1.Introduction Sfd

7/30/2019 1.Introduction Sfd

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Sixsigma-introduction/bnj/AVBG

INTRODUCTION TO

SIX SIGMA


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What is Six Sigma?


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Six Sigma is a philosophy;

one of making fewer and fewer mistakes in

everything we do - from the way we

manufacture products to the way we fill out apurchase order.

As we discover and eliminate harmful sources

of variation, our process capability improvesand the defects (mistakes) go away.

WHAT IS SIX SIGMA?


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WHAT IS DEFECT?

1 2 3 4

CUSTOMERSProcess Steps

INPUTS

Business Organization

Products& Services

Payment5

Business Results:

Revenue, Profit, Cash Flow,

Shareholders


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WHAT IS DEFECT?

Failure to meet the

Standard of Performance.

Output of process in Time Sequence Output of processes in Time sequence

Failure to challenge the

Standard of Performance.

Y Y


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WHAT IS DEFECT?

Big Ys:Revenue (Y1)

Profit (Y2)

Cash Flow (Y3)


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WHAT IS DEFECT?

Big Y vs Small Ys:

Profit (Y 2)

Cost per Unit

(Y 2.1)Realisation per

Unit (Y 2.2)

Fixed

Costs

(Y 2.1.1)

Variable

Costs

(Y 2.1.2)

Existing

Customers

(Y 2.2.1)

New

Customers

(Y 2.2.2)


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WHAT IS DEFECT?

Big Yvs Small Ys:

Cash Flow (Y 3)

Inventory

(Y 3.1)

Payables

(Y 3.3)

Stores

(Y 3.1.1)

FGI

(Y 3.1.3)

Receivable

(Y 3.2)

WIP

(Y 3.1.2)


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5004003002001000

400

350

300

Observation Number

Individu

alValue

Chart for OUTPUT/Hr.

1 1 1

1

1

1111111

1

1111

11

111

11

1

1

11111111

1

1

11111

11111

1

1

1

1

111111

11

11111

111

1111111 11111

11111111

1111

1

11111111

1

1

111

1

111111111

1

111

1

11111

11111

1

111111

1

111111 1

1

1 1 11

11

1111111

Mean=340.4

UCL=357.7

LCL=323.2


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Six Sigma is a Statistical Measurement

Sigma Rating of a Process is measure of

Goodness of a process w.r.t. its ability to meet

the Standard of Performance.

Higher is the Sigma Level of a process, better

is its ability to meet the Standard of

Performance and hence fewer and fewer

defects .

WHAT IS SIX SIGMA?


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SIGMA RATING AND LEVEL OF DEFECT

Sigma Rating Defect(ppm) Yield(%)1 690,000 30.92 308,537 69.2

3 66,807 93.2

4 6,210 99.4

5 233 99.98

6 3.4 99.9997

ppm: Parts per million


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Six Sigma is a statistical measurement

The Sigma Rating allows us: To draw comparisons between similar or

dissimilar products, services and processes.

To see how far ahead or behind we are.

To set the target for Process improvement

To gauge our pace in the race for total customer

satisfaction.

WHAT IS SIX SIGMA?


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Three Sigma would be equivalent to one misspelled

word per 15 pages of text.

Six Sigma would be equivalent to one misspelled

over 300,000 pages, quite a difference indeed.

Three Sigma versus Six Sigma


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SHOULD ALL PROCESSES BE

AT SIX SIGMA?

The airline fatality rate is about 6.5

sigma, but airline baggage handling isabout 4 sigma


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Six Sigma as a Business Strategy

WHAT IS SIX SIGMA?

Sigma Rating

Customer

Satisfaction

Costs

Customer Value

Shareholder Value


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Basic Tenets of Six Sigma

Customer Orientation

Process OrientationSpeak with facts


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NO COMPANY MAKES MONEY INSIDE

THE ORGANISATION

EVERYTHING DONE INSIDE THE COMPANY IS

COST

ONLY WHEN THE COMPANY GOES OUTSIDE ITHAS AN OPPOURTUNITY TO MAKE MONEY

SO, WHAT IS THEREAL PURPOSEOF BUSINESS ?



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THE REAL PURPOSE OF BUSINESS IS:

TO FIND CUSTOMERS

SUCCESS IN FINDING THEM

AND SATISFYING THEM

IS MEASURED BY THE

PROFITS

WE MAKE



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The best six sigma project begin not inside thebusiness but outside it, focused on answeringthe question - how can we make the customer

more competitive? What is critical to thecustomers success?..

