Transcription
And just now we learned about the concept of... I forgot, huh, this is another one, right, that we must try to combine, huh, which is the Six Sigma concept. And Sigma, huh, where did it come from, how did it come about, huh, as I already said. And the company that was the originator of Sigma, huh, is Motorola company.
It was a phone manufacturer, huh. Oh, now they don't produce phones anymore, huh. Motorola phones are not seen anymore, huh. Now they probably went to produce electronic parts and accessories, huh. Because Motorola, huh, they produce electronic equipment, huh. Therefore, the observation is that many companies, huh, that are in Thailand, huh, or worldwide, huh, companies that often prefer to use Six Sigma principles, huh, are mostly companies that operate in electronics, huh, primarily technical component equipment, huh.
What was the intention of doing Sigma, why do it, huh? It was made to kill Japan, huh. Oh, Japan thought, "Oh really?" I'll arrange it, huh. Wow, they thought of a way to counter Japan, huh, just a little, huh. By which the principle of Westerners, huh, you can probably guess, huh. Westerners, huh, they say whatever you do, you must have data to support it, not just talk in the air. Oh, ah, huh, it's difficult and arduous, huh.
In the present day, huh, they say there are many companies, huh, that apply the Six Sigma concept, huh, not specifically in America, huh, even Japan itself, huh. Oh, they painstakingly produced it to fight against them, huh, but Japan itself sometimes, huh, also uses Six Sigma principles to help, huh. Where else, huh? It's roughly like this, huh. There's Sony, huh, AB Ford, huh, that use it, huh. BT, do you know BT, huh? BT is British Telecom, huh. British Telecom, huh, the agency that provides telecommunications services in England, huh, still uses Six Sigma principles, huh.
Which many places, huh, use this process, huh, the process that jumps to Sigma but secretly cheats. How do they cheat? By not calling it Six Sigma, huh. They give it other names: cost reduction process, error reduction process, QC process. They call them separately, huh, huh, cheating a little bit to make people think, "Oh, oh, they came up with something new," but in reality, Sigma, huh, huh, what is the principle of Six Sigma, huh? Six Sigma emphasizes well one more time, huh. Sigma is not a tool but a concept. It is a concept, huh, a type of concept that was thought of for what? It was thought of for this, huh, ah.
Don't think it's for cars, huh. It's called data distribution, huh. I'll tell you later what data distribution looks like, huh. Just keep this in mind for now, okay, huh. And the concept of Sigma, they say, is roughly this, huh: it emphasizes the use of statistical data, huh. Up to this point, oh wow, many people, huh, when talking about statistics, Monday is the first subject I failed, oh. Don't think you're the only one who failed, huh, even the teacher failed, haha. It's unlikely to survive, huh. When I encountered statistics, I also felt stuck, I choked at first. I didn't like these numbers at all, huh, what symbols are these? Why are there bean sprouts in the numbers, huh? Why must there be letters too? Just numbers alone, addition, subtraction, multiplication, division, they would be fluent, huh. That's it, huh, but it's necessary, huh. Sometimes it can tell many things, huh.
Huh, it's important here too, huh. If we, huh, apply Sigma into Lean, huh, it means it can be applied, huh, both in manufacturing processes in industrial factories, huh, or in the service sector, huh, in offices it can be used, schools can use it, hotels can use it, huh.
Ah, huh, let's look, huh, at the 5 principles, huh, of Six Sigma. No need to be tongue-tied, huh. Just now I said Lean, huh, also has 5 principles, right, huh. Six Sigma should be no less, so why, huh? They were made to compete, weren't they, huh? Therefore, the first principle, the very first principle, huh, is about understanding... Let me avoid difficult words a bit. Just now Lean said to find value, right? This one, I don't call it value, I call it Voice of Customer, oh, huh. The voice of the customer, huh. What is the voice of the customer? It is customer needs, huh.
Huh, they talk about needs, huh. Leave it at home, huh. Do you know what kind of women have high needs in... not being vulgar, not being vulgar, just playing, huh, huh, hey, don't think like that, huh. Women with high needs are small women, huh. Because they are small, they have high needs, huh. And at that time, understand the customer first, huh, what kind of needs do they have, huh. And once we understand, huh, the second step is to convert customer needs into specifications, huh.
