64 | 21 | 7 | 21 | 14.1219312602 | 31 | 47.8780687398 | 11 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 65 | 32 | 11 | 32 | 14.1219312602 | 31 | 47.8780687398 | 0 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 66 | 32 | 0 | 32 | 14.1219312602 | 31 | 47.8780687398 | 3 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 67 | 29 | 3 | 29 | 14.1219312602 | 31 | 47.8780687398 | 8 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 68 | 37 | 8 | 37 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 69 | 32 | 5 | 32 | 14.1219312602 | 31 | 47.8780687398 | 3 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 70 | 29 | 3 | 29 | 14.1219312602 | 31 | 47.8780687398 | 4 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 71 | 33 | 4 | 33 | 14.1219312602 | 31 | 47.8780687398 | 13 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 72 | 20 | 13 | 20 | 14.1219312602 | 31 | 47.8780687398 | 11 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 73 | 31 | 11 | 31 | 14.1219312602 | 31 | 47.8780687398 | 3 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 74 | 34 | 3 | 34 | 14.1219312602 | 31 | 47.8780687398 | 11 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 75 | 23 | 11 | 23 | 14.1219312602 | 31 | 47.8780687398 | 10 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 76 | 33 | 10 | 33 | 14.1219312602 | 31 | 47.8780687398 | 3 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 77 | 36 | 3 | 36 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 78 | 31 | 5 | 31 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 79 | 30 | 1 | 30 | 14.1219312602 | 31 | 47.8780687398 | 4 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 80 | 26 | 4 | 26 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 81 | 25 | 1 | 25 | 14.1219312602 | 31 | 47.8780687398 | 12 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 82 | 37 | 12 | 37 | 14.1219312602 | 31 | 47.8780687398 | 2 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 83 | 35 | 2 | 35 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 84 | 30 | 5 | 30 | 14.1219312602 | 31 | 47.8780687398 | 3 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 85 | 33 | 3 | 33 | 14.1219312602 | 31 | 47.8780687398 | 10 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 86 | 23 | 10 | 23 | 14.1219312602 | 31 | 47.8780687398 | 7 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 87 | 30 | 7 | 30 | 14.1219312602 | 31 | 47.8780687398 | 3 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 88 | 27 | 3 | 27 | 14.1219312602 | 31 | 47.8780687398 | 8 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 89 | 35 | 8 | 35 | 14.1219312602 | 31 | 47.8780687398 | 0 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 90 | 35 | 0 | 35 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 91 | 36 | 1 | 36 | 14.1219312602 | 31 | 47.8780687398 | 7 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 92 | 29 | 7 | 29 | 14.1219312602 | 31 | 47.8780687398 | 4 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 93 | 25 | 4 | 25 | 14.1219312602 | 31 | 47.8780687398 | 10 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 94 | 35 | 10 | 35 | 14.1219312602 | 31 | 47.8780687398 | 3 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 95 | 38 | 3 | 38 | 14.1219312602 | 31 | 47.8780687398 | 12 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 96 | 26 | 12 | 26 | 14.1219312602 | 31 | 47.8780687398 | 2 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 97 | 24 | 2 | 24 | 14.1219312602 | 31 | 47.8780687398 | 1 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 98 | 25 | 1 | 25 | 14.1219312602 | 31 | 47.8780687398 | 11 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 99 | 36 | 11 | 36 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 100 | 31 | 5 | 31 | 14.1219312602 | 31 | 47.8780687398 | 2 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 101 | 33 | 2 | 33 | 14.1219312602 | 31 | 47.8780687398 | 5 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 102 | 28 | 5 | 28 | 14.1219312602 | 31 | 47.8780687398 | 6 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 103 | 34 | 6 | 34 | 14.1219312602 | 31 | 47.8780687398 | 9 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 104 | 25 | 9 | 25 | 14.1219312602 | 31 | 47.8780687398 | 7 | 0 | 6.3461538462 | 20.7328846154 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 105 | 32 | 7 | 32 | 14.1219312602 | 31.00 | 47.8780687398 |
Indiv & MR Charts
Indiv - Tests
| Tests for Special Causes - Indiv - Chicago Loan Processing Cycle Time | ||||||||
| Number of Data Points Failing Tests = 2 | ||||||||
| Observation No. | Test 1: 1 point more than 3 sigma from CL | Test 2: 9 points in a row on same side of CL | Test 3: 6 points in a row all increasing or all decreasing | Test 4: 14 points in a row alternating up and down | Test 5: 2 out of 3 points more than 2 sigma from CL (same side) | Test 6: 4 out of 5 points more than 1 sigma from CL (same side) | Test 7: 15 points in a row within 1 sigma from CL (either side) | Test 8: 8 points in a row more than 1 sigma from CL (either side) |
| 14 | x | |||||||
| 61 | x |
Chart5
| 30 | 30 |
| 30 | 30 |
| 27 | 30 |
| 31 | 30 |
| 31 | 30 |
| 28 | 30 |
| 32 | 30 |
| 28 | 30 |
| 31 | 30 |
| 30 | 30 |
| 28 | 30 |
| 35 | 30 |
| 26 | 30 |
| 34 | 30 |
| 32 | 30 |
| 24 | 30 |
| 34 | 30 |
| 28 | 30 |
| 31 | 30 |
| 31 | 30 |
| 32 | 30 |
| 36 | 30 |
| 31 | 30 |
| 34 | 30 |
| 29 | 30 |
| 34 | 30 |
| 28 | 30 |
| 30 | 30 |
| 30 | 30 |
| 35 | 30 |
| 25 | 30 |
| 27 | 30 |
| 32 | 30 |
| 33 | 30 |
| 32 | 30 |
| 28 | 30 |
| 32 | 30 |
| 32 | 30 |
| 34 | 30 |
| 37 | 30 |
| 31 | 30 |
| 31 | 30 |
| 29 | 30 |
| 30 | 30 |
| 35 | 30 |
| 30 | 30 |
| 28 | 30 |
| 31 | 30 |
| 29 | 30 |
| 31 | 30 |
| 37 | 30 |
| 36 | 30 |
| 31 | 30 |
| 27 | 30 |
| 28 | 30 |
| 33 | 30 |
| 32 | 30 |
| 32 | 30 |
| 24 | 30 |
| 29 | 30 |
| 34 | 30 |
| 35 | 30 |
| 28 | 30 |
| 32 | 30 |
| 32 | 30 |
| 32 | 30 |
| 29 | 30 |