One thing we have discovered with certainty isthat anything we do that makes the customermore successful inevitably results in a financialreturn to us.

Jack Welch



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C

U

ST

O

M

ER

MARKETING ENGINEERING

PROCUREMENT

MANUFACTURINGDESPATCH

Every Organization is like a Relay Race



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Focusing on the Inside will hurt ...



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COMPETITIORS

Capital

Market

LaborMarket

Suppliers

ENVIRONMENTAL INFLUENCES (Government, Economy, Culture)

Process orientation

C

U

ST

O

M

E

R

S

Business OrganizationAcquire

Order

Execute

Order

Deliver

Order

Support Processes:

Leadership

HR

Finance, etc.


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Enabler

WorldClass

Contenders

Wont go the

Distance

Punch Bag Promising

60%

0%60% 100%

80%

80% 100%

Process orientation


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Functional Silos

QCD QCD QCD QCD

Marketing Engineering Production Dispatch

Process orientation


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Functional Silos

QCD QCD QCD QCD

Marketing Engineering Production Dispatch

Customer

Process orientation


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INDENTOR

/US

ER

PURC

HASE

STO

RES

PROCUREMENT PROCESS

RightQuality

Quantity

Price

Time

FUNCTIONAL vs PROCESSTARGET

Process orientation


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Process Measures

Marketing Engineering Procurement Manufacturing Sales

Customer

CustomerM1-E= EXT/CR MEASURESM1-I = INT/BUSINESS MEASURESM2 = SUB-PROCESS MEASURESM3 = KEY PROCESS STEP MEASURES

M1-I

M1-E

M2

M2

M3 M3M2

Process orientation


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S k ith F t


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IN GOD WE BELIEVE,

FOR EVERYTHING ELSE

BRING DATA

Speak with Facts

S k ith F t


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DATA COLLECTION:

What?

How?

How much?

Depends on OBJECTIVE of Data?

Speak with Facts

S k ith F t


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DATA COLLECTION: OBJECTIVE?

Know current Status

Investigate / Experiment

Control for future

Speak with Facts


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What is Six Sigma?Proven benefits of Six Sigma system are diverse,

Including:

Cost reduction

Productivity improvement

Market share growth

Customer retention

Cycle -time reduction

Defect reduction

Culture change, etc.

Genius of the And


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YearRevenue

($B)

Invested

($B)

%RevenueInvested

Savings

($B)

%RevenueSavings

1996 79.2 0.2 0.3 0.2 0.2

1997 90.8 0.4 0.4 1 1.1

1998 100.5 0.5 0.4 1.3 1.2

1999 111.6 0.6 0.5 2 1.8

Six SigmaCosts and Savings at GE


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Allied Signal

Allied Signal, which was on the verge of bankruptcy was made

profitable by CEO Larry Bossidy through Six Sigma.The company implemented Six Sigma program in 1994. The

cumulative impact on the savings in the direct costs during this

period (till 1999) was more than US$ 2 billion

Asea Brown Boveri

ABB, after application of Six Sigma has reduced

equipment error by 83%. The company also made drasticimprovements in material handling resulting in an annual

estimated cost savings of US $775000.


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Johnson & Johnson

Reported in its respective annual reports that Six Sigmasaved $200 million in 1999, $350 million in 2000, and $500

million in 2002.

Ford Motor Company

On its website reported that its customer driven 6-sigma

initiative contributed more than $52 million to the bottom

line in 2000, its inaugural year , with the expectation of

delivering another $200 million by the time the 2002annual report was published.


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Honeywell

Honeywell states on its website thatSix Sigma projects have saved $500Million in 1998, $500 Million in 1999

and $700 Million in 2000.


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PROJECT BY PROJECT APPROACH

A PROJECT IS A PROBLEM CHOSEN FOR

SOLUTION.

ALL IMPROVEMENT IS MADE PROJECT BY

PROJECT AND IN NO OTHER WAY.

WHATEVER IS NOT A PROJECT WILL NOT

GET IMPROVED.

JM JURAN

METHODOLOGY


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METHODOLOGY

Identify Six Sigma

Projects

Carryout Six SigmaProjects

Integration with Business

Planning Process

Institutionalization

Management Team Buy-in

Creating Organization

for Six Sigma

Training People on SixSigma


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ORGANIZATION

FOR SIX SIGMA


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Management Team

The CEO should be the main driver of the Six Sigma program.