You, huh, you must understand first, huh, what they want, because they want it, then define the specifications, huh. Huh, define specs, define targets completely, huh. That's not enough, huh. The third step is you must assess your own condition, huh. Remember this word, huh: "Know your enemy, know yourself, and you can fight a hundred battles without defeat." This step is to know ourselves first, huh. Let you know their specs, huh. Now know, be careful, how much can our kids do, huh. He says he wants 1000 pieces of product per day, but you can produce 800 baht. Can you meet customer needs, huh? And also this, huh, it's important to know ourselves, huh. Once we know ourselves, huh.
Ah, if you know ourselves, and if we still don't meet customer needs, we still have reasons that cause errors, huh. Do you know what those reasons are? These are all 4, huh, what they call finding the root cause, huh. Root cause. And after finding the root cause, then improve our process to meet customer needs, huh. Finally and lastly, it will revolve around the matter of Control, huh. You fix it, it's not a one-time fix, huh. Because if you fix it once and it's done, you must continue this cycle repeatedly, huh. This is called establishing control, huh.
And developing the principles of Six Sigma itself, huh, we start similarly with knowing the voice of the customer, knowing first about the customer, huh. Define it as a spec, define it as a spec, check yourself, huh, how much can you do? If you can't, huh, find the root cause, huh, find ways to improve. If you find ways to improve and it's done, if it becomes a standard, then it won't be repeated, huh. No repetition, understand, huh? Huh, it's okay to make mistakes, mistakes are teachers, huh. Making mistakes is a teacher, making many mistakes is a professor, huh. Now I am a grand professor, huh. I make mistakes all day, huh. There's only one thing, or that gold shop itself, right now, huh, the gold shop is really enough of a symptom, but now, huh.
Oh, hey, off-topic, huh. Let's look at the symbol of Sigma. Sigma, huh, actually it's this symbol, huh. This symbol is also Sigma, huh. This is a single Sigma, huh. Actually, in statistical processes, huh, in statistics courses, have you ever studied it? Don't repeat it, it'll be the same, huh. The week we entered Control, huh, statistical control methods, huh. What does this Sigma symbol mean, huh? This Sigma symbol means, huh, it is a symbol that shows the distribution of data, huh, uh, what they call standard deviation.
If I say it like this, someone might be secretly smiling at me or what are you thinking, huh? Standard deviation is not a deity, but in statistics, huh. In statistics, standard deviation, for example, huh, the spec of this remote control, since I bought it, let's use it well, huh. The spec of this remote control, they say, huh, it needs to have a length of about 10 cm, huh. 40 cm, huh. The length here is 10 cm, huh. 10 centimeters plus or minus, oh wow, who is leading all the time, huh? Plus or minus about two lines on each side, here plus 2 cm, there minus 2 cm, huh. This means the standard in the production process of this remote control, huh, the length must be between 8 and 12 cm, right, huh?
Which in the production process, you can produce, if your production process, huh, produces 3,000 and measures the length exactly 10 cm, it means your production process is very stable, huh. Huh, and if anyone answers me like this, it's definitely a transfer, huh. I'm so impressed with you, huh, but why did you measure me, huh? That's it, you're deceiving me, huh. Why are you deceiving me, huh? There's no production process anywhere, huh, that would be that stable if it's not faked, haha. This is a real, true story, huh. It's a true story, huh. General production processes, huh, there's no way, huh, that we will always get the same values, huh. There will be some that are high, some that are low, huh.
Therefore, this remote control sometimes might be about 10.1 long, sometimes it might be about 9.8 long, huh. Which is fine, as long as it's not longer than 12, huh, and if I produce a remote control, boom, and it gives... Huh, the first hundred are about 11.8, the second hundred are about 8.1. How is that, huh? Both piles are not damaged, but the data here and here, the middle is here, huh. Part of the data is here, you are at one point, huh. This is called data distribution, huh. And where is most of the data? That is called standard deviation, huh. Oh, we will see that the term "standard deviation" means where is the part of the data that we are studying, huh? Is it skewed left, skewed right, or really close to the center point? Roughly like this, huh.
Which the level of Six Sigma, huh, of Sigma itself, it will tell, huh, that if most of the data is here, at this level of Sigma, huh, huh, what is the acceptance criterion value, huh? Let's look at this picture, huh, to make it easy to understand, or maybe difficult, I don't know, right, huh. It's not a picture, it's called data distribution, huh. I represent it with an inverted bell symbol. If you're a traveler, you might see it as a mountain, huh. Or if you're from another field, it depends on how you see it. Simply put, it's this shape, huh, the letter U, huh.