| 37 | 30 |
| 32 | 30 |
| 29 | 30 |
| 33 | 30 |
| 20 | 30 |
| 31 | 30 |
| 34 | 30 |
| 28 | 30 |
| 33 | 30 |
| 36 | 30 |
| 31 | 30 |
| 30 | 30 |
| 26 | 30 |
| 25 | 30 |
| 37 | 30 |
| 35 | 30 |
| 30 | 30 |
| 33 | 30 |
| 29 | 30 |
| 30 | 30 |
| 27 | 30 |
| 35 | 30 |
| 35 | 30 |
| 36 | 30 |
| 29 | 30 |
| 25 | 30 |
| 35 | 30 |
| 38 | 30 |
| 26 | 30 |
| 24 | 30 |
| 25 | 30 |
| 36 | 30 |
| 31 | 30 |
| 33 | 30 |
| 28 | 30 |
| 34 | 30 |
| 25 | 30 |
| 32 | 30 |
| 3 | 30 |
| 6 | 30 |
| 5 | 30 |
| 7 | 30 |
| 7 | 30 |
| 6 | 30 |
| 6 | 30 |
| 4 | 30 |
| 4 | 30 |
| 7 | 30 |
| 1 | 30 |
| 12 | 30 |
| 7 | 30 |
| 4 | 30 |
| 5 | 30 |
| 6 | 30 |
| 9 | 30 |
| 8 | 30 |
| 6 | 30 |
| 7 | 30 |
Sheet134
Sheet133
Sheet132
Sheet131
Sheet130
Sheet129
Sheet128
Sheet127
| 1 | 2 |
Sheet126
Sheet125
Sheet124
| Chicago Loan Processing Cycle Time |
Dataxl1
| Sum of Number of Errors | 44 | Application Fields | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | Total | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Loan Amount | 26 | 0.5909090909 | 26 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Name | 12 | 0.8636363636 | 38 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Address | 3 | 0.9318181818 | 41 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Loan Duration | 2 | 0.9772727273 | 43 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| City | 1 | 1 | 44 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Loan # | 0 | 1 | 44 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| State | 0 | 1 | 44 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 |
Sheet24
Sheet23
Sheet22
Sheet21
Sheet20
Sheet19
Sheet18
Sheet17
| 1 | 2 |
Sheet16
| Application Fields | Number of Errors |
| Name | 12 |
| Address | 3 |
| Loan # | 0 |
| Loan Amount | 26 |
| Loan Duration | 2 |
| City | 1 |
| State | 0 |
Dataxl1 (2)
| Sum of Number of Errors | 44 | 82 | 7 | Loan Amount | 26 | 0.5909090909 | |||||||||||||||||||||||||||||||||||||||||||||||||
| Application Fields | Total | 0 | Name | 12 | 0.8636363636 | ||||||||||||||||||||||||||||||||||||||||||||||||||
| Loan Amount | 26 | 59% | 26 | Address | 3 | 0.9318181818 | |||||||||||||||||||||||||||||||||||||||||||||||||
| Name | 12 | 86% | 38 | 100 | Loan Duration | 2 | 0.9772727273 | ||||||||||||||||||||||||||||||||||||||||||||||||
| Address | 3 | 93% | 41 | City | 1 | 1 | |||||||||||||||||||||||||||||||||||||||||||||||||
| Loan Duration | 2 | 98% | 43 | Loan # | 0 | 1 | |||||||||||||||||||||||||||||||||||||||||||||||||
| City | 1 | 100% | 44 | State | 0 | 1 | |||||||||||||||||||||||||||||||||||||||||||||||||
| Loan # | 0 | 100% | 44 | ||||||||||||||||||||||||||||||||||||||||||||||||||||
| State | 0 | 100% | 44 |
Dataxl1 (3)
| Sum of Number of Errors | 44 | Application Fields | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | Total | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Loan Amount | 26 | 0.5909090909 | 26 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Name | 12 | 0.8636363636 | 38 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Address | 3 | 0.9318181818 | 41 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Loan Duration | 2 | 0.9772727273 | 43 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| City | 1 | 1 | 44 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Loan # | 0 | 1 | 44 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| State | 0 | 1 | 44 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 |
# of Package Errors
| Application Fields | Number of Errors |
| Name | 12 |
| Address | 3 |
| Loan # | 0 |
| Loan Amount | 26 |
| Loan Duration | 2 |
| City | 1 |
| State | 0 |
| 44 |
Sheet13
Sheet12
Sheet11
Sheet10
Sheet8
Sheet7
| 4286 | ||
| 0 | ||
| 4286 | ||
| 0 | ||
| 2 |
Sheet5
| Chicago Loan Processing Cycle Time | RA Cycle Time | MSA Cycle Time | LP Cycle Time | LO Cycle Time |
| 30 | 1 | 15 | 11 | 3 |
| 30 | 2 | 15 | 9 | 4 |
| 27 | 3 | 14 | 7 | 3 |
| 31 | 4 | 16 | 8 | 3 |
| 31 | 3 | 16 | 10 | 4 |
| 21 | 4 | 11 | 3 | 3 |
| 32 | 5 | 16 | 8 | 3 |
| 28 | 6 | 14 | 5 | 3 |
| 31 | 3 | 16 | 8 | 4 |
| 30 | 4 | 15 | 8 | 3 |
| 28 | 2 | 14 | 9 | 3 |
| 35 | 3 | 18 | 13 | 2 |
| 26 | 4 | 13 | 6 | 3 |
| 55 | 5 | 28 | 15 | 7 |
| 32 | 3 | 16 | 11 | 2 |
| 24 | 2 | 12 | 6 | 4 |
| 34 | 3 | 17 | 11 | 3 |
| 28 | 4 | 14 | 7 | 3 |
| 40 | 2 | 20 | 16 | 2 |
| 31 | 3 | 16 | 9 | 3 |
| 32 | 4 | 16 | 9 | 3 |
| 36 | 2 | 18 | 11 | 2 |
| 31 | 3 | 16 | 9 | 3 |
| 34 | 3 | 17 | 10 | 4 |
| 29 | 2 | 15 | 9 | 5 |
| 34 | 2 | 17 | 10 | 4 |
| 28 | 1 | 14 | 8 | 3 |
| 30 | 1 | 15 | 9 | 3 |
| 30 | 2 | 15 | 9 | 2 |
| 35 | 3 | 18 | 11 | 3 |
| 22 | 2 | 11 | 7 | 1 |
| 23 | 3 | 12 | 7 | 3 |
| 32 | 4 | 16 | 10 | 2 |
| 33 | 5 | 17 | 10 | 3 |
| 32 | 4 | 16 | 10 | 3 |
| 28 | 3 | 14 | 8 | 3 |
| 41 | 4 | 21 | 12 | 4 |
| 32 | 3 | 16 | 10 | 3 |
| 34 | 2 | 17 | 10 | 3 |
| 20 | 3 | 10 | 6 | 2 |
| 31 | 4 | 16 | 9 | 3 |
| 31 | 3 | 16 | 9 | 3 |
| 29 | 2 | 15 | 9 | 3 |
| 30 | 2 | 15 | 9 | 3 |
| 35 | 2 | 18 | 11 | 4 |
| 30 | 3 | 15 | 9 | 3 |
| 28 | 3 | 14 | 8 | 3 |
| 31 | 2 | 16 | 9 | 3 |
| 29 | 1 | 15 | 9 | 3 |
| 31 | 2 | 16 | 9 | 3 |
| 37 | 3 | 19 | 11 | 4 |
| 36 | 4 | 18 | 11 | 4 |
| 21 | 3 | 11 | 6 | 2 |
| 27 | 2 | 14 | 8 | 3 |
| 28 | 1 | 14 | 8 | 3 |
| 33 | 2 | 17 | 10 | 3 |
| 32 | 3 | 16 | 10 | 3 |
| 32 | 4 | 16 | 10 | 3 |
| 24 | 4 | 12 | 7 | 3 |
| 29 | 4 | 15 | 9 | 4 |
| 72 | 3 | 36 | 22 | 6 |
| 35 | 4 | 18 | 11 | 5 |
| 28 | 4 | 14 | 8 | 3 |
| 21 | 5 | 11 | 6 | 4 |
| 32 | 3 | 16 | 10 | 3 |
| 32 | 3 | 16 | 10 | 4 |
| 29 | 2 | 15 | 9 | 2 |
| 37 | 1 | 19 | 11 | 4 |
| 32 | 2 | 16 | 10 | 3 |
| 29 | 3 | 15 | 9 | 3 |
| 33 | 2 | 17 | 10 | 3 |
| 20 | 3 | 10 | 6 | 2 |
| 31 | 3 | 16 | 9 | 3 |
| 34 | 4 | 17 | 10 | 3 |
| 23 | 3 | 12 | 7 | 2 |
| 33 | 2 | 17 | 10 | 2 |
| 36 | 3 | 18 | 11 | 3 |
| 31 | 4 | 16 | 9 | 1 |
| 30 | 3 | 15 | 9 | 3 |
| 26 | 2 | 13 | 8 | 4 |
| 25 | 2 | 13 | 8 | 3 |
| 37 | 2 | 19 | 11 | 4 |
| 35 | 2 | 18 | 11 | 4 |
| 30 | 3 | 15 | 9 | 4 |
| 33 | 3 | 17 | 10 | 3 |
| 23 | 4 | 12 | 7 | 2 |