Under him departmental / functional heads have to take

charge in implementing the program. They are called Six

Sigma Champions

The Champions must have knowledge on applications and

interpretation of statistical tools.


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Six Sigma Black Beltworks with:

The resolve toattain

greater heights


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Six Sigma Black belts believe that

Standardsexist to be

superseded


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SIX SIGMA ORGANIZATION


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SIX SIGMA ORGANIZATION

Six Sigma project Teams Owned byChampions and led by Black Belts

Responsibilities of CHAMPION as Sponsor


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of Six Sigma project:

Ensuring that resources are available for training and projects

Participating in project reviewParticipating in Project selection and scoping

Providing Strategic direction to the project team

Staying informed about the teams progress

Helping the Black Belt overcome road-blocks

Keeping the team focused on the desired result

Redirecting the teams activities, if unanticipated events occur

Keeping the Management Team informed

Being accountable for the results.


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Understandsthe BigPicture of the business.

Understands clearly where Cost is incurred and where

Value is added.

An expert in application ofprocess improvement tools.

Capable ofconsulting, mentoring and coaching.

Drives change by challenging conventional wisdom.

CHARACTERISTICS OF SIX SIGMABLACK BELT


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ROLES OF A SIX SIGMA BLACK BELTMentoring:Cultivate a network of local Six Sigma individuals

at the local organization or site.

Teaching: Provide formal training of local personnel in newstrategies and tools

Coaching:Provide a one-on-one support to local personnel

Transferring:Pass on new strategies and tools in the form of

training, workshops, case studies, local symposia, etc. Discovering:Finding application opportunities for Six Sigma

strategies and tools, both internal and external (e.g., suppliersand customers)

Identifying: Surfacing business opportunities throughpartnerships with other organizations

Influencing:Selling the organization on the use of Six Sigmastrategies and tools


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Master Black Belts - Responsibilities

The Master Black Belts should take the mainresponsibility of implementing Six Sigmaprogram.

They must assist the organization in identifyingSix Sigma projects and also develop and trainBlack Belts under them.


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TRAINING PEOPLE

FOR SIX SIGMA

WHAT MADE SIX SIGMA


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WHAT MADE SIX SIGMA

SUCCESSFUL AT GE

Quotes from GE Annual Report 1997

GE had a huge advantage that accelerated our quality

efforts: we had a Company that was open to change,

hungry to learn and anxious to move quickly on a good

idea.

Six Sigma is quickly becoming part of the genetic code of

our future leadership


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CHAMPION CERTIFICATION

Successful completion of Class-room training

+

Successful completion of at least One High

impact Six Sigma Project in his work-area.


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BLACK BELT CERTIFICATION

Class Room Training ( Phase 1)6days

Carry out Six Sigma Project12 weeks (app.)

Class Room Training ( Phase 2)6daysContinue Six Sigma Project12 weeks (app)

Evaluation and Certification


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Attendance during Class room training Phase 1 and 2

Faculty assessment during the training

Obtaining Qualifying Marks in the Tests during training

Successful completion of the Project

Evaluation of learning from project by expert

-

EVALUATION CRITERIA


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How to identify Six

Sigma Projects?


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IDENTIFY SIX SIGMA

PROJECTS

Six Sigma Project Identification Process depends

on the Objective of implementing Six Sigma:

Strategic Improvement

Problem Solving.

IDENTIFY SIX SIGMA PROJECTS


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Problem Solving:

Fixes specific areas of high cost, rework,delays, Customer Complaints.

With an urgency of results driving nearly everysix sigma start-up, most organizations choose

to jump on this objective.

Only problem solving can not bring highimpact on Business as there is always a dearthof problem after some time.



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Strategic ImprovementTargets key strategic or operational

weaknesses or opportunities.Strategic improvement effort lead to fewer key

improvement projects with each project

creating high business impact.


