<p>Denna rapport syftar till att undersöka hur Siemens Industrial Turbomachinery AB i Finspång har valt att arbeta med processförbättringsmetoden Six Sigma, som är en mycket populär metod för att genomföra processförbättringsprojekt och mycket attraktiv för företag som ska arbeta med sådana.</p><p> </p><p>Metoden bygger på statistik och att fatta välinformerade beslut. Detta görs genom att samla team-medlemmar från den process som ska förbättras och genom att göra mätningar inom sagda process.  Man börjar ett projekt genom att definiera problemet, går vidare med att mäta den aktuella processen, analyserar sedan de data man fått in, försöker komma på lösningar och slutligen implementerar man den lösning man bedömt som bäst.</p><p> </p><p>Vi gjorde en kvalitativ fallstudie på företaget och intervjuade över ett dussin personer som hade olika grader av bekanthet med Six Sigma, för att få utsagor från personer med olika perspektiv på metoden.  Av detta fick vi veta att de som har varit med i ett förbättringsprojekt eller har utbildat sig inom Six Sigma var begränsade till en knapp tiondel av de anställda på företaget, men att de som var insatta i metoden var ganska väl insatta.</p><p> </p><p>Vi går igenom ett antal faktorer inom Six Sigma och projekt baserade på metoden och ställer dessa mot relaterade teorier så att vi kan dra slutsatser.</p><p> </p><p>Slutligen tar vi upp våra slutsatser och avslutande reflektioner där vi kommer fram till att mycket av problemen med metoden ligger i om man inte använder den fullt ut utan försöker klara sig utan att ge de resurser som krävs men att metoden annars ger ett stabilt ramverk för processutveckling.</p>

<p>&nbsp / <span style="font-size: 12pt / font-family: &quot / Times New Roman&quot / ,&quot / serif&quot / mso-fareast-font-family: 'Times New Roman' / mso-ansi-language: EN-US / mso-fareast-language: EN-US / mso-bidi-language: AR-SA">District Six was a community that was forcibly removed from the centre of Cape Town after its demarcation as a white group area in 1966. In 1989, the District Six Museum Foundation was established in order to form a project that worked with the memory of District Six. Out of these origins, the District Six Museum emerged and was officially opened in 1994 with the museum in the 1980s occurred at the same moment that the social history movement assumed prominence within a progressive South African historiography. With the success of <span style="mso-bidi-font-style: italic">Streets, the decision to &lsquo / dig deeper&rsquo / into the social history of District Six culminated in the opening of the exhibition, Digging Deeper, in a renovated museum space in 2000. Oral history practice, as means of bringing to light the hidden and erased histories of the area, was embraced by the museum as an empowering methodology which would facilitate memory work around District Six. In tracing the evolution of an oral history practice in the museum, this study aims to understand how the poetics involved in the practices of representation and display impacted on the oral histories that were displayed in Digging Deeper. It also considers how the engagement with the archaeological discipline, during the curation of the Horstley Street display as part of Streets, impacted on how oral histories were displayed in the museum.</span></span></p>

Six Nations women transformed and maintained power in the Grand River community in the early twentieth century. While no longer matrilineal or matrilocal, and while women no longer had effective political power neither as clan mothers, nor as voters or councillors in the post-1924 elective Council system, women did have authority in the community. During this period, women effected change through various methods that were both new and traditional for Six Nations women. Their work was also similar to non-Native women in Ontario. Education was key to women’s authority at Grand River. Six Nations women became teachers in great numbers during this period, and had some control over the education of children in their community. Children were taught Anglo-Canadian gender roles; girls were educated to be mothers and homemakers, and boys to be farmers and breadwinners. Children were also taught to be loyal British subjects and to maintain the tradition of alliance with Britain that had been established between the Iroquois and the English in the seventeenth century. With the onset of the Great War in 1914, Six Nations men and women responded with gendered patriotism, again, in ways that were both similar to Anglo-Canadians, and in ways that were similar to traditional Iroquois responses to war; men fought and women provided support on the home-front. Women’s patriotic work at home led to increased activity in the post-war period on the reserve. Six Nations women made use of social reform organizations and voluntary associations to make improvements in their community, particularly after the War. The Women’s Institutes were especially popular because they were malleable, practical, and useful for rural women’s needs. Women exerted power through these organizations, and effected positive change on the reserve.