Notice the U, huh. The U here is the midpoint, huh, which is the standard value, huh. On the left side, huh, they use the term LSL, huh, which is the lower spec limit, huh, for this work to be within spec, huh. Huh, let's go back to the remote control. My remote control's standard spec is 10 cm, huh. It will win, oh, LSL, they say plus or minus two lines, so here is 8, here is 8 lines, here is 10 cm, here is USL, the upper spec limit, the maximum value that will be within standard is 12 cm. Do you get it, huh?
Therefore, if you produce this remote control, huh, and you want the length to be within military standards, you must produce it so that it is within the area under this graph, right, huh? Or even if most of your data, huh, you look at one side, let's say we look at the positive side, the positive side means the U spreads out to this side, huh. Huh, most of your capital data is at the 1 Sigma level. One Sigma will be here, huh. That means you can have errors, another spec, just a moment, huh. Therefore, the confidence value in this type of production process will be at 68.26%, huh.
But if most of your data is skewed all the way here, huh, it's at 2 Sigma, huh. This means your confidence value is at 95.4%. Is it starting to look better? Oh, like that, it's not broken, but the rubber isn't enough, huh. But if you are at the 3 Sigma point, huh, your confidence value will be at 99.73%, huh. 99.73%, how is it, huh? The chance of error will be quite low, huh. This is just the positive side, huh. But if we look at the negative side as well, huh, 3 + 3 is 6 Sigma. See, huh? The errors that occur are very, very few.
There are very, very few, huh. Or sometimes we call it a production process that gets as close as possible to Zero Defect. Zero defects, huh, the fewest errors possible. Huh, so they say this, they say that Six Sigma, huh, means the error must be around 3.4 ppm. Do you know ppm? Ppm comes from parts per million, huh. An error level of 3.4 ppm means what, huh? It means you do this kind of work 1 million times, huh, you will have no more than 3.4 errors. Is this serious? Is it cruel, huh? This is Sigma, huh.
So, working 1 million times, with no more than 3.4 errors. It's harsh, huh. The villain is very cruel in my life, huh. What kind of crazy job would have so few errors, huh? Have you seen the concept as I said, huh, the concept, huh, when it comes to "Oh, our company has done a Sigma project and the sound must be 100," huh. They say you should try to walk towards that point, huh. The concept that makes you walk towards that point like this is called Sigma, huh.
Let me explain further, huh, regarding data distribution. If you still don't understand, huh, try looking at this good condition, maybe you'll get an idea. What is this, huh? This is a garage, a parking garage. Ah, huh, all the ladies in the room, huh, do you have problems backing a car into a garage, huh? Is it normal driving or should I go talk about it now? Let's go straight, huh, so we can use it, like I bought one, huh.
As soon as I bought it, I had problems backing up the car, huh. Suppose I use an old Cadillac car, saying it's very ancient, my car is big, right, they have money, huh. Ah. Taking a big car, huh, the chance for us to back the car into the garage and hit the garage door is high, huh. Imagine the garage door, huh. The width of the car is the spec defined by the customer.
Huh, the width of the car, huh. The width of this green car, huh, this is all the data we have, right, huh? The wider your data, the higher the chance you will hit the edge, hit the customer's spec, huh, causing damage, causing errors, right, huh? But if the original garage, huh, the original garage, but I change cars, ah. If I change to a smaller car, huh, I drive a City Car, right, huh? The data distribution has narrowed, huh. Backing the car into the garage will be easier, see, huh? This is an additional explanation about data distribution. The less your data is distributed, the lower the chance of errors, huh. Data must be grouped, huh.
Huh, okay, huh, let's look at this picture, huh, the Six Sigma level in daily life, huh. In daily life, who has never made a mistake, raise your hand? No one, huh. Don't raise your hand, if you do, I'll say you're lying, huh. It's not true, it's not true, no one has never made a mistake, huh. And there are errors, but how much error is acceptable? What kinds of things are acceptable, huh? They say that the matter, huh, at the bottom, huh, refers to the level of Sigma, huh. If it's a matter of 1 Sigma, oh, unacceptable. But if it's at the 2 Sigma level...