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Existing New

Customers

Product

Existing

New

Problem

Solving

VOC

Product

modifications

Marketing

New applications

R&D

Time to

market

Strategic Projects

QFD FOR PROJECT IDENTIFICATION


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WHAT

(Voice ofCustomer)

HOW(Product/ Service

Specification)

RELATIONSHIPMATRIX

Ranked Hows

WHAT

(Ranked Product/

service Specification)

HOW(Process Stages)

RELATIONSHIP

MATRIX

Ranked Hows

(Voice of Customers)

QFD FOR PROJECT IDENTIFICATION


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WHAT

(Voice of

Shareholders)

HOW

(Process Stages)

RELATIONSHIP

MATRIX

Ranked Hows

(Voice of Shareholders)

SELECTING HIGH IMPACT


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SELECTING HIGH IMPACT

PROJECT

LOW HIGH

CUSTOMER IMPACT

Priority-1

Priority-2

Priority-3

Priority-4


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CATEGORIES OF CUSTOMERS

1 WEAVING USE 40%

2 KNITTING USE 30%

3 INDUSTRIAL END USE 30%

RELATING CUSTOMER REQUIREMENTS TO


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RELATING CUSTOMER REQUIREMENTS TO

INTERNAL MEASURES

Sr.no Customer

Requirements

Quality parameters / Measures

Count

Variation

Uster (%) Yarn

Strength

Elongation IPI Yarn

Hairiness

Length in

Cone

Whitenes Knot/Splic T.P.I.

1 Uniform Fabric 8 9 3 3 3 3 3 3

2 Fabric Strength 6 3 9 3 1 3

3 Productivity 5 9 3 3 3 3

4 Less Wastage 5 3 9

WEIGHTED RATING 90 24 114 15 24 57 60 24 45 42

Degree of

importance

(Scale 1 to 9)

Very important: 9

Somewhat important: 3

Low effect: 1


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PROCESSES & THEIR EFFECTSr.no. Quality Measures Rating Sub processes & their effect on quality measures

Fibre BlowRoom

Carding Drawing Simples RingSpinning

Winding ParallelWinding

Doubling&

Twisting

FinalInspectio

n &

Packing

1 Count Variation 90 1 3 9 3 9

2 Uster 24 1 3 3 9

3 Yarn Strength 114 9 3

4 Elongation 15 9 3 3

5 IPI 24 9 3 3

6 Hairiness 57 9 3 3

7 Length in cones 60 3 3 9 9

8 Whiteness 24 9 3

9 Knot /Splice 45 9 3 9

10 T.P.I. 42 3 9

PROCESS RATING 1,377 162 1,062 1,062 342 2,178 1,188 675 999

PRESENT SIGMA LEVELStage Sub process Checks Specification Limits Observed Performance for Oct'01 Cp Cpk Sigma


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g

no.

p p p p g

Level

USL LSL Avg. S.D. Max Min

1 Fibre Moisture (%)

2 Blow Room Blend Variation 67.00 66.00 66.40 0.067 66.68 66.24 2.64 2.14 6.42

3 Carding Wrapping Cv

Uster (%)

4 Drawing Wrapping Cv 0.18 0.12 0.15 0.014 0.18 0.12 0.73 0.71 2.13Uster (%) 2.30 1.90 2.13 0.043 2.27 2.06 1.62 1.40 4.20

5 Simplex Wrapping Cv

Uster (%) 3.50 2.90 3.22 0.091 3.44 3.04 1.03 0.96 2.88

6 Ring Spinning Count Cv 1.60 1.00 1.35 0.092 1.56 1.26 1.02 0.98 2.94

Uster (%) 9.70 8.50 9.13 0.174 9.74 8.65 1.15 1.10 3.30

I.P.I.

Hairiness 4.50 3.50 3.97 0.216 4.50 3.53 0.77 0.73 2.19

Strength 19.00 17.00 18.15 0.601 19.31 17.11 0.83 0.75 2.25

Elongation 14.00 11.00 11.93 0.677 13.67 11.04 0.74 0.46 1.38

7 Winding I.P.I.

Uster (%) 10.50 9.00 9.64 0.205 10.05 9.20 1.22 1.04 3.12

Hairiness 6.00 4.40 5.26 0.302 5.80 4.74 0.88 0.82 2.46

Yarn Strength 18.50 15.50 17.70 0.613 18.30 16.31 0.82 0.67 2.01

Length in cone

Elongation 12.50 10.50 11.68 0.590 12.64 10.40 0.56 0.46 1.38

8 Parallel winding Knot/Splice Str.

Length

9 Doubling &

Twisting Knot StrengthHairiness 8.50 7.10 7.76 0.280 8.35 7.13 0.83 0.79 2.37

TPI

Strength 19.50 16.50 18.17 0.560 19.10 17.14 0.89 0.79 2.37

Elongation 15.00 12.50 13.77 0.484 14.82 12.90 0.86 0.85 2.55

Uster (%) 8.30 7.30 7.82 0.176 8.18 7.53 0.98 0.94 2.82

10 Final Inspection Visual

11 Packing Wt. Of carton

Average: 2.75

Project selectionHi h i t d L Si L l h t i ti


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Stage no. Importance Sub process Checks Sigma

