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Excel®
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1.
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Random Numbers
- The spreadsheet contains details about:
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2. |
Fix
When Broken Life Cycle Cost Simulation – The spreadsheet contains Weibull failure details
for a single component on a fix when broken basis that generates life cycle
costs details and generates NPV calculations.
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Life
Cycle Cost Simple Model With Many Items – The spreadsheet follows a fix when broken strategy to calculate life
cycle cost for many items including capability for annual electrical costs,
etc. and to produce a NPV calculation.
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4.
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Planned
Replacement Life Cycle Cost Simulation – The spreadsheet allows selection of a timed replacement strategy for a
single cost item to calculate life cycle cost details and generate NPV
calculations.
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5.
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Key Performance Production
Criteria – The Monte Carlo spreadsheet
shows how typical key performance indicator (KPI) statistics relate to
Weibull process reliability plot characteristic value for the best 5
consecutives day average, best 7 consecutive day average, best 20 consecutive
day average, etc. with errors shown as % when measured to the Weibull process
plots characteristic values.
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6.
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Inspection Test –
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7.
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MCSAMPLE—Download a small subset of MonteCarloSimulationS which is a free, complimentary software. This demonstration software shows how to use random numbers in a spreadsheet environment to simulate the reliability of simple and complicated systems. If you find these freebie models are helpful for solving your problems, see details below for purchasing the full set of software. The MCSAMPLE.XLS file contains: ·
Why use
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8.
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Paycheck Simulation- This simulation is described in the April ‘04 problem concerning Process Reliability Line Segments. When you have a production process, it will demonstrate variability in output which is described by the Weibull beta value. The Weibull characteristic value eta will describe the magnitude of the output. A process reliability value describes the point where common-cause variability gives way to special-cause variability. Daily production output drives the monthly paycheck for the company. The paycheck simulation is intended to show individuals the connection with the process output measures and how similar variability would appear in their monthly paycheck. [If you’ve just declared you don’t want variability in your monthly paycheck maybe the light bulb is about to glow over your head as you make the connection between expectations for the company to control output variability!---yes, I know you want the big positive variations but not the downside variations. Got it?] Take your net paycheck value for the eta value. Use the beta from your production process. Include the reliability of your production process along with the process reliability to demonstrate the high variability that would exist for your personal paycheck if it varied as much as your process. Do you like the variability in your monthly paycheck? Most operations have the mistaken opinion they are #1 in their field, and if you’re #1, why should you change? The phenomenon that we’re #1 is call denial. For example, read the book by Dr. Elisabeth Kübler Ross,
M.D., on Death
and Dying. Her book was based on observations of patients dying in
1.
Denial, ßWhy should we change? Don’t you know we’re #1! This program will blow over. Sit tight.
2. Anger, ßThe white shirts hate us, we’re
doing the best we can! They’re
punishing us.
3.
Bargaining,
ßWould 10% more output make you
happy, and then get off our back?
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Depression, and ßThey don’t appreciate me, and I work so hard—the bastards!
5.
Acceptance. ßI’ve got to get a new job, I can’t live in this environment! The same stages
are required for burying an inferior (remember, we’re #1!) manufacturing
process so you can get a break thorough. While Dr. Ross, a Swiss
physician, defined these stages for clarity, she was a pragmatist and not
nearly as rigid as some of her critics want to describe her based on the late
1960’s which I attended. The purpose of the simulation is to show you how your process is performing based on your personal paycheck—ask the question: How would your mate view the need for making process improvements if your paycheck varied as much as your manufacturing process? |
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Page under construction—more later. |
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