| 30 | 3 | 15 | 9 | 3 |
| 27 | 4 | 14 | 8 | 3 |
| 35 | 5 | 18 | 11 | 4 |
| 35 | 4 | 18 | 11 | 4 |
| 36 | 3 | 18 | 11 | 5 |
| 29 | 2 | 15 | 9 | 3 |
| 25 | 1 | 13 | 8 | 2 |
| 35 | 2 | 18 | 11 | 4 |
| 38 | 3 | 19 | 11 | 4 |
| 26 | 4 | 13 | 8 | 3 |
| 24 | 5 | 12 | 7 | 3 |
| 25 | 4 | 13 | 8 | 4 |
| 36 | 3 | 18 | 11 | 4 |
| 31 | 4 | 16 | 9 | 3 |
| 33 | 5 | 17 | 10 | 3 |
| 28 | 4 | 14 | 8 | 3 |
| 34 | 3 | 17 | 10 | 3 |
| 25 | 4 | 13 | 8 | 3 |
| 32 | 5 | 16 | 10 | 4 |
Sheet4
Sheet3
| Chicago Loan Processing Cycle Time | Chicago Loan Processing Cycle Time | |||||
| RA Cycle Time | RA Cycle Time | |||||
| MSA Cycle Time | MSA Cycle Time | |||||
| LP Cycle Time | LP Cycle Time | |||||
| LO Cycle Time | LO Cycle Time |
Sheet45
Sheet44
Sheet43
Sheet42
Sheet40
Sheet39
| 4286 | ||
| 0 | ||
| 4286 | ||
| 0 | ||
| 2 |
Sheet37
| Chicago Loan Processing Cycle Time | RA Cycle Time | MSA Cycle Time | LP Cycle Time | LO Cycle Time |
| 30 | 1 | 15 | 11 | 3 |
| 30 | 2 | 15 | 9 | 4 |
| 27 | 3 | 14 | 7 | 3 |
| 31 | 4 | 16 | 8 | 3 |
| 31 | 3 | 16 | 8 | 4 |
| 21 | 4 | 11 | 3 | 3 |
| 32 | 5 | 16 | 8 | 3 |
| 28 | 6 | 14 | 5 | 3 |
| 31 | 3 | 16 | 8 | 4 |
| 30 | 4 | 15 | 8 | 3 |
| 28 | 2 | 14 | 9 | 3 |
| 35 | 3 | 18 | 12 | 2 |
| 26 | 4 | 13 | 6 | 3 |
| 55 | 5 | 28 | 15 | 7 |
| 32 | 3 | 16 | 11 | 2 |
| 24 | 2 | 12 | 6 | 4 |
| 34 | 3 | 17 | 11 | 3 |
| 28 | 4 | 14 | 7 | 3 |
| 40 | 2 | 20 | 16 | 2 |
| 31 | 3 | 16 | 9 | 3 |
| 32 | 4 | 16 | 9 | 3 |
| 36 | 2 | 18 | 14 | 2 |
| 31 | 3 | 16 | 9 | 3 |
| 34 | 3 | 17 | 10 | 4 |
| 29 | 2 | 15 | 7 | 5 |
| 34 | 2 | 17 | 11 | 4 |
| 28 | 1 | 14 | 10 | 3 |
| 30 | 1 | 15 | 11 | 3 |
| 30 | 2 | 15 | 11 | 2 |
| 35 | 3 | 18 | 11 | 3 |
| 22 | 2 | 11 | 8 | 1 |
| 23 | 3 | 12 | 5 | 3 |
| 32 | 4 | 16 | 10 | 2 |
| 33 | 5 | 17 | 8 | 3 |
| 32 | 4 | 16 | 9 | 3 |
| 28 | 3 | 14 | 8 | 3 |
| 41 | 4 | 21 | 12 | 4 |
| 32 | 3 | 16 | 10 | 3 |
| 34 | 2 | 17 | 12 | 3 |
| 20 | 3 | 10 | 5 | 2 |
| 31 | 4 | 16 | 8 | 3 |
| 31 | 3 | 16 | 9 | 3 |
| 29 | 2 | 15 | 10 | 3 |
| 30 | 2 | 15 | 10 | 3 |
| 35 | 2 | 18 | 12 | 4 |
| 30 | 3 | 15 | 9 | 3 |
| 28 | 3 | 14 | 8 | 3 |
| 31 | 2 | 16 | 10 | 3 |
| 29 | 1 | 15 | 11 | 3 |
| 31 | 2 | 16 | 10 | 3 |
| 37 | 3 | 19 | 12 | 4 |
| 36 | 4 | 18 | 11 | 4 |
| 21 | 3 | 11 | 5 | 2 |
| 27 | 2 | 14 | 9 | 3 |
| 28 | 1 | 14 | 10 | 3 |
| 33 | 2 | 17 | 11 | 3 |
| 32 | 3 | 16 | 10 | 3 |
| 32 | 4 | 16 | 9 | 3 |
| 24 | 4 | 12 | 5 | 3 |
| 29 | 4 | 15 | 6 | 4 |
| 72 | 3 | 36 | 27 | 6 |
| 35 | 4 | 18 | 8 | 5 |
| 28 | 4 | 14 | 7 | 3 |
| 21 | 5 | 11 | 1 | 4 |
| 32 | 3 | 16 | 10 | 3 |
| 32 | 3 | 16 | 9 | 4 |
| 29 | 2 | 15 | 10 | 2 |
| 37 | 1 | 19 | 13 | 4 |
| 32 | 2 | 16 | 11 | 3 |
| 29 | 3 | 15 | 9 | 3 |
| 33 | 2 | 17 | 11 | 3 |
| 20 | 3 | 10 | 5 | 2 |
| 31 | 3 | 16 | 9 | 3 |
| 34 | 4 | 17 | 10 | 3 |
| 23 | 3 | 12 | 7 | 2 |
| 33 | 2 | 17 | 12 | 2 |
| 36 | 3 | 18 | 12 | 3 |
| 31 | 4 | 16 | 10 | 1 |
| 30 | 3 | 15 | 9 | 3 |
| 26 | 2 | 13 | 7 | 4 |
| 25 | 2 | 13 | 8 | 3 |
| 37 | 2 | 19 | 12 | 4 |
| 35 | 2 | 18 | 11 | 4 |
| 30 | 3 | 15 | 8 | 4 |
| 33 | 3 | 17 | 10 | 3 |
| 23 | 4 | 12 | 5 | 2 |
| 30 | 3 | 15 | 9 | 3 |
| 27 | 4 | 14 | 6 | 3 |
| 35 | 5 | 18 | 8 | 4 |
| 35 | 4 | 18 | 9 | 4 |
| 36 | 3 | 18 | 10 | 5 |
| 29 | 2 | 15 | 9 | 3 |
| 25 | 1 | 13 | 9 | 2 |
| 35 | 2 | 18 | 11 | 4 |
| 38 | 3 | 19 | 12 | 4 |
| 26 | 4 | 13 | 6 | 3 |
| 24 | 5 | 12 | 4 | 3 |
| 25 | 4 | 13 | 4 | 4 |
| 36 | 3 | 18 | 11 | 4 |
| 31 | 4 | 16 | 8 | 3 |
| 33 | 5 | 17 | 8 | 3 |
| 28 | 4 | 14 | 7 | 3 |
| 34 | 3 | 17 | 11 | 3 |
| 25 | 4 | 13 | 5 | 3 |
| 32 | 5 | 16 | 7 | 4 |
Sheet36
Sheet35
| Chicago Loan Processing Cycle Time | Chicago Loan Processing Cycle Time | |||||
| RA Cycle Time | RA Cycle Time | |||||
| MSA Cycle Time | MSA Cycle Time | |||||
| LP Cycle Time | LP Cycle Time | |||||
| LO Cycle Time | LO Cycle Time |
Sheet56
Sheet55
Sheet54
Sheet53
Sheet51
Sheet50
| 4286 | ||
| 0 | ||
| 4286 | ||
| 0 | ||
| 2 |
Sheet48
| Chicago Loan Processing Cycle Time | RA Cycle Time | MSA Cycle Time | LP Cycle Time | LO Cycle Time |
| 30 | 1 | 15 | 11 | 3 |
| 30 | 2 | 15 | 9 | 4 |
| 27 | 3 | 14 | 7 | 3 |
| 31 | 4 | 16 | 8 | 3 |
| 31 | 3 | 16 | 8 | 4 |
| 21 | 4 | 11 | 3 | 3 |
| 32 | 5 | 16 | 8 | 3 |
| 28 | 6 | 14 | 5 | 3 |
| 31 | 3 | 16 | 8 | 4 |
| 30 | 4 | 15 | 8 | 3 |
| 28 | 2 | 14 | 9 | 3 |
| 35 | 3 | 18 | 12 | 2 |
| 26 | 4 | 13 | 6 | 3 |
| 55 | 5 | 28 | 15 | 7 |
| 32 | 3 | 16 | 11 | 2 |
| 24 | 2 | 12 | 6 | 4 |
| 34 | 3 | 17 | 11 | 3 |
| 28 | 4 | 14 | 7 | 3 |
| 40 | 2 | 20 | 16 | 2 |
| 31 | 3 | 16 | 9 | 3 |
| 32 | 4 | 16 | 9 | 3 |
| 36 | 2 | 18 | 14 | 2 |
| 31 | 3 | 16 | 9 | 3 |
| 34 | 3 | 17 | 10 | 4 |
| 29 | 2 | 15 | 7 | 5 |
| 34 | 2 | 17 | 11 | 4 |
| 28 | 1 | 14 | 10 | 3 |
| 30 | 1 | 15 | 11 | 3 |
| 30 | 2 | 15 | 11 | 2 |
| 35 | 3 | 18 | 11 | 3 |
| 22 | 2 | 11 | 8 | 1 |
| 23 | 3 | 12 | 5 | 3 |
| 32 | 4 | 16 | 10 | 2 |
| 33 | 5 | 17 | 8 | 3 |
| 32 | 4 | 16 | 9 | 3 |
| 28 | 3 | 14 | 8 | 3 |
| 41 | 4 | 21 | 12 | 4 |
| 32 | 3 | 16 | 10 | 3 |
| 34 | 2 | 17 | 12 | 3 |
| 20 | 3 | 10 | 5 | 2 |
| 31 | 4 | 16 | 8 | 3 |
| 31 | 3 | 16 | 9 | 3 |
| 29 | 2 | 15 | 10 | 3 |
| 30 | 2 | 15 | 10 | 3 |
| 35 | 2 | 18 | 12 | 4 |
| 30 | 3 | 15 | 9 | 3 |
| 28 | 3 | 14 | 8 | 3 |
| 31 | 2 | 16 | 10 | 3 |
| 29 | 1 | 15 | 11 | 3 |
| 31 | 2 | 16 | 10 | 3 |
| 37 | 3 | 19 | 12 | 4 |
| 36 | 4 | 18 | 11 | 4 |
| 21 | 3 | 11 | 5 | 2 |
| 27 | 2 | 14 | 9 | 3 |
| 28 | 1 | 14 | 10 | 3 |
| 33 | 2 | 17 | 11 | 3 |
| 32 | 3 | 16 | 10 | 3 |
| 32 | 4 | 16 | 9 | 3 |
| 24 | 4 | 12 | 5 | 3 |
| 29 | 4 | 15 | 6 | 4 |
| 72 | 3 | 36 | 27 | 6 |
| 35 | 4 | 18 | 8 | 5 |
| 28 | 4 | 14 | 7 | 3 |
| 21 | 5 | 11 | 1 | 4 |
| 32 | 3 | 16 | 10 | 3 |
| 32 | 3 | 16 | 9 | 4 |
| 29 | 2 | 15 | 10 | 2 |
| 37 | 1 | 19 | 13 | 4 |
| 32 | 2 | 16 | 11 | 3 |
| 29 | 3 | 15 | 9 | 3 |
| 33 | 2 | 17 | 11 | 3 |
| 20 | 3 | 10 | 5 | 2 |
| 31 | 3 | 16 | 9 | 3 |
| 34 | 4 | 17 | 10 | 3 |
| 23 | 3 | 12 | 7 | 2 |
| 33 | 2 | 17 | 12 | 2 |
| 36 | 3 | 18 | 12 | 3 |
| 31 | 4 | 16 | 10 | 1 |
| 30 | 3 | 15 | 9 | 3 |
| 26 | 2 | 13 | 7 | 4 |
| 25 | 2 | 13 | 8 | 3 |