Abstract The Profitability of Lean Six Sigma: A Study of National Grain Producers Inc. describes the different actions taken by NGP to take advantage of Lean Six Sigma and increase the company’s profitability. These actions are reviewed as investments to aid in assessing how beneficial they have been. This approach helps to quickly determine if what has been done within NGP so far as part of Lean Six Sigma has been successful which helps in deciding whether or not to continue the use of the LSS system.

Six Nations women transformed and maintained power in the Grand River community in the early twentieth century. While no longer matrilineal or matrilocal, and while women no longer had effective political power neither as clan mothers, nor as voters or councillors in the post-1924 elective Council system, women did have authority in the community. During this period, women effected change through various methods that were both new and traditional for Six Nations women. Their work was also similar to non-Native women in Ontario. Education was key to women’s authority at Grand River. Six Nations women became teachers in great numbers during this period, and had some control over the education of children in their community. Children were taught Anglo-Canadian gender roles; girls were educated to be mothers and homemakers, and boys to be farmers and breadwinners. Children were also taught to be loyal British subjects and to maintain the tradition of alliance with Britain that had been established between the Iroquois and the English in the seventeenth century. With the onset of the Great War in 1914, Six Nations men and women responded with gendered patriotism, again, in ways that were both similar to Anglo-Canadians, and in ways that were similar to traditional Iroquois responses to war; men fought and women provided support on the home-front. Women’s patriotic work at home led to increased activity in the post-war period on the reserve. Six Nations women made use of social reform organizations and voluntary associations to make improvements in their community, particularly after the War. The Women’s Institutes were especially popular because they were malleable, practical, and useful for rural women’s needs. Women exerted power through these organizations, and effected positive change on the reserve.

Denna rapport syftar till att undersöka hur Siemens Industrial Turbomachinery AB i Finspång har valt att arbeta med processförbättringsmetoden Six Sigma, som är en mycket populär metod för att genomföra processförbättringsprojekt och mycket attraktiv för företag som ska arbeta med sådana.   Metoden bygger på statistik och att fatta välinformerade beslut. Detta görs genom att samla team-medlemmar från den process som ska förbättras och genom att göra mätningar inom sagda process.  Man börjar ett projekt genom att definiera problemet, går vidare med att mäta den aktuella processen, analyserar sedan de data man fått in, försöker komma på lösningar och slutligen implementerar man den lösning man bedömt som bäst.   Vi gjorde en kvalitativ fallstudie på företaget och intervjuade över ett dussin personer som hade olika grader av bekanthet med Six Sigma, för att få utsagor från personer med olika perspektiv på metoden.  Av detta fick vi veta att de som har varit med i ett förbättringsprojekt eller har utbildat sig inom Six Sigma var begränsade till en knapp tiondel av de anställda på företaget, men att de som var insatta i metoden var ganska väl insatta.   Vi går igenom ett antal faktorer inom Six Sigma och projekt baserade på metoden och ställer dessa mot relaterade teorier så att vi kan dra slutsatser.   Slutligen tar vi upp våra slutsatser och avslutande reflektioner där vi kommer fram till att mycket av problemen med metoden ligger i om man inte använder den fullt ut utan försöker klara sig utan att ge de resurser som krävs men att metoden annars ger ett stabilt ramverk för processutveckling.

Uppsatsens tema är hur man kan arbeta med kvalitetsstyrning och kvalitetsutveckling inom fallföretaget Genevads. I uppsatsen studeras förekomsten av kvalitetsbrister i produktionsprocessen. Diagnosen leder fram till uppsatsens andra steg där vi söker efter bättre kvalitetstyrning och kvalitetsutveckling. Teoretiskt fokus ligger på "lean six sigma" och kvalitetsutveckling enligt "lean"-principerna.