Level

1 1377 Fibre Moisture (%)

2 162 Blow Room Blend Variation 6.423 1062 Carding Wrapping Cv

Uster (%)

4 1062 Drawing Wrapping Cv 2.13

Uster (%) 4.20

5 342 Simplex Wrapping Cv

Uster (%) 2.88

6 2178 Ring Spinning Count Cv 2.94

Uster (%) 3.30

I.P.I.

Hairiness 2.19Strength 2.25

Elongation 1.38

7 1188 Winding I.P.I.

Uster (%) 3.12

Hairiness 2.46

Yarn Strength 2.01

Length in cone

Elongation 1.38

8 675 Parallel winding Knot/Splice Str.

Length9 999 Doubling & Twisting Knot Strength

Hairiness 2.37

TPI

Strength 2.37

Elongation 2.55

Uster (%) 2.82

High importance and Low Sigma Level characteristics are

selected as Improvement projects


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Customer Voice

Priority

BundleTenacity

Condition

Tenacity

Condition

Elongation

LongFibre'S'

LongFibre(M+P)

Spg.Faults-Free

Bales(G+R)

Denier

Whiteness

Brightness

OPU

Nepspergram

ShortFibre

.

Moist.Range(11-

13OTIF

Timetakento

resolvecomplaint

O O O

CSP 10 9 9 3 1 1 1 3 1 1 3 3 1 3 - -

Shade Variation 9 1 1 1 1 1 1 1 9 9 1 1 1 3 3 3

Imperfection 8 3 3 3 3 3 3 3 1 1 3 9 3 3 - -

Yield 7 3 3 3 3 3 3 1 1 1 3 3 3 9 - -

Delivery 8 - - - - - - - - - - - - - 9 3

After Sales service 9 - - - - - - - - - - - - - 3 9

Total - 144 144 84 64 64 64 70 106 106 84 132 64 144 126 132

PROJECT IDENTIFICATION FROM VOICE OF CUSTOMER

Product

Specification


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PROCESSES /

PRODUCT

SPECIFICATIONPRIORITY

Order

Processing

RM

procurement

Viscose

Preparation

CS2/Acid

Preparation

Spinning

After

Treatment

Drying

Baling&

packing

Recovery

Steam&

power

Storage&

Despatch

ETP&WTP

Invoice&

Accounting

Maintenance

Storage&

issue

Skill

1 Bundle Tenacity 1449 9 9

2 Condition tenacity 144

9 9 93 % Prodn. In Moist.

Range (11-13)

144

9 3

4 Time taken to

resolve complaint

132

3 3

5 NEPS per gram 1323 3

2592 2592 396 1692 2592 432 396 396

PRIORITISATION INDEX FOR SIX SIGMA PROJECT


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MAPING THE

VOICE OFSHAREHOLDER


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VOICE OF SHAREHOLDER Priority