| 37 | 2 | 19 | 12 | 4 |
| 35 | 2 | 18 | 11 | 4 |
| 30 | 3 | 15 | 8 | 4 |
| 33 | 3 | 17 | 10 | 3 |
| 23 | 4 | 12 | 5 | 2 |
| 30 | 3 | 15 | 9 | 3 |
| 27 | 4 | 14 | 6 | 3 |
| 35 | 5 | 18 | 8 | 4 |
| 35 | 4 | 18 | 9 | 4 |
| 36 | 3 | 18 | 10 | 5 |
| 29 | 2 | 15 | 9 | 3 |
| 25 | 1 | 13 | 9 | 2 |
| 35 | 2 | 18 | 11 | 4 |
| 38 | 3 | 19 | 12 | 4 |
| 26 | 4 | 13 | 6 | 3 |
| 24 | 5 | 12 | 4 | 3 |
| 25 | 4 | 13 | 4 | 4 |
| 36 | 3 | 18 | 11 | 4 |
| 31 | 4 | 16 | 8 | 3 |
| 33 | 5 | 17 | 8 | 3 |
| 28 | 4 | 14 | 7 | 3 |
| 34 | 3 | 17 | 11 | 3 |
| 25 | 4 | 13 | 5 | 3 |
| 32 | 5 | 16 | 7 | 4 |
Sheet47
Sheet46
| Chicago Loan Processing Cycle Time | Chicago Loan Processing Cycle Time | |||||
| RA Cycle Time | RA Cycle Time | |||||
| MSA Cycle Time | MSA Cycle Time | |||||
| LP Cycle Time | LP Cycle Time | |||||
| LO Cycle Time | LO Cycle Time |
Chicago Cycle Time with Pilot
| Loan # | Chicago Loan Processing Cycle Time |
| 1 | 30 |
| 2 | 30 |
| 3 | 27 |
| 4 | 31 |
| 5 | 31 |
| 6 | 28 |
| 7 | 32 |
| 8 | 28 |
| 9 | 31 |
| 10 | 30 |
| 11 | 28 |
| 12 | 35 |
| 13 | 26 |
| 14 | 34 |
| 15 | 32 |
| 16 | 24 |
| 17 | 34 |
| 18 | 28 |
| 19 | 31 |
| 20 | 31 |
| 21 | 32 |
| 22 | 36 |
| 23 | 31 |
| 24 | 34 |
| 25 | 29 |
| 26 | 34 |
| 27 | 28 |
| 28 | 30 |
| 29 | 30 |
| 30 | 35 |
| 31 | 25 |
| 32 | 27 |
| 33 | 32 |
| 34 | 33 |
| 35 | 32 |
| 36 | 28 |
| 37 | 32 |
| 38 | 32 |
| 39 | 34 |
| 40 | 37 |
| 41 | 31 |
| 42 | 31 |
| 43 | 29 |
| 44 | 30 |
| 45 | 35 |
| 46 | 30 |
| 47 | 28 |
| 48 | 31 |
| 49 | 29 |
| 50 | 31 |
| 51 | 37 |
| 52 | 36 |
| 53 | 31 |
| 54 | 27 |
| 55 | 28 |
| 56 | 33 |
| 57 | 32 |
| 58 | 32 |
| 59 | 24 |
| 60 | 29 |
| 61 | 34 |
| 62 | 35 |
| 63 | 28 |
| 64 | 32 |
| 65 | 32 |
| 66 | 32 |
| 67 | 29 |
| 68 | 37 |
| 69 | 32 |
| 70 | 29 |
| 71 | 33 |
| 72 | 20 |
| 73 | 31 |
| 74 | 34 |
| 75 | 28 |
| 76 | 33 |
| 77 | 36 |
| 78 | 31 |
| 79 | 30 |
| 80 | 26 |
| 81 | 25 |
| 82 | 37 |
| 83 | 35 |
| 84 | 30 |
| 85 | 33 |
| 86 | 29 |
| 87 | 30 |
| 88 | 27 |
| 89 | 35 |
| 90 | 35 |
| 91 | 36 |
| 92 | 29 |
| 93 | 25 |
| 94 | 35 |
| 95 | 38 |
| 96 | 26 |
| 97 | 24 |
| 98 | 25 |
| 99 | 36 |
| 100 | 31 |
| 101 | 33 |
| 102 | 28 |
| 103 | 34 |
| 104 | 25 |
| 105 | 32 |
| 1 | 3 |
| 2 | 6 |
| 3 | 5 |
| 4 | 7 |
| 5 | 7 |
| 6 | 6 |
| 7 | 6 |
| 8 | 4 |
| 9 | 4 |
| 10 | 7 |
| 11 | 1 |
| 12 | 12 |
| 13 | 7 |
| 14 | 4 |
| 15 | 5 |
| 16 | 6 |
| 17 | 9 |
| 18 | 8 |
| 19 | 6 |
| 20 | 7 |
Sheet61
Normal Random Data (1)
| Chicago Pilot Loan Processing Time |
| 3 |
| 6 |
| 5 |
| 7 |
| 7 |
| 6 |
| 6 |
| 4 |
| 4 |
| 7 |
| 1 |
| 12 |
| 7 |
| 4 |
| 5 |
| 6 |
| 9 |
| 8 |
| 6 |
| 7 |
Run Chart (2)
| SigmaXLChartSheet | $B$1 | 1 | Chicago Loan Processing Cycle Time | RunChart | 30.00 | Chicago Loan Processing Cycle Time | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Chicago Cycle Time Per Dept | 1 | 30 | 30.00 | 125 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Nonparametric Runs Test: Chicago Loan Processing Cycle Time | 2 | 30 | 30.00 | 30 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 126 | 3 | 27 | 27.00 | 30 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Number of Runs about Median: | 57 | 4 | 31 | 31.00 | 0 | 30 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Expected Number of Runs about Median: | 63 | 5 | 31 | 31.00 | 125 | 30 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Number of Points above Median: | 60 | 6 | 28 | 28.00 | -125 | 30 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Number of Points equal to or below Median: | 65 | Median | 7 | 32 | 32.00 | 30 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| P-Value for Clustering: | 0.1248 | 8 | 28 | 28.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| P-Value for Mixtures: | 0.8752 | 9 | 31 | 31.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| P-Value for Lack of Randomness (2-Sided): | 0.2496 | 10 | 30 | 30.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 11 | 28 | 28.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Number of Runs Up or Down: | 82 | 12 | 35 | 35.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Expected Number of Runs Up or Down: | 83 | 13 | 26 | 26.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| P-Value for Trends: | 0.4154 | 14 | 34 | 34.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| P-Value for Oscillation: | 0.5846 | 15 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 16 | 24 | 24.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 17 | 34 | 34.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 18 | 28 | 28.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 19 | 31 | 31.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 20 | 31 | 31.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 21 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 22 | 36 | 36.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 23 | 31 | 31.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 24 | 34 | 34.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 25 | 29 | 29.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 26 | 34 | 34.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 27 | 28 | 28.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 28 | 30 | 30.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 29 | 30 | 30.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 30 | 35 | 35.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 31 | 25 | 25.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 32 | 27 | 27.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 33 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 34 | 33 | 33.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 35 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 36 | 28 | 28.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 37 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 38 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 39 | 34 | 34.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 40 | 37 | 37.