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You are here: Lean Six Sigma Home » Archives for March 2007

March 2007

Queueing, Disneyland, and FastPass

by Pete Abilla on March 29, 2007

disneyland coupons, disneyland fastpass

Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn In a previous article, I discussed the Psychology of Queueing and my experience at Disneyland while on vacation with my family.   In this post, I want to briefly talk about FastPass at Disneyland, in the context of Queueing. FastPass is a feature that [...]

Explaining Variation

by Pete Abilla on March 27, 2007

variation in six sigma

Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn Most organizations collect and report on metrics that are not descriptive of their processes. Some of you may have noticed that most metrics that are reported are the “average” and some organization also use the “median”. Most people do not understand elementary statistics [...]

Psychology of Queueing & Disneyland

by Pete Abilla on March 26, 2007

Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn I went on vacation last week to Disneyland.  We had a lot of fun.  It was also a time to learn how organizations like Disneyland deal with queueing challenges, especially with systems under high stress and load.  In this post, I want to [...]

Unarticulated Customer Needs

by Pete Abilla on March 24, 2007

unarticulated customer needs, customer requirements, voice of the customer

Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn I’d venture to say that most products and services are bloated with features that customers most likely don’t care for;  I’ve been part of product development teams where the focus is on features, with an implicit goal to stuffing as many features as [...]

Ford’s Contribution to Just-In-Time

by Pete Abilla on March 23, 2007

henry ford just in time logistics

Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn The Just-in-Time (JIT) approach attempts to reduce costs and improve workflow by carefully scheduling material to arrive where needed at the proper time. Consequently, costs of inventories can be substantially reduced and the use of space can be conserved. In some cases this [...]

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