Leaderboard

The Reason why we need to consider both Cp & Cpk or Pp & Ppk is, only then we get the complete picture where we need to actually work on to reach the targeted process capability targets. Cp (Capability Index) or Pp (Process Performance Index) compares the process variation to the maximum allowable variation as indicated by the tolerance. Cp or Pp does not consider the process location. Example If we look only at Cp or Pp and do not keep a eye on Cpk or Ppk it can deceive us. (See below Image) after looking at Cp is 2.0 you may think say its world class process, is it really? Only When you see both Cp & Cpk or Pp & Ppk you realize how your process actually is. Cp or Pp = USL-LSL / 6Sigma (sigma = Standard Deviation) Cpk (Capability Index) or Ppk (Process Performance Index) takes into account process location as well as process variation is derived from within subgroup range for Cpk and for Ppk it is derived from overall standard deviation. Cpk or Ppk = Minimum [(USL - Process Mean)/ 3Sigma, (Process Mean - LSL)/3Sigma] Example Look at below image (only the one marked with 1 ) if you have only Ppk or Cpk, you now know your process is centered but you dont know if it is capable. If your boss says lets make our process Ppk or Cpk = 1.67 what can you do make it even more centered? Only when you look at Cp as well as Cpk you get the complete picture. If we have both Cp & Cpk or Pp & Ppk we can decide what has to be done to make our process more capable. If Cp has to be improved then process variation must be reduced and if Cpk has to be improved then process dimension must be centered.

Hi Dheeraj, Leadership is responsible for culture and strategy for problem-solving. I would look for projects under champions who are open to your suggestions to bring visibility to the potential of cross-functional / technology solutions. If you get a few wins, then may be you can shift the way other leaders approach the projects too. Within LSS, for example in DMAIC, I would suggest asking for SME's from the needed verticals (e.g. RPA specialists) to become part of the project by the time you reach the "Define Phase Gate". This will be part of your stakeholder analysis as you scope your project. If these SME's cannot be engaged, then I suggest making recommendations at each Phase Gate or Leadership meeting where you ask for their support on issue resolution so that they can understand the barriers and that the solution requires more resources to be most effective. Also, show the potential with RPA and without RPA as soon as possible. Alternatively, you can categorize your recommendations by effort and impact, it may strengthen your business case to get the collaboration/solutions you seek. Discuss the issues you raised with your management and leadership to get their attention on the wasted opportunities. Lastly, there are organizations where the prevailing culture does not help the kind of problem-solving that matches & values your talent.