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 41 | 31 | 31.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 42 | 31 | 31.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 43 | 29 | 29.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 44 | 30 | 30.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 45 | 35 | 35.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 46 | 30 | 30.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 47 | 28 | 28.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 48 | 31 | 31.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 49 | 29 | 29.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 50 | 31 | 31.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 51 | 37 | 37.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 52 | 36 | 36.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 53 | 31 | 31.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 54 | 27 | 27.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 55 | 28 | 28.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 56 | 33 | 33.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 57 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 58 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 59 | 24 | 24.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 60 | 29 | 29.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 61 | 34 | 34.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 62 | 35 | 35.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 63 | 28 | 28.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 64 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 65 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 66 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 67 | 29 | 29.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 68 | 37 | 37.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 69 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 70 | 29 | 29.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 71 | 33 | 33.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 72 | 20 | 20.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 73 | 31 | 31.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 74 | 34 | 34.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 75 | 28 | 28.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 76 | 33 | 33.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 77 | 36 | 36.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 78 | 31 | 31.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 79 | 30 | 30.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 80 | 26 | 26.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 81 | 25 | 25.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 82 | 37 | 37.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 83 | 35 | 35.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 84 | 30 | 30.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 85 | 33 | 33.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 86 | 29 | 29.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 87 | 30 | 30.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 88 | 27 | 27.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 89 | 35 | 35.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 90 | 35 | 35.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 91 | 36 | 36.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 92 | 29 | 29.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 93 | 25 | 25.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 94 | 35 | 35.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 95 | 38 | 38.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 96 | 26 | 26.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 97 | 24 | 24.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 98 | 25 | 25.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 99 | 36 | 36.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 100 | 31 | 31.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 101 | 33 | 33.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 102 | 28 | 28.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 103 | 34 | 34.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 104 | 25 | 25.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 105 | 32 | 32.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 106 | 3 | 3.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 107 | 6 | 6.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 108 | 5 | 5.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 109 | 7 | 7.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 110 | 7 | 7.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 111 | 6 | 6.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 112 | 6 | 6.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 113 | 4 | 4.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 114 | 4 | 4.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 115 | 7 | 7.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 116 | 1 | 1.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 117 | 12 | 12.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 118 | 7 | 7.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 119 | 4 | 4.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 120 | 5 | 5.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 121 | 6 | 6.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 122 | 9 | 9.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 123 | 8 | 8.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 124 | 6 | 6.00 | 30 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 125 | 7 | 7.00 | 30 |
Run Chart (2)
Hist Descript