Huh, 2 Sigma is, huh, the matter of tax calculation, huh. Have you ever calculated tax incorrectly? Incorrect by heart, incorrect and not intentionally incorrect, huh. But like this, huh, it's called the confidence value in the tax calculation process, huh, and the errors that can be tolerated, huh, are at the 2 Sigma level. Oh, 2 Sigma, just now we looked, coming back here, it's about 95 percent, right? But you are the only one, about 4-5 percent, huh, in the matter of food bills, huh. Food bills, when you go out to eat and they issue the wrong bill, calculate incorrectly, huh. If the confidence is at about 3 Sigma or very worn out.
Just this much is serious already, huh. This and that, huh. Let's see, huh. What is the error level of Six Sigma used for, huh? It's used for this, huh: flight safety, huh. There is flight safety, huh. Sigma, just now I said what, huh? Errors must be like this: 1 million times, errors must not exceed 3.4 times. Flight safety means if you fly 1 million flights, the plane can crash at most, must not exceed 3.4 flights. This example summarizes safety at the 10 Sigma level, at the 6th level. Is it low? Yes, it's low, huh.
In its scarcity, I ask to be the 3.4th person, huh. 3.4 flights crash, looking at the bright side, it means no pain, huh. Looking at it simply, the condition might not leave much for anyone to worship, huh. It should be like this, huh. Now we will understand, huh, about Sigma, huh. Talk to her, she will use consciousness, use statistics to grasp it, to know that in our work process, we must make the fewest errors possible, huh.
Okay, huh. Now, if you know Sigma, you already know Lean, huh. This time we will link these two together, huh. We call it Lean Six Sigma, huh. Huh, oh wow, when they are combined, huh, I have a lot of acronyms now, huh. Lean Six Sigma. Lean is L itself, Six Sigma is SS. From now on, I will use the term LSS. Lean Six Sigma. Okay, huh, approved? Huh, if you don't approve, you have to approve, huh. Let's go with this first, huh.
Since the instructor, huh, today's instructor, huh, asks to be a little self-indulgent, huh. Just now Lean had 5 principles, Sigma had 5 principles, combined it's 10, huh. No, I won't add them up that much, huh. Because together, huh, it's like shaking and stirring, huh, and then it settles out, huh, as a guideline, huh, a type of guideline, huh. But if we, huh, have decided, hey, our organization, huh, will do a project, huh, or will implement the concept they call LSS Lean Six Sigma, huh, how will we do it? Here it is, ladies and gentlemen, huh. This is the process method called doing Lean Six Sigma. What does it involve, huh?
Huh, this process is briefly called DMAIC. Why name it that, huh? Name it to make it hard to read. DMAIC is 5 English letters: D D M A I C, huh. Which it might really be hard, huh. Huh, we, they, Westerners might walk again, it walks again, huh. Don't think of anything new, huh. Just follow their thinking first, let it be the same direction first, huh. What is it, huh? What is DMAIC? DMAIC is, huh, the first D comes from the word Define, huh.
You will study about Lean Sigma, huh. Lean means you want the process to find waste. Sigma means taking the approach they call using statistics to help the process be fair, huh. So, if you are going to do Lean Six Sigma, that means your process has problems. Why isn't it transparent? If it's not an obstacle, it's waste, huh. The first step is sand, huh. You can't find what the problem is, huh. Which the first step is always difficult.
Why do you want to carry so much? The biggest problem in humanity is I don't know it's a problem, brother. If we are going to improve, and we are going to improve our organization, and still improve ourselves, and still improve the balance, we will improve this, huh. And then ask you, what problem do you have to improve? I don't know, huh. Oh, how will we improve? Oh, that's right, huh. Huh, therefore, in the Lean Six Sigma process, if you want to improve the process, huh, want to reduce waste, want to make the process flow smoothly, do you know your own problems yet? Find the problem, huh. This is Define, huh.
The second one, M, huh. The problem you defied, that you identified, is it sure? How do you know it's a problem, huh? Therefore, you must have a measurement process, huh. Huh, measurement, huh. What can be measured, huh? Huh, measure that, say this, measure the lack, it can be a process to measure errors in the production process, making it not good like this, that's the Measure process, huh. Huh, the third one, huh. What is it, huh? Just Measure? You take the remote control, how long is it? 11 cm, brother. And how is it, huh? You measured 11 cm. Are you satisfied? Oh, it's complicated. I haven't read any data yet about how long my remote control production process usually is, huh.