Raw

Materials

Stores

Items

Raw

Materials

Stores

ItemsMachine

Man

Power

1 Raw material Consumptio 10 9 9 9 1 1 1 1 1

2 Steam Consumption 10 9 3 3 1 1 1 1 1

3 Power Consumption 10 9 3 3 1 1 1 1 1

4 Stores Consumption 8 1 1 1 9 1 3 3 1

5 Repairs to Machinery 6 1 3 1 3 1 3 3 1

6 Over Time 3 1 1 1 1 1 1 1 1

7 Employee Cost 3 1 1 1 1 1 1 1 9

8 Admn. Expenses 1 1 1 1 1 1 1 1 1

9 Selling Expenses 1 1 1 1 1 1 1 1 110 Interest 3 1 1 1 1 3 1 1 1

11 Depriciation 1 1 1 1 1 1 1 1 1

RELATIVE IMPORTANCE 296 188 176 132 62 84 84 80

Improvement in

Consumption

Ratios

Reduction in

Purchase Cost

Increase in

Productivity


Reduction

in

Equipment

Down time

Reductio

n in

Working

Capital


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PROCESSES /

PRODUCT

SPECIFICATIONPRIORITY

Order

Processing&

Prodn.planning

RM

procurement

Viscose

Preparation

CS2/Acid

Preparation

Spinning

AfterTreatment

Drying

Baling&

packing

Recovery

Steam

&power

Generation

Storage&

Despatch

ETP&WTP

Invoice&

Accounting

Maintenance

Storage&issue

Skill

Information

System

1 Reduction in RM consumption Ratios

CS Lye 10 9 1 3

Steam 10 3 1 9 1 9 9Power 10 9 9 9 9 9 1 9

Coal 10 92 Reduction in Purchase cost of RM

CS Lye 5 9

Sulphur 5 3

Charcoal 5 33 Reduction in Working Capital

Steam Coal 3 9

Stores SparesInventory (FM)

3 9

RM Inventory 3 3

75 210 100 190 100 180 10 210 90 63

G R A S I M

GRASILENE DIVISION : HARIHAR


SIX SIGMA PROJECT - STEPS


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SIX SIGMA PROJECT - STEPS

There are 5 fundamental steps involved inapplying the breakthrough strategy for achieving

Six Sigma.

Define

Measure

Analyze

ImproveControl

DMAIC


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Develop Business case and Team charter

Map the Current Process

Listen to the Voice of Customer

Define the Scope and Purpose

Define the boundaries

Expected resource needs

Project Timeline

DEFINE


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Collect baseline data that pinpoints problem location and

occurrence

Develop a sampling strategy

Validate your measurement system

Determine Process Capability and Sigma Level

Learn concepts and tools needed to collect reliable and

accurate data A focused problem statement

MEASURE

ANALYZE


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Process door Vs Data door

Identify potential causes ( Y= f (X1, X2, X3, Xn))

Create detailed process map and do value-added flow

analysis

Find, change in which Xs affect Y and in what manner,

using Statistical Techniques.

Ultimately find which Xs are critical to move the Y in the

desired direction and at what level those Xs are to be

maintained

ANALYZE

IMPROVE


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Evolve an effective solution that addresses the root cause ofthe problem.

Evolve Should Process and its potential impact ( cost-

benefit analysis)

Assess risks and conduct Pilot Implementation

Routine implementation plan including budget, time line

and responsibilities.

IMPROVE

CONTROL


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Develop Control plans and Control Charts to ensure thatgains are maintained.

Routine Implementation of Control Plan.

Standardize and Document effective methods

Evaluating Results, Summarize key learning's

Conduct revalidation when changes occurs in the Process /Product.

CONTROL

Integration with Business planning


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Perspective Financials :

What do share holders expect and what objectives on thefinancial perspective does this imply?

Objectives

Perspective Customer / Markets: Which objectives have to be set in order to satisfy our

customers and to achieve the financial targets?

Objectives

Perspecitve Internal Processes: Which objectives have to be set regarding our processes

in order to fulfill the customer expectations in light of the

market conditions?

Objectives

Perspective Learning and Growth: Which objectives have to be set in order to develop crucialknowledge base, employees skills and future technologies?

Objectives

Integration with Business planning

Identify Six Sigma Project during Business Planning

Ca se and Effect Relationships


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Financial

Market

share

On-timeDelivery

Customer

Loyalty

ProcessCycle Time

ProcessQuality

EmployeeSkills

Process

Customer

Learning &Growth

Cause-and-Effect Relationships

From: R.S. Kaplan and D. Norton


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For the successful implementation of a strategy


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12/20/2012 89

source: Motorola University (adapted by Horvth)

goals

abilities action plan resources incentives

goals

goals

goals

goals

abilities

abilities

abilities

abilities

action plan

action plan

action plan

action plan

resources

resources

resources

resources

incentives

incentives

incentives

incentives

+

+

+

+

+

+ + +

+

+

+

+

+ + +

+

+

+

+

=

=

=

=

=

=

confusion

fear

failing launch

frustration

little change

chaos

goals abilities action plan resources incentives+ + + + = intendedchange

information+

+

+

+

+

information

information

information

information

+ information

p gy

PEOPLE CAN BE DIVIDEDINTO THREE CATEGORIES


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INTO THREE CATEGORIES

THOSE WHO WONDER

WHAT HAPPENED

THOSE WHO MAKE

THINGS HAPPEN

THOSE WHO WATCH

THINGS HAPPEN

J

K

L

Documents

1.Introduction Sfd