| SigmaXLChartSheet | Chicago Pilot Loan Processing Time Count = 20 Mean = 6 Stdev = 2.3170 Range = 11.0 Minimum = 1 25th Percentile (Q1) = 4.2500 50th Percentile (Median) = 6 75th Percentile (Q3) = 7.00 Maximum = 12 95% CI Mean = 4.92 to 7.1 95% CI Sigma = 1.76 to 3.38 An | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 4.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 5.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 6.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 7.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 8.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 9.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 10.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 11.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 12.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 13.0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 5 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 5 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 1 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 0 |
Hist Descript
Step 3 Corr
| LO Cycle Time | MSA Cycle Time | LP Cycle Time | SUMMARY OUTPUT | MSA Cycle Time | |||||||||||
| 5 | 15 | 9 | |||||||||||||
| 2 | 15 | 9 | Regression Statistics | ||||||||||||
| 3 | 14 | 8 | Multiple R | 1 | |||||||||||
| 1 | 16 | 9 | R Square | 1 | |||||||||||
| 5 | 16 | 9 | Adjusted R Square | 1 | |||||||||||
| 2 | 14 | 8 | Standard Error | 1 | |||||||||||
| 1 | 16 | 10 | Observations | 105 | |||||||||||
| 3 | 14 | 8 | |||||||||||||
| 3 | 16 | 9 | ANOVA | ||||||||||||
| 5 | 15 | 9 | df | SS | MS | F | Significance F | ||||||||
| 4 | 14 | 8 | Regression | 2 | 307 | 154 | 606 | 0 | |||||||
| 3 | 18 | 11 | Residual | 102 | 26 | 0 | |||||||||
| 3 | 13 | 8 | Total | 104 | 333 | ||||||||||
| 1 | 17 | 10 | |||||||||||||
| 4 | 16 | 10 | Coefficients | Standard Error | t Stat | P-value | Lower 95% | Upper 95% | Lower 95.0% | Upper 95.0% | |||||
| 3 | 12 | 7 | Intercept | 2 | 0 | 4 | 0 | 1 | 2 | 1 | 2 | ||||
| 4 | 17 | 10 | LP Cycle Time | 1 | 0 | 32 | 0 | 1 | 2 | 1 | 2 | ||||
| 4 | 14 | 8 | LO Cycle Time | 0 | 0 | 2 | 0 | 0 | 0 | 0 | 0 | ||||
| 4 | 16 | 9 | |||||||||||||
| 3 | 16 | 9 | SUMMARY OUTPUT | LP Cycle Time | |||||||||||
| 2 | 16 | 10 | |||||||||||||
| 5 | 18 | 11 | Regression Statistics | ||||||||||||
| 3 | 16 | 9 | Multiple R | 1 | |||||||||||
| 4 | 17 | 10 | R Square | 1 | |||||||||||
| 3 | 15 | 9 | Adjusted R Square | 1 | |||||||||||
| 5 | 17 | 10 | Standard Error | 0 | |||||||||||
| 3 | 14 | 8 | Observations | 105 | |||||||||||
| 5 | 15 | 9 | |||||||||||||
| 4 | 15 | 9 | ANOVA | ||||||||||||
| 3 | 18 | 11 | df | SS | MS | F | Significance F | ||||||||
| 2 | 13 | 8 | Regression | 2 | 123 | 62 | 582 | 0 | |||||||
| 1 | 14 | 8 | Residual | 102 | 11 | 0 | |||||||||
| 5 | 16 | 10 | Total | 104 | 134 | ||||||||||
| 1 | 17 | 10 | |||||||||||||
| 2 | 16 | 10 | Coefficients | Standard Error | t Stat | P-value | Lower 95% | Upper 95% | Lower 95.0% | Upper 95.0% | |||||
| 3 | 14 | 8 | Intercept | -0 | 0 | -1 | 0 | -1 | 0 | -1 | 0 | ||||
| 2 | 16 | 10 | MSA Cycle Time | 1 | 0 | 32 | 0 | 1 | 1 | 1 | 1 | ||||
| 4 | 16 | 10 | LO Cycle Time | -0 | 0 | -1 | 0 | -0 | 0 | -0 | 0 | ||||
| 5 | 17 | 10 | |||||||||||||
| 4 | 19 | 11 | SUMMARY OUTPUT | LO Cycle Time | |||||||||||
| 2 | 16 | 9 | |||||||||||||
| 5 | 16 | 9 | Regression Statistics | ||||||||||||
| 1 | 15 | 9 | Multiple R | 0 | |||||||||||
| 4 | 15 | 9 | R Square | 0 | |||||||||||
| 4 | 18 | 11 | Adjusted R Square | 0 | |||||||||||
| 3 | 15 | 9 | Standard Error | 1 | |||||||||||
| 5 | 14 | 8 | Observations | 105 | |||||||||||
| 4 | 16 | 9 | |||||||||||||
| 4 | 15 | 9 | ANOVA | ||||||||||||
| 1 | 16 | 9 | df | SS | MS | F | Significance F | ||||||||
| 4 | 19 | 11 | Regression | 2 | 25 | 13 | 9 | 0 | |||||||
| 3 | 18 | 11 | Residual | 102 | 149 | 1 | |||||||||
| 5 | 16 | 9 | Total | 104 | 175 | ||||||||||
| 4 | 14 | 8 | |||||||||||||
| 5 | 14 | 8 | Coefficients | Standard Error | t Stat | P-value | Lower 95% | Upper 95% | Lower 95.0% | Upper 95.0% | |||||
| 5 | 17 | 10 | Intercept | -1 | 1 | -1 | 0 | -3 | 1 | -3 | 1 | ||||
| 3 | 16 | 10 | MSA Cycle Time | 1 | 0 | 2 | 0 | 0 | 1 | 0 | 1 | ||||
| 2 | 16 | 10 | LP Cycle Time | -1 | 0 | -1 | 0 | -1 | 0 | -1 | 0 | ||||
| 1 | 12 | 7 | |||||||||||||
| 4 | 15 | 9 | |||||||||||||
| 5 | 17 | 10 | |||||||||||||
| 2 | 18 | 11 | |||||||||||||
| 2 | 14 | 8 | |||||||||||||
| 3 | 16 | 10 | |||||||||||||
| 3 | 16 | 10 | |||||||||||||
| 3 | 16 | 10 | |||||||||||||
| 4 | 15 | 9 | |||||||||||||
| 6 | 19 | 11 | |||||||||||||
| 4 | 16 | 10 | |||||||||||||
| 2 | 15 | 9 | |||||||||||||
| 4 | 17 | 10 | |||||||||||||
| 1 | 10 | 6 | |||||||||||||
| 3 | 16 | 9 | |||||||||||||
| 5 | 17 | 10 | |||||||||||||
| 3 | 14 | 8 | |||||||||||||
| 4 | 17 | 10 | |||||||||||||
| 6 | 18 | 11 | |||||||||||||
| 2 | 16 | 9 | |||||||||||||
| 3 | 15 | 9 | |||||||||||||
| 2 | 13 | 8 | |||||||||||||
| 2 | 13 | 8 | |||||||||||||
| 5 | 19 | 11 | |||||||||||||
| 3 | 18 | 11 | |||||||||||||
| 3 | 15 | 9 | |||||||||||||
| 3 | 17 | 10 | |||||||||||||
| 3 | 15 | 9 | |||||||||||||
| 3 | 15 | 9 | |||||||||||||
| 1 | 14 | 8 | |||||||||||||
| 3 | 18 | 11 | |||||||||||||
| 2 | 18 | 11 | |||||||||||||
| 4 | 18 | 11 | |||||||||||||
| 3 | 15 | 9 | |||||||||||||
| 3 | 13 | 8 | |||||||||||||
| 4 | 18 | 11 | |||||||||||||
| 5 | 19 | 11 | |||||||||||||
| 1 | 13 | 8 | |||||||||||||
| 3 | 12 | 7 | |||||||||||||
| 2 | 13 | 8 | |||||||||||||
| 4 | 18 | 11 | |||||||||||||
| 2 | 16 | 9 | |||||||||||||
| 1 | 17 | 10 | |||||||||||||
| 5 | 14 | 8 | |||||||||||||
| 4 | 17 | 10 | |||||||||||||
| 2 | 13 | 8 | |||||||||||||
| 3 | 16 | 10 |
Step 3 Data
| MSA Cycle Time | LP Cycle Time | LO Cycle Time |
| 15 | 9 | 5 |
| 15 | 9 | 2 |
| 14 | 8 | 3 |
| 16 | 9 | 1 |
| 16 | 9 | 5 |
| 14 | 8 | 2 |
| 16 | 10 | 1 |
| 14 | 8 | 3 |
| 16 | 9 | 3 |
| 15 | 9 | 5 |
| 14 | 8 | 4 |
| 18 | 11 | 3 |
| 13 | 8 | 3 |
| 17 | 10 | 1 |
| 16 | 10 | 4 |
| 12 | 7 | 3 |
| 17 | 10 | 4 |
| 14 | 8 | 4 |
| 16 | 9 | 4 |
| 16 | 9 | 3 |
| 16 | 10 | 2 |
| 18 | 11 | 5 |
| 16 | 9 | 3 |
| 17 | 10 | 4 |
| 15 | 9 | 3 |
| 17 | 10 | 5 |
| 14 | 8 | 3 |
| 15 | 9 | 5 |
| 15 | 9 | 4 |
| 18 | 11 | 3 |
| 13 | 8 | 2 |