Oh, if it's always 11 cm long, huh, then it's within our standard, brother. But if every day it's 11.5, this is more than usual, so there must be a process that we think of as Analyze, huh. Ah, Analyze, huh. The I, huh, the fourth one comes from the word Improve, huh. You know what you know, huh. You must have continuous improvement, huh. And C, Control, huh. Control, huh. And normally, huh, in our DMAIC process, huh, we must use all of them, huh.
Look at this, huh. There's an equation involved, huh. Its function is Y = f(x), huh. Y = f(x) means this, huh, continuous steps, huh. Measure must receive results from Define. It is considered a correlation with each other. Analyze must take data from Measure. Data must go to the sea in the same direction, huh. Therefore, this function, if you look at it, if anyone has studied statistics, studied mathematics, we will know that this is a simple straight line graph, just to know that they are cause and effect of each other, huh.
Huh, therefore, the process they call doing Lean Six Sigma, huh, we still have studies, huh, in the Define process, huh. Define or identify problems, what tools will you use to define problems? Tools in Lean, tools in Sigma, there are many, such as Pareto, not a footballer's name, huh. Pareto chart, huh. Request for scatter chart, huh. This and that, oh, many, huh. That queen, in each step, huh, in each step of Lean Sigma, huh, they will talk about each tool that will be used, which most of them are statistical tools, ah.
Now, how do we start, huh? Oh, if we are going to do LSS, huh, but we still start like this, huh. The content of customer needs must be obtained first, huh. What are customer needs, huh? Normally, huh, in process improvement, huh, we will have something they call finding needs, huh, by using tools, huh. Huh, sometimes we call it the House of Quality, huh. The appearance is like this.
Huh, or some people call it QFD. The second part, huh, the voice of the customer in the Kano cycle, and they say they will go to this pair first, huh. Finding customer needs, sometimes customers, huh, they have needs that they call abstract, huh. Is there a remote control shop? This remote control is long. How long? Mr. Chansri, the remote control is black, not black enough. How is it not black enough? Can it be blacker than this?
Selling remote controls, I don't love myself that much, but it can be blacker, huh. It can be blacker and blacker, huh. This is an example, huh. And that day, most customer needs are abstract, huh. Now, if we take these abstract needs, huh, and translate them into engineering specs. I want a longer remote control, how long? I'll do research right away, huh. Normally, right now it's about 10 cm long, still not good enough. Let's make it 1 cm longer, huh.
Huh, okay, later I'll produce 11 for you, huh. Oh, it's a number, how do you produce it, huh? Mr. Remote is not black enough. Ah, then I'll measure the darkness right away. I'll take a tool to measure the intensity, huh. The value, how many times will it tell me how black it is? How black is it now? How much more black do you want? Here it is, it's a number now, huh.
This kind of characteristic, huh, is the transformation of qualitative needs into quantitative or engineering terms, huh. This is called the House of Quality, huh. Where they will have steps like what does the customer want, huh? How much do they want? When do they want it? And how much can your competitors do? How much can our efficiency do? And so on, huh.
Huh, as for the Kano cycle, Kano, Kano, whatever, because it's Japanese, and you know whether to call it Kanok or Kano, oh, huh. It comes from Toyota, huh. They came up with it, huh. Toyota came up with the idea that in the process of improving something, huh, look at customer needs as the main thing, huh. Kano has 2 axes, huh. The vertical axis, let's just call it the vertical axis, huh. This vertical axis is the Y-axis, huh. The top part is customer satisfaction, the bottom is customer dissatisfaction, huh.
As for the horizontal axis, the X-axis, Thai porn, huh. This is the spec the customer wants, huh. This is not just wanted, this is greatly wanted, huh. Therefore, huh, using the Kano cycle, oh, huh, will tell you that the green lines, huh, whatever it is, huh, that is a customer need and you do it and the customer is happy with it, you do it first. Oh, it's good, it makes the work spec better, and the customer wants it too, huh. You do it first, huh, whatever the matter.
That makes the spec better but the customer doesn't want it, put it last, like the red one, huh. This kind of characteristic, or whatever else they say is useless, huh, and also doesn't affect customer satisfaction, no need to do it, huh. You can do it later, this is an example, huh. Therefore, this concept I am talking about is focusing primarily on the customer. Huh, doing things for the customer, huh. What to do first, what to do later, huh. It will respond with the House of Quality and the Kano cycle, huh.