Abstract SMT process is the most critical process to influence products quality in electronic assembly house process. Especially,the solder paste printing control is the key process to determine the yield rate of SMT quality. To own the capability to control quality of solder paste printing is the important thing what assembly house have to face it¡C For the purpose of gaining good SMT yield & solder paste printing stability ,the study use six sigma management technique & procedure (DMAIC--Define¡BMeasure¡BAnalyze¡BImprove & Control) make the main factors of solder paste printing¡Aincluding Printing speed¡BScraper pressure¡BStencil clean frequency¡Ato be the experiment factors of DOE(Design of Experiment)¡CThe DOE minimize the experiment number of times and provide a way of 2 levels factorial design combine RSM(Response Surface Methodology) experiment to get the optimization combination of factors¡¦ levels. Then evaluate how the optimization combination of factor levels to influence the quality of SMT¡C The study final found that there are a surprised & satisfied result on SMT yield improvement caused by optimization combination of factors¡¦ levels which 2 levels factorial design combine RSM experiment generated. It can provide the procedure & methodology for SMT assembly house reference to improve yield rate .

The purpose of this paper is to study underground Mark Six, which is among the most popular activities in Taiwan. Although it involves complicated financial transaction and lots of people, the deriving debt has no legal status according to principle ¡§the gamble debt is illegal¡¨ proscribed in Taiwanese civil law. This thesis focuses on how this system operates without the assurance of the legal system, which is widely believed as the foundation of modern property right. This Data were collected by in-depth interview and participant observation, including 23 interviewers in three main roles and other related actors, gamblers, brokers, bankers, and then, observing the transaction details of underground Mark Six in the illegal casino to analyze the issue specifically. This study identities three major mechanisms that maintain the operation of underground Mark Six: social Network, violence and risk Management. First, the definition of Social network is the relationship construction under the illegal Mark Six transaction. Trust and reputation, derived from the social network, protect transaction safety as a normative force. Next, the mechanism of violence is the transaction progress which judges in underworld way. Also, the mechanism of violence has the technique of evasion of law. Third, the mechanism of risk management is by different layers' actors to work on, and therefore, these actors cause the variation of transaction rule, method and restriction. In order to avoid debt quarrel, for instance, gamblers in lower layer usually decrease the risks by separating the creditor's right to different uplinks.For the brokers in the middle layer, they use a specific transaction record to insure the transaction execution. What's more is that the bankers in the top layer would control the signed Mark Six number for some specific number to prevent a horrible ¡§Hot Pack¡¨ result. I also find that recently Underground Mark Six is toward network technology, gathering with the traditional manual operation. These two executions so called ¡§Computer Operation¡¨ and ¡§Paper Operation.¡¨ Computer operation, moreover, is toward to be an institutionalization franchise, leading the Underground Mark Six to a technology operation, especially for account and managing risk.

With the increasingly fierce industry competition and customers demanding higher quality products or service at the same time, top-notch companies and academic communities have continuously evolved many tools, methods, standards for seeking the improvements in the operational performances to bridge gaps in customers¡¦ expectations. Among these practices, Six Sigma has been recognized as a systematic and structured methodology that attempts to improve process capabilities through its focus on customers¡¦ needs. It has been described as an approach for organizational changes, which incorporates elements with quality management and business process re-engineering. However, adopting Six Sigma into effect is a costly investment, assessments of implementation performance shall be prudently made. This study is based on the perspectives of institutional theory, implementation climate, innovation-values fit, and innovation-abilities fit with some modified measures from the viewpoints of large manufacturing companies. 323 samples were taken by stratified random sampling. The major findings are (1) Normative pressure might influence the employees¡¦ intentions of innovation implementation, but not enough to cause real actions. (2) The influence of an organization¡¦s climate upon the innovation implementation is not evident. (3) Innovation -value fit has directly influenced upon the innovation implementation and can directly enhance the performance improvements. (4) The influence of Employees¡¦ current abilities upon innovation implementation is evident.