| 14 | 8 | 1 |
| 16 | 10 | 5 |
| 17 | 10 | 1 |
| 16 | 10 | 2 |
| 14 | 8 | 3 |
| 16 | 10 | 2 |
| 16 | 10 | 4 |
| 17 | 10 | 5 |
| 19 | 11 | 4 |
| 16 | 9 | 2 |
| 16 | 9 | 5 |
| 15 | 9 | 1 |
| 15 | 9 | 4 |
| 18 | 11 | 4 |
| 15 | 9 | 3 |
| 14 | 8 | 5 |
| 16 | 9 | 4 |
| 15 | 9 | 4 |
| 16 | 9 | 1 |
| 19 | 11 | 4 |
| 18 | 11 | 3 |
| 16 | 9 | 5 |
| 14 | 8 | 4 |
| 14 | 8 | 5 |
| 17 | 10 | 5 |
| 16 | 10 | 3 |
| 16 | 10 | 2 |
| 12 | 7 | 1 |
| 15 | 9 | 4 |
| 17 | 10 | 5 |
| 18 | 11 | 2 |
| 14 | 8 | 2 |
| 16 | 10 | 3 |
| 16 | 10 | 3 |
| 16 | 10 | 3 |
| 15 | 9 | 4 |
| 19 | 11 | 6 |
| 16 | 10 | 4 |
| 15 | 9 | 2 |
| 17 | 10 | 4 |
| 10 | 6 | 1 |
| 16 | 9 | 3 |
| 17 | 10 | 5 |
| 14 | 8 | 3 |
| 17 | 10 | 4 |
| 18 | 11 | 6 |
| 16 | 9 | 2 |
| 15 | 9 | 3 |
| 13 | 8 | 2 |
| 13 | 8 | 2 |
| 19 | 11 | 5 |
| 18 | 11 | 3 |
| 15 | 9 | 3 |
| 17 | 10 | 3 |
| 15 | 9 | 3 |
| 15 | 9 | 3 |
| 14 | 8 | 1 |
| 18 | 11 | 3 |
| 18 | 11 | 2 |
| 18 | 11 | 4 |
| 15 | 9 | 3 |
| 13 | 8 | 3 |
| 18 | 11 | 4 |
| 19 | 11 | 5 |
| 13 | 8 | 1 |
| 12 | 7 | 3 |
| 13 | 8 | 2 |
| 18 | 11 | 4 |
| 16 | 9 | 2 |
| 17 | 10 | 1 |
| 14 | 8 | 5 |
| 17 | 10 | 4 |
| 13 | 8 | 2 |
| 16 | 10 | 3 |
Step 2 Corr
Step 2 Data
| LO Cycle Time | LP Cycle Time |
| 5 | 9 |
| 2 | 9 |
| 3 | 8 |
| 1 | 9 |
| 5 | 9 |
| 2 | 8 |
| 1 | 10 |
| 3 | 8 |
| 3 | 9 |
| 5 | 9 |
| 4 | 8 |
| 3 | 11 |
| 3 | 8 |
| 1 | 10 |
| 4 | 10 |
| 3 | 7 |
| 4 | 10 |
| 4 | 8 |
| 4 | 9 |
| 3 | 9 |
| 2 | 10 |
| 5 | 11 |
| 3 | 9 |
| 4 | 10 |
| 3 | 9 |
| 5 | 10 |
| 3 | 8 |
| 5 | 9 |
| 4 | 9 |
| 3 | 11 |
| 2 | 8 |
| 1 | 8 |
| 5 | 10 |
| 1 | 10 |
| 2 | 10 |
| 3 | 8 |
| 2 | 10 |
| 4 | 10 |
| 5 | 10 |
| 4 | 11 |
| 2 | 9 |
| 5 | 9 |
| 1 | 9 |
| 4 | 9 |
| 4 | 11 |
| 3 | 9 |
| 5 | 8 |
| 4 | 9 |
| 4 | 9 |
| 1 | 9 |
| 4 | 11 |
| 3 | 11 |
| 5 | 9 |
| 4 | 8 |
| 5 | 8 |
| 5 | 10 |
| 3 | 10 |
| 2 | 10 |
| 1 | 7 |
| 4 | 9 |
| 5 | 10 |
| 2 | 11 |
| 2 | 8 |
| 3 | 10 |
| 3 | 10 |
| 3 | 10 |
| 4 | 9 |
| 6 | 11 |
| 4 | 10 |
| 2 | 9 |
| 4 | 10 |
| 1 | 6 |
| 3 | 9 |
| 5 | 10 |
| 3 | 8 |
| 4 | 10 |
| 6 | 11 |
| 2 | 9 |
| 3 | 9 |
| 2 | 8 |
| 2 | 8 |
| 5 | 11 |
| 3 | 11 |
| 3 | 9 |
| 3 | 10 |
| 3 | 9 |
| 3 | 9 |
| 1 | 8 |
| 3 | 11 |
| 2 | 11 |
| 4 | 11 |
| 3 | 9 |
| 3 | 8 |
| 4 | 11 |
| 5 | 11 |
| 1 | 8 |
| 3 | 7 |
| 2 | 8 |
| 4 | 11 |
| 2 | 9 |
| 1 | 10 |
| 5 | 8 |
| 4 | 10 |
| 2 | 8 |
| 3 | 10 |
UserInfo
| Number of Variables | 3 | Variable 1 | MSA Cycle Time | 1 | 3 | 4 | 0 | 90 | 95 | A | 0 | 0 | Keep in | © | |||
| Variable 2 | LP Cycle Time | 2 | 95 | B | 0 | Keep in | |||||||||||
| Variable 3 | LO Cycle Time | 3 | C | 0 | Keep in | ||||||||||||
| Variable 4 | 0 | 0 | D | ||||||||||||||
| Variable 5 | 0 | 0 | E | ||||||||||||||
| Variable 6 | 0 | 0 | F | ||||||||||||||
| Variable 7 | 0 | 0 | G | ||||||||||||||
| DO NOT MAKE ANY CHANGES TO THIS SHEET!! |
MRData
| RA Cycle Time | MSA Cycle Time | LP Cycle Time | LO Cycle Time |
| 1 | 15 | 9 | 5 |
| 4 | 15 | 9 | |
| 2 | 14 | 8 | |
| 5 | 16 | 9 | |
| 1 | 16 | 9 | |
| 4 | 14 | 8 | 2 |
| 5 | 16 | 10 | 1 |
| 3 | 14 | 8 | 3 |
| 3 | 16 | 9 | 3 |
| 1 | 15 | 9 | 5 |
| 2 | 14 | 8 | 4 |
| 3 | 18 | 11 | 3 |
| 2 | 13 | 8 | 3 |
| 6 | 17 | 10 | 1 |
| 2 | 16 | 10 | 4 |
| 2 | 12 | 7 | 3 |
| 3 | 17 | 10 | 4 |
| 2 | 14 | 8 | 4 |
| 2 | 16 | 9 | 4 |
| 3 | 16 | 9 | 3 |
| 4 | 16 | 10 | 2 |
| 2 | 18 | 11 | 5 |
| 3 | 16 | 9 | 3 |
| 3 | 17 | 10 | 4 |
| 2 | 15 | 9 | 3 |
| 2 | 17 | 10 | 5 |
| 3 | 14 | 8 | 3 |
| 1 | 15 | 9 | 5 |
| 2 | 15 | 9 | 4 |
| 3 | 18 | 11 | 3 |
| 2 | 13 | 8 | 2 |
| 4 | 14 | 8 | 1 |
| 1 | 16 | 10 | 5 |
| 5 | 17 | 10 | 1 |
| 4 | 16 | 10 | 2 |
| 3 | 14 | 8 | 3 |
| 4 | 16 | 10 | 2 |
| 2 | 16 | 10 | 4 |
| 2 | 17 | 10 | 5 |
| 3 | 19 | 11 | 4 |
| 4 | 16 | 9 | 2 |
| 1 | 16 | 9 | 5 |
| 4 | 15 | 9 | 1 |
| 2 | 15 | 9 | 4 |
| 2 | 18 | 11 | 4 |
| 3 | 15 | 9 | 3 |
| 1 | 14 | 8 | 5 |
| 2 | 16 | 9 | 4 |
| 1 | 15 | 9 | 4 |
| 5 | 16 | 9 | 1 |
| 3 | 19 | 11 | 4 |
| 4 | 18 | 11 | 3 |
| 1 | 16 | 9 | 5 |
| 1 | 14 | 8 | 4 |
| 1 | 14 | 8 | 5 |
| 1 | 17 | 10 | 5 |
| 3 | 16 | 10 | 3 |
| 4 | 16 | 10 | 2 |
| 4 | 12 | 7 | 1 |
| 1 | 15 | 9 | 4 |
| 2 | 17 | 10 | 5 |
| 4 | 18 | 11 | 2 |
| 4 | 14 | 8 | 2 |
| 3 | 16 | 10 | 3 |
| 3 | 16 | 10 | 3 |
| 3 | 16 | 10 | 3 |
| 1 | 15 | 9 | 4 |
| 1 | 19 | 11 | 6 |
| 2 | 16 | 10 | 4 |
| 3 | 15 | 9 | 2 |
| 2 | 17 | 10 | 4 |
| 3 | 10 | 6 | 1 |
| 3 | 16 | 9 | 3 |
| 2 | 17 | 10 | 5 |
| 3 | 14 | 8 | 3 |
| 2 | 17 | 10 | 4 |
| 1 | 18 | 11 | 6 |
| 4 | 16 | 9 | 2 |
| 3 | 15 | 9 | 3 |
| 3 | 13 | 8 | 2 |
| 2 | 13 | 8 | 2 |
| 2 | 19 | 11 | 5 |
| 3 | 18 | 11 | 3 |
| 3 | 15 | 9 | 3 |
| 3 | 17 | 10 | 3 |
| 2 | 15 | 9 | 3 |
| 3 | 15 | 9 | 3 |
| 4 | 14 | 8 | 1 |
| 3 | 18 | 11 | 3 |
| 4 | 18 | 11 | 2 |
| 3 | 18 | 11 | 4 |
| 2 | 15 | 9 | 3 |
| 1 | 13 | 8 | 3 |
| 2 | 18 | 11 | 4 |
| 3 | 19 | 11 | 5 |
| 4 | 13 | 8 | 1 |
| 2 | 12 | 7 | 3 |
| 2 | 13 | 8 | 2 |
| 3 | 18 | 11 | 4 |
| 4 | 16 | 9 | 2 |
| 5 | 17 | 10 | 1 |
| 1 | 14 | 8 | 5 |
| 3 | 17 | 10 | 4 |
| 2 | 13 | 8 | 2 |
| 3 | 16 | 10 | 3 |
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Lean Six Sigma – Simco International
Control Phase 1
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Simco International – Control Phase Deliverables
Deliverable Page Lesson (Deliverable Originated From)
Process Monitoring Plan 3 Process Control Dashboard Development 10 Process Control Response Planning 15 Response Planning Final Project Storyboard 20 Project Documentation
2 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Process Monitoring Plan
Lean Six Sigma – Project Simulation
3 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Create a Process Monitoring Plan for the SI Consumer Home Loan process.
Instructions Using the worksheet on the following page, develop a process monitoring
plan for the ongoing monitoring of the new process. Identify the process step(s) where the CTQs will be measured Document the data collection process Finally, document the frequency you feel the data will need to be
collected and who will have ownership of the collection Prepare your findings.