Okay, huh. Now, suppose if we are going to use the matter of Six Sigma series in applying it to work processes, huh. Just now, you talked about examples of tools that must be used, this and that. What do they mainly use, huh? They use this, huh. Are there many? This is a small part, actually there are more than 30, huh, that I selected the core ones for you, huh. What are they? The first one, huh.
Huh, have you heard this word, huh? Mistake-proofing, huh. Mistake-proofing, huh. This is a tool that they call helps reduce errors from human work. Ah, huh, translate it into English so it sticks every day. We like to call it Human Error. This is the error caused by people, right? Caused by people, huh. And then, what can be done to prevent it, huh? This one, mistake-proofing, huh. In Japanese, you might have heard the word Poka-Yoke.
Oh no, is there Poka-Yoke? The Japanese word translated into Thai, they don't translate it as something fancy, they translate it very strongly, they translate it as "idiot-proofing," huh. Idiot-proofing, huh. So, huh, for example, one company, huh, one company's shoe part, huh, still needs to have a hole drilled in the middle, huh, and then sold to customers, huh. By chance, by chance, huh. One fine day, the work credit, huh, was sent to the customer completely, forgot to drill the hole, huh. And your customer will be happy, huh? My work needs a hole in the middle, you didn't drill it for me to use, huh.
This company came to analyze the problem-solving process, huh. We found that it can be solved this way, huh. They have the first process and the second process. And normally, the first process and the second process, they just put it on many rails continuously, huh. Huh, the work goes from process 1 to process 2, huh. Process 1 is drilling holes, process 2 is packing for sale to customers, this is an example, huh.
Suppose the work skips a process, the work skips process 1, like forgetting to drill a hole, and goes to pack the iPhone. Why pack it? Look, they just stuff it into a box for the customer. Therefore, this company, huh, improved it like this, huh. They made a rail, huh. We cut fabric, huh. Let's talk about process 1 to 7. Second, if the work passes process 1, then take the work and put it on the rail, huh. Let it go through many days to process 2. Let's see if your workpiece will have a hole, huh. If the workpiece has no hole, it definitely won't fit on the rail, huh.
Therefore, this rail is the idiot-proofing device, huh. The device to prevent errors caused by people, huh. All in all, huh, finally, to put it simply, huh. There's a plug, huh. Eh, why must the plug and the socket, huh, why must the size be just right? If you use a pen or the sound isn't right, even the gym size won't fit. You thought it was round just now, huh. They calculated it, huh. They're afraid you'll use another plug, right, huh? Afraid you'll use another unsuitable plug, so they made the slot fit perfectly, huh. This is also idiot-proofing, huh.
This is the second one, huh. The most popular tool is the FMEA, huh. If you are already in the automotive industry, you will be familiar with this, huh. Huh, it is a tool used for evaluating and analyzing risks and failures, huh. Once you understand the risks, huh, what approach will we have to manage them, huh? This is the tool that manages these matters.
Huh, there is a third tool, huh. They call it a tool that calculates process capability, the ability of the production process. Huh, it's also thought of in the automotive industry, but not exclusively, as I said, huh. We can apply these approaches, these tools, to any industry. Service work can even use them, huh. What is process capability? Production process capability means when we produce something or provide a service, we collect data according to statistical principles, store it, and plot graphs, huh. Because after plotting graphs, we sit and look at where this data point, huh, is on the graph that is the customer's spec, huh. How much can it be accepted or not accepted? How far is it from the center, huh? You might have heard of values like Cp, Cpk, and so on, huh. They are used roughly like that.
There is a fourth tool, huh. Histogram. Histogram is plotting a graph to show peaks continuously, huh. This type of tool will be used for reading, they call it evaluating data, huh, to see where the highest point of the data used to be, how wide the data is, what they call data distribution, huh. Is it too wide? How can it be reduced? Roughly like this, huh. Control chart, huh. Translated into Thai, it means control line, huh. Control charts have many types, huh, many kinds, depending on what kind of data you have. Why use it? It's used to see, huh, if our work process is within the lines we control, huh, or not. The upper spec line, the lower spec line. If the workpiece is within this, when it goes out of the line, your work is broken, your service does not meet the requirements, huh.
There are many names, huh, depending on the data. You might have heard roughly like this, huh: X-bar chart, R chart, Mr. chart, P chart, U chart. Oh wow, so many, there are many charts, huh. To be rich tonight, this is a control chart, in short, huh. Not a charge, huh. The fifth one, huh, Pareto chart. Pareto, why use it, huh? Pareto chart will be used for defining problems, huh. When there are problems tomorrow, huh, there are many problems, huh, and which one will you solve first, huh?
Like this, it's small, arranging the importance of problems, huh. If it's a bit more Western, they would call this setting priority in problem-solving, huh. Pareto chart, like a picture song lyric, huh. Suppose, oh wow, my condition, huh, I must have a story, huh. My condition, when I was a child, looked withered, huh. Wow, at the temple fair, there was no problem, but then local teenagers came, I got stabbed about 20 times, huh. Blood was flowing from 20 wounds, huh. Coincidentally, at that time, what could stop the bleeding? I only had two hands, huh.
Therefore, I must choose the wound that is bleeding the most and plug it, right, huh? This is the characteristic of choosing the importance in problem-solving, huh. Which wound has a lot of fresh bleeding, or which wound is most important? I'll plug that one first, even though there are 18 other wounds, but they can wait, no rush. This is Pareto chart, huh. Scatter diagram, the name is not familiar, huh. Scatter plot, huh. When is it used? It's used to find the relationship between two causes, huh, in one problem, whether they are cause and effect, whether they have a relationship with each other, roughly like this, huh. No need to go deep, not going deep, huh. If we go deep, I expect we would finish around half past midnight today.
The next one, huh, Preventive Maintenance, hey, huh. Actually, it's not, it's wrong, huh. This process, they use many processes together, huh. They collectively call it TQM, huh. Total Quality Management, huh. Productive, huh. Maintenance with everyone participating. Why do we have to wait for a technician in our work? Why wait for a technician, for a computer or IT technician to tell us that we forgot to plug it in, huh? Can't you check it yourself, huh? Little things, huh. Huh, what can we participate in to check ourselves? For example, if a car breaks down, what can you do? What can you do, huh?
Which, as an engineer, I'm comfortable, huh. If the car breaks down, huh, what I can do each time it breaks down is twirl, huh, and then stop, call the garage, huh. Brother, my car won't start, huh. Huh, it's a bad example, huh. Not TQM at all. Talk about having some basic knowledge, huh, about what you should know, huh.
Huh, the next popular tool is, the doctor, its English name is, huh, Cause and Effect Diagram. In Thai, it's called something very ugly, huh, it's called a fishbone diagram, huh. It's a diagram that will be used to show that in one problem, there might be many causes. It's a brainstorming session about what could be the causes of this matter, huh. Flowchart, huh, is a way to show the steps of a work process, which steps of the work process involve whom, who comes first, who comes after, what is arranged, what will attach to it. All of it is considered a tool, huh.
A little Western, huh, let's use the word "tool," okay, huh. Tool, huh. Just a little, otherwise they'll say we don't know English, huh. It's a tool for applying Lean and Six Sigma, huh. Ah, let me explain, I already know, huh, that Six Sigma, huh, it is necessary to use tools, huh.
Let's look at this, huh. The level of Sigma itself, huh, when an agency, an organization, huh, will apply, huh, Lean Sigma, huh, I'm probably not the only one, they are not the only ones who come to help, huh. These people who come to help, huh, how many levels must they be divided into? Huh, if you can't think of it, think of a football team, huh.
Will there be, huh, a football team? We are simply selected, huh. There are 11 forwards in total, huh. No other positions at all. Are you crazy, huh? Won't you get scored on, huh? Huh, the opponent clears it, boom, and shoots right away if you have 11 forwards, huh. Therefore, in every football team, you must have a goalkeeper, have strength, have good midfielders, and have 2 forwards, huh.
Lean and Sigma, my LSS, it will probably have to be divided into positions and roles, huh. What are they, huh? What is it? What is it? Let's look at the top one, huh. And the very top, huh, senior management, high-level leader. You should know, huh, if you are going to do Lean Sigma, huh, if your executives are not on board, you'll fail from the start. I'd quit right away. That person says, "Hey, don't do it yet!" Oh, a screeching halt, huh. No matter how good your project is, if the boss isn't on board, it fails, huh.
Therefore, the top level, huh, huh, sometimes we call it the Champion level, huh. And this is the high-level leader, the project owner, huh. The next level down, huh, is what they call the project leader level, huh. Sometimes we call it Master Black Belt. Master Black Belt. You're wondering where the word "Belt" comes from, right? Belt means a belt, so what does it have to do with it? Hurry up and come, huh.
Lean, which in front, huh, they say their level division, huh, they divide it similar to sumo wrestlers, huh. They divide it so that you can just start playing, you wear a white belt, collect white eggs, huh. If you start to get a bit good, huh, I'm starting to get strong, yellow belt, huh. Green belt, whatever belt, continuously, huh. The highest is the black belt, but in sumo, the black belt size is the best, huh. This is heavier, huh.
Uh, Master Black Belt, huh. It's the mother of the Black Belt again, huh. This is the characteristic of an executive who knows everything, or might even be a project consultant, huh. Ah. Ah, huh, it's a consultant, huh. The next level down, huh, compared to Judo, you can start, and Black Belt, huh. The black belt level, huh, will be the project controller level. Simply put, this person is the Project Manager, huh.
Because in the project, you meet the project manager right away, huh. Everything, huh. This person is a leader, so they must have knowledge of Lean Six Sigma, oh wow, they're good, huh. All the tools I've talked about, this person knows them all, huh. They can also teach others, huh. They can teach others, huh. They can choose and use tools, have high leadership, can lead a team according to the project, huh. They have psychology, roughly like this. This is the black belt level or Black Belt, huh.
The next level down from Black Belt, huh, Green Belt, huh. Mostly it will be the operational team at the group leader level, huh. For example, Supervisor, huh, team leader, and so on. It's the characteristic of people who use their knowledge in each tool, huh. Huh, these people might not know every tool, huh. They know enough to go to sleep, and when it's their turn, you start, roughly like this.
Huh, Green Belt will go to the Yellow Belt's work again, huh. Yellow Belt is the actual working committee, huh. It's the private soldier level, huh. Just now it was a captain, huh, now it's a private soldier. Go do it, collect data for me, I'll analyze it myself, and so on, huh. This is also the Yellow Belt level, huh. They don't really know much, they just know the tools, huh. They still can't choose, still don't know the overall picture, huh. But they are very good at working on specific points, huh. And the starting level, huh, huh, this will be the White Belt, huh. General interested parties, huh. They might not be involved in the Lean Sigma project, huh.
But they are interested parties within the organization, huh. And therefore, huh, the characteristic of defining levels, huh, in each organization should have all levels overlapping, huh. People mingling, who will be a Black Belt, who will be a Master Black Belt, who is a Green Belt, who is a Yellow Belt, huh. You must clearly define the rules and clearly position them, huh. I've never seen it, huh. When I was a kid, in a football team, huh, we had no rules, "Hey, play for money!" Everyone wanted to be a forward.
Changing to shoot themselves, TNT, and so on. And Sigma can't do that, huh. You must have clear levels, clearly divided, huh. Who does what, where, when, how, huh? Define it, huh, with roles and responsibilities, huh. Roles and responsibilities, huh, they will differ. The main roles, huh, the Lean and Lean Six Sigma process, huh, it can be used for continuous development and improvement and problem-solving, huh.
Huh, from this picture, huh, I will show, huh, which belt level, huh, has what responsibilities, huh. Not yet 5 problem-solving, problem management. The Project Manager or Champion will be the one overseeing it, huh. The surface takes care of the overall picture, huh. As for the Green Belt level, the practitioner, Ganesha, huh, will primarily be about continuous improvement and development, huh.
Yellow Belt, huh, must do both, but under the control of the Black Belt again, huh. Huh, therefore, this kind of characteristic, huh, is called staff engagement, huh, or involving staff at each level. The team must be strong, huh. Doing it alone won't finish it, huh. Don't use the method of "I came alone" with Lean Six Sigma, huh. The team must be strong, huh.
Let's go back to the football team film again, huh. If the defense is strong, midfield is strong, but the forward is bad, you won't score a goal your whole life, huh. If the forward is sharp, but the defense is leaky, huh, you won't win against anyone this lifetime either, huh. Therefore, the team must be strong, huh. Huh, when the whole team is strong, we will start to trust each other, huh. So no need to worry about the lower levels. Now, math, if you don't trust, here it is, this person is an expert, let them do it, huh. This is an example.
Huh, this is the characteristic of working with fun in a Lean Six Sigma project, huh. Up to this point, huh. But we also know the guidelines, huh, in the Lean Six Sigma work process, huh. We know the basic tools and the levels of work, huh. Next, huh, we will look at why we need to improve processes using the principles they call Lean Six Sigma.