Process Monitoring Plan
SI Project Template: Process Monitoring Plan_SI
4 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
CTQ #1: 15 Day Loan Processing Cycle Time Owner Responsible
for Collection Data
Collection Frequency
Data Collection MethodProcess Steps Where the CTQ is Measured
CTQ #2: 2 Day Loan Reviewing Time Process Steps Where the CTQ is Measured
Data Collection Method Data Collection Frequency
Owner Responsible for Collection
CTQ #3: 100% Final Determination Package Accuracy Process Steps Where the CTQ is Measured
Data Collection Method Data Collection Frequency
Owner Responsible for Collection
Process Monitoring Plan
5 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Process Monitoring Plan
6
For additional information about this concept, see
Lesson 25 Process Control, in the Process Monitoring
section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
CTQ #1: 15 Day Loan Processing Cycle Time Process Steps Where the CTQ
is Measured
Data Collection Method Data Collection Frequency
Owner Responsible for
Collection Customer receives final determination package (either internet or mail)
1. Loan cycle time for Internet will be collected through the SI Loan System; Mail will be collected from the date the customer submits the application to the date of the outgoing final package (+5 days for shipping)
2. Query will be run each week to pull loan data
3. All loans processed will be entered into the SI Quality Assurance spreadsheet and Control Charts and Sigma’s will be created
Weekly Processing Manager
SI Process Monitoring Plan
7 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
CTQ #2: 2 Day Loan Reviewing Time Process
Steps Where the CTQ is Measured
Data Collection Method Data Collection Frequency
Owner Responsible for
Collection
LP determines loan qualification
1. Loan cycle time for Internet will be collected through the SI Loan System; Mail will be collected from the date of the incoming application to the date the final determination package letter is generated
2. Query will be run each week to pull loan data
3. All loans processed will be entered into the SI Quality Assurance spreadsheet and Control Charts and Sigma’s will be created
Weekly Processing Manager
SI Process Monitoring Plan
8 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
CTQ #3: 100% Final Determination Package Accuracy Process Steps Where the CTQ
is Measured
Data Collection Method Data Collection Frequency
Owner Responsible for Collection
Generate (Internet) or create final determination package
1. A sample of 50 loans per week will be pulled for inspection using an accuracy tick sheet
2. Accuracy data will be entered into the SI Quality Assurance spreadsheet and Pareto Charts and Sigma’s will be created
Weekly Processing Manager
SI Process Monitoring Plan
9 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Dashboard Development
Lean Six Sigma – Project Simulation
10 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Create a Dashboard for the SI Consumer Home Loan process.
Instructions Open up the Excel file “LSS SI Data File”. The data set is in the worksheet “SI Quality Assurance”. Develop a dashboard from the data that has been collected so far in the
Control Phase. Utilize whatever graphical display tools and calculations you feel would
summarize the current process performance of the new SI loan process. Utilize the following page to arrange these tools and calculations in the format
of a dashboard. Prepare your findings.
Dashboard Development
SI Project Template: Dashboard Development_SI
11 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Dashboard Development
12 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Dashboard Development
13
For additional information about this concept, see
Lesson 25 Process Control, in the Dashboards section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Chicago Loan Processing Cycle Time (Sigma = 3.6)
Chicago LP Reviewing Time (Sigma = 3.0) Chicago Package Accuracy (Sigma = 3.5)
Count 3 1 1 0 Percent 60.0 20.0 20.0 0.0 Cum % 60.0 80.0 100.0 100.0
Co un
t
Pe rc
en t
Loan Fields OtherNameAddressLoan Amount
5
4
3
2
1
0
100
80
60
40
20
0
Pareto Chart
SI Dashboard
16141210864
12
10
8
6
4
2
0
Fr eq
ue nc
y
Mean 8.98 StDev 2.290 N 50
Normal Histogram of Chicago Loan Processing Cycle Time
50454035302520151051
3.0
2.5
2.0
1.5
1.0
Observation
Ch ica
go LP
Lo an
R ev
iew ing
Ti me
Run Chart (Mean 1.52)
14
8
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Response Planning
Lean Six Sigma – Project Simulation
15 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Objective Develop a Response Plan for the SI Consumer Home Loan process.
Instructions Using the worksheet on the following page, develop a response plan for the
ongoing monitoring of the new process. What actions should be taken if the process goes out of control? How frequently should action be taken? Who will own taking the action?
Prepare your findings.
Response Planning
SI Project Template: Response Planning_SI
16 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
LP Reviewing Time
Loan Accuracy
Loan Processing Cycle Time
OwnerTimingActionMeasure
Response Planning
17 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Response Planning
18
For additional information about this concept, see Lesson 26 Response Planning, in the Action
Planning section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Processing Manager
Analysis should take place when process has been out of control for 2 weeks or more. Quick Win improvements should
be continuous New DMAIC project should be
implemented if process is out of control >2 months
1. Review qualification procedures with LP’s 2. Look for causal relationships (special or common) 3. Continue to monitor and initiate Quick Win
improvement for special cause and initiate a new DMAIC project for common cause
LP Reviewing
Time
Processing Manager
Analysis should take place when process has been out of control for 2 weeks or more. Quick Win improvements should
be continuous New DMAIC project should be
implemented if process is out of control >2 months
1. Review incoming application accuracy from customers
2. Review qualification procedures with LP’s 3. Identify and stratify accuracy defects by type 4. Look for causal relationships (special or common) 5. Continue to monitor and initiate Quick Win
improvement for special cause and initiate a new DMAIC project for common cause
Loan Accuracy
Processing Manager
Analysis should take place when process has been out of control for 2 weeks or more. Quick Win improvements should
be continuous New DMAIC project should be
implemented if process is out of control >2 months
1. Identify and stratify overall cycle time defects by location, day of week, and process segment
2. Look for causal relationships (special or common) 3. Check that SI Loan System has been functioning
properly 4. Continue to monitor and initiate Quick Win
improvements for special cause and initiate a new DMAIC project for common cause
Loan Processing Cycle Time
OwnerTimingActionMeasure
SI Response Plan
19 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Final Project Storyboard
Lean Six Sigma – Project Simulation
20 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Final Project Storyboard
SI Project Template: Final Project Storyboard_SI
Objective Develop a Final Project Storyboard for the SI Consumer Home Loan project.
Instructions Using the “Final Project Storyboard” template, develop the Final Project Storyboard for
communication to the organization about the entire SI Consumer Home Loan project. The Final Project Storyboard is a presentation and visual depiction of the steps you took during
each phase of the DMAIC process. It communicates key deliverables and accomplishments that were completed during the project (i.e. steps, tasks, key deliverables, and results). The project story brings all the work and effort you put into your project to life through a storyboard presentation.
Document key deliverables from each phase of the project under the designated sections of the “Final Project Storyboard” template
For each phase where applicable, use a combination of graphs, pictures, statements and annotations
Be creative…think about the story you are trying to tell and the key deliverables you want the organization to see that will help sell the overall project story
Prepare your findings.
21 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Final Project Storyboard – Example #1 This is an example of a poor SI Final Project Storyboard slide (from the Improve Phase)
22 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
SI Final Project Storyboard – Example #2 This is an example of a good SI Final Project Storyboard slide (from the Analyze Phase)
23 This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Please Do Not Proceed Forward
Final Project Storyboard
24
For additional information about this concept, see
Lesson 27 Project Documentation, in the
Solution Replication and Closure section.
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
Copyright © 2016 Acuity Institute LLC. All rights reserved.
Acuity Institute Support
For product support questions please contact Acuity Institute at [email protected]
Please visit www.acuityinstitute.com for additional product and course offerings
This eBook is for personal use only. Please DO NOT use this eBook for presentations and training facilitation purposes.
- Lean Six Sigma Green Belt eBook
- eBook Overview
- LSS Introduction
- Lean Six Sigma Overview
- Lean Six Sigma Improvement Methodologies
- Lean Six Sigma Roles
- Define Phase
- Define Overview
- Project Charter
- Project Management
- Process Definition
- Stakeholder Management
- Voice of Customer
- Measure Phase
- Measure Overview
- Identify Measures
- Data Collection
- Describe and Display Data
- Baseline Performance
- Analyze Phase
- Analyze Overview
- Root Cause Analysis
- Lean Process Analysis
- Graphical Data Analysis
- Statistical Data Analysis
- Identify Root Causes
- Improve Phase
- Improve Overview
- Identify and Select Solutions
- Financial Impact of Solutions
- Risk Planning and Testing
- Implement Solution
- Control Phase
- Control Overview
- Process Control
- Response Planning
- Project Documentation
- Lean Six Sigma Green Belt Simulated Project Workbook
- Simulated Project Overview
- Define Phase Deliverables
- Project Charter Development
- SIPOC
- As-Is Process Mapping
- Quick Win Opportunities
- Identify Stakeholders
- Develop Stakeholder Map
- Stakeholder Management Plan
- Communication Plan
- VOC Questions
- CTQ Determination
- Measure Phase Deliverables
- Operational Definitions
- Data Collection Planning
- Histogram
- Run Chart
- Control Chart
- Sigma Performance (DPMO)
- Analyze Phase Deliverables
- Cause and Effect Analysis
- Lean Process Analysis
- Process Stratification and Analysis – Pareto
- Process Stratification and Analysis – Box Plots
- Correlation Analysis
- Regression Analysis
- Improve Phase Deliverables
- Solution Selection Matrix
- Cost/Benefit Analysis
- Mitigating Risks (FMEA)
- Pilot Plan
- Implementation Planning
- Storyboarding
- Control Phase Deliverables
- Process Monitoring Plan
- Dashboard Development
- Response Planning
- Final Project Storyboard
- Go to lesson:
