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Ramiro Brekke

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Math and Arithmetic

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What are whole numbers

What are the whole numbers

Can a fraction be a natural number

All integers are whole numbers

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Math and Arithmetic

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Round the number to the nearest ten and the nearest hundred 856

What is 813 rounded to the nearest ten

What is the least number that rounds to 700 when you round to the nearest hundred

What is the smallest number that rounds to 400 to the nearest hundred

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Math and Arithmetic

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How many Excused absent days allowed Illinois in elementary school

Two hundred students are traveling by bus on a fieldtrip. The maximum number of students allowed on each bus is 84 How many buses are needed for the trip

If a book is 316 pages and you have to read it in four days how many pages will you read per a day

What is the Equation for a compound containing 3 atoms of carbon and 8 atoms of hydrogen combined in a reaction with oxygen molecules the 2 end products of this equation are carbon dioxide and water

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Q: What is 6.941 rounded to the nearest whole number?
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What is 6941 rounded to 3245 rounded to the nearest tens?

6,940 3,250


What is 7003 minus 62?

6941


What is the phone number of the East 131St St. Branch Library in Cleveland?

The phone number of the East 131St St. Branch Library is: 216-623-6941.


What are the release dates for The Young and the Restless - 1973 1-6941?

The Young and the Restless - 1973 1-6941 was released on: USA: 7 August 2000


What are the release dates for Days of Our Lives - 1965 1-6941?

Days of Our Lives - 1965 1-6941 was released on: USA: 5 January 1993


How much more is 3451 than 6941?

its not more at all. its 3490 less


What is the contact telephone number for Osprey Publishing?

Osprey Publishing manufactures history textbooks from ancient times to current affairs. An individual can contact Osprey Publishing by calling 1-866-620-6941.


Where is the Benzie Area Historical Museum in Benzonia Michigan located?

The address of the Benzie Area Historical Museum is: 6941 Traverse Ave, Benzonia, MI 49616-0185


What brand and model of car speakers are the best for the price ?

The Sony Xplod Xsr-6941 / Xsr6941 6X9 in. speakers are where you get your bang for your buck. They are capable of producing high volume sounds and are durable.


Where is the Grand Island Heritage Zoo in Grand Island Nebraska located?

The address of the Grand Island Heritage Zoo is: 2103 W Stolley Park Rd, Grand Island, NE 68801-6941


Where are the best car speakers for high volume ?

Most speakers that are capable of producing good sound with high volume are expensive and are made by Sony. You should try looking at these Sony Xplod Xsr-6941 / Xsr6941 6X9 in..


How can one get advice on investing in UK shares?

Redmayne Bentley is one of the UK's largest independently owned stockbrokers. The firm is a member of the London Stock Exchange. You can call the head office at 0113-243-6941 to find out more information.


Will 2009 silverado have 6 speed transmission?

Yes it will http://eogld.ecomm.gm.com/NASApp/domestic/newfeatures.jsp?year=2009&regionID=1&divisionID=1&vehicleID=6941 much thanks topher roybal


Differentiate between Worst case analysis and Monte Carlo analysis?

A complete Six Sigma Mentoring System. This is going to be the industry standard in driving Lean Six Sigma projects. Voice guided with instructions how and where to. Has Continuous training as it walks you through the DMAIC methodology, does statistical analysis, reports and tracks the whole project. No limits to amount of projects, users or capabilities. We will custom tailor to your companies operating applications. This is 1/5 the price of the leading industry software with everything they do not offer in training and analysis. Call 713-436-6941 A demonstration is a must.


How do you make graphs in sigma plot?

Statistical analysis software, you need data to make a graph. http://www.dbar-innovations.com has a complete Lean Six Sigma Mentoring software system with continuous training,analyisis tools,and multi project management system. Single user or corporate site licenses.713-436-6941


Is there anywhere in the RaleighDurham NC area offering free training in Six Sigma or Lean?

There are many online Training companies, I suggest after you get training to have some hands on help to guide you through this complex methodology. Here is aA complete Six Sigma Mentoring System. This is going to be the industry standard in driving Lean Six Sigma projects. Voice guided with instructions how and where to. Has Continuous training as it walks you through the DMAIC methodology, does statistical analysis, reports and tracks the whole project. No limits to amount of projects, users or capabilities. We will custom tailor to your companies operating applications. This is 1/5 the price of the leading industry software with everything they do not offer in training and analysis. Call 713-436-6941 A demonstration is a must. http://www.dbar-innovations.com I have you covered, don't even leave your office. http://www.leansigmamart.com These people offer the most incredible package I have had a chance work with. Live Training with a real person right from your own computer. Knowledge is deep; class is very easy to learn from. 14 week class for ONLY $999.00 that's $72.00 per week. You will get a free software package worth $1475.00 that has six sigma templates, analysis mentoring, and DMAIC mentoring. WOW!


What is a Sigma 6 Company?

A six sigma company has a Quality department that endlessly seeks to improve their business or manufacturing process through a proven method that uses data to analyze and see defects in the process that can not be seen with your eyes. Six Sigma is a methodology like a road map to follow that Defines the project, determines the Measurement system, Analyzes the problem of the root cause, Then uses the data to improve the process while constantly keeping it in Control. * * http://www.dbar-innovations.com * Mentorsoftpro, A complete Lean Six Sigma Mentoring, training, statistical analysis and multi project tracking management system. In other words, all you would ever need to do any Six Sigma project, one at a time, twenty at a time or a corporation capable software system. * Starting with understanding the DMAIC method, with out this you are never going to have successful results. I recently discovered this site dedicated to answering all the Lean Six Sigma / process improvement needs and questions. They offer a very complete software system that will walk you through the entire DMAIC methodology. It has a training video at every possible step including example data, video demonstration, voice guided instructions, templates for every step and a management tracking system. 713-436-6941


How many days does the Hebrew calendar have?

Unlike the secular January to December calendar, which is based entirely on the solar cycle, the Hebrew calendar is based on both the solar and lunar cycles.Since solar and lunar cycles do not match (a solar year being approximately eleven days longer than twelve lunar months), this results in Hebrew years of varying length over a nineteen year Metonic cycle of 235 months with an extra "leap month" added every two or three years for a total of seven times in every nineteen years - this is known as Adar II and comes just before the month of Nisan, with the "II" added to distinguish it from Adar Aleph ("the first Adar"). Each of these nineteen year periods can be either 6939, 6940, 6941 or 6942 days in total - none of which can be divided by seven, so that the Metonic cycles themselves follow a pattern lasting for 36,288 cycles, or 689,472 Jewish years. This means that a Hebrew year can have either 353, 354, 355, 383, 384 or 385 days.Complicated, isn't it? In the past, rabbis and Jews with really quite phenomenal mathematical skills laboured long and hard to work out the complexities of the Hebrew calendar - thankfully computers have made it all a lot simpler.


How you use six sigma in software quality development?

* http://www.dbar-innovations.com * Mentorsoftpro, A complete Lean Six Sigma Mentoring, training, statistical analysis and multi project tracking management system. In other words, all you would ever need to do any Six Sigma project, one at a time, twenty at a time or a corporation capable software system. * Starting with understanding the DMAIC method, with out this you are never going to have successful results. I recently discovered this site dedicated to answering all the Lean Six Sigma / process improvement needs and questions. They offer a very complete software system that will walk you through the entire DMAIC methodology. It has a training video at every possible step including example data, video demonstration, voice guided instructions, templates for every step. The goal of Six Sigma is to increase profits by eliminating variability, defects and waste that undermine customer loyalty.A well-documented failure mode and effects analysis (FMEA) with robust action plans and implementation will help an organization avoid rework in software projects, irrespective of the project type (full life cycle development, enhancement or maintenance/production support). In each case, there is an existing process, with a number of process steps/activities. FMEA can unravel the potentially weak steps and show where things may go wrong and where to focus. The FMEA tool - either within a full-fledged Six Sigma DMAIC cycle or without - adds immense value to software projects. The FMEA process begins by identifying the ways in which a product, service or process could fail. A project team examines every element of a process, starting from the inputs and working through to the output delivered to the customer. At each step, the team asks, "What could go wrong here?" The team then figures the probability of each possible failure (known as "occurrence"), the damage it will inflict should it actually fail (termed as "severity"), and the likelihood of finding such failures before final delivery (called "detection"). These three parameters are ranked on a 1-to-10 scale and the product of these three is called the risk priority number, or RPN. The RPN indicates which of the process steps or design components are high-risk items and need to be attended to first for medication and/or control measures. Once this is done, the team has to brainstorm action plans to either reduce occurrence or improve detection. Severity normally remains the same. During the brainstorming, team members need to be clear that the action items should not sound like a wish list or a statement of intent, but should be aimed at adding, deleting or modifying an existing process. If a project team recommends such vague actions as, "Peer reviews should be more effective" or "Problem tickets should be assigned to a team member within 30 minutes of receipt by the team leader," little or no improvement can be expected. Instead, the action points need to be more precise, such as, "If the team leader does not assign a ticket coming to the queue in 30 minutes, a pop-up message will be generated to remind them." The action items vary from introduction of checklist, to mandating reviews before a code release, to planning backup resources, to timely assignment/transfer of problem tickets, etc. Whatever the recommendations, after their implementation, the process flow chart is changed. And once done, the FMEA is executed again in the new process to calculate the reduction in the level of risk exposure. Thus the objective is to first identify the potential risks and then take corrective/preventive action to eliminate or at least reduce those risks. To get the best results, FMEA should be done at the beginning of a software project and every three to six months thereafter. However, it is never too late to do an FMEA. The exercise can be done at anytime during the course of the software project. Besides, if a Six Sigma project is executed to improve performance of an ongoing and long-duration software project (especially one that involves maintenance/production support in addition to development/enhancement), executing a FMEA can add considerable value. Here, FMEA should be part of a "look-ahead meeting," which software project teams normally do to proactively reduce defects/bugs. FMEA is a group activity, normally with six to ten on the team. It may be done in more than one sitting, if necessary. The process owner, or project manager, is normally the leader of the FMEA exercise. However, to get best results, multi-disciplinary representatives from all affected activities should be involved. Team members should include subject matter experts and advisors as appropriate. Each process owner also is responsible for keeping the FMEA updated. The heart of the FMEA is the action points arising out of it and the subsequent process improvement that happens when these actions are implemented. A project team at a large manufacturing company was very enthusiastic using the FMEA through the point of completing the calculation of RPNs for each process step. But once that was done, only a few people participated in the brainstorming session for recommending action points for high-RPN process steps. Needless to say, that organization did not benefit much from using the exercise. FMEA looks simple, but it is an extremely powerful tool when applied in letter and spirit. It helps the team assess stakeholder issues and concerns, identifying and creating a strategy for those that should be moved to a higher level of support. Specifically, FEMA: * Captures the collective knowledge of a team. * Improves the quality, reliability and safety of the process/product. * Is a structured process for identifying areas of concern. * Documents and tracks risk reduction activities. * Helps the team create proactive action plans and thus improve process robustness. Some software project managers argue that they do not really need a separate FMEA tool. Risk analysis and mitigation should be a part of the manager's normal project management job, they say. The point is: If an organization is looking for better results in risk mitigation and improved processes, it needs to use a better tool or technique, such as FMEA. Unless a FMEA is done, improvement activities are likely to remain unclear and unfocused, and may not even get implemented in the pressure of meeting schedules and deadlines. In addition, since FMEA action items are generated by the project team through collective brainstorming, rather than an individual, the buy-in of the actions is much higher, and thus the project manager faces minimum resistance in implementing them. In short, the benefits a software project team will gain from this powerful technique are well worth the time invested in applying it. About the Author: Asoke Das Sarma is a Six Sigma deployment leader in a large multinational computer company. He is based at Bangalore, India, For Help-A complete Six Sigma Mentoring System. This is going to be the industry standard in driving Lean Six Sigma projects. Voice guided with instructions how and where to. Has Continuous training as it walks you through the DMAIC methodology, does statistical analysis, reports and tracks the whole project. No limits to amount of projects, users or capabilities. We will custom tailor to your companies operating applications. This is 1/5 the price of the leading industry software with everything they do not offer in training and analysis. Call 713-436-6941 A demonstration is a must. The goal of Six Sigma is to increase profits by eliminating variability, defects and waste that undermine customer loyalty.A well-documented failure mode and effects analysis (FMEA) with robust action plans and implementation will help an organization avoid rework in software projects, irrespective of the project type (full life cycle development, enhancement or maintenance/production support). In each case, there is an existing process, with a number of process steps/activities. FMEA can unravel the potentially weak steps and show where things may go wrong and where to focus. The FMEA tool - either within a full-fledged Six Sigma DMAIC cycle or without - adds immense value to software projects. The FMEA process begins by identifying the ways in which a product, service or process could fail. A project team examines every element of a process, starting from the inputs and working through to the output delivered to the customer. At each step, the team asks, "What could go wrong here?" The team then figures the probability of each possible failure (known as "occurrence"), the damage it will inflict should it actually fail (termed as "severity"), and the likelihood of finding such failures before final delivery (called "detection"). These three parameters are ranked on a 1-to-10 scale and the product of these three is called the risk priority number, or RPN. The RPN indicates which of the process steps or design components are high-risk items and need to be attended to first for medication and/or control measures. Once this is done, the team has to brainstorm action plans to either reduce occurrence or improve detection. Severity normally remains the same. During the brainstorming, team members need to be clear that the action items should not sound like a wish list or a statement of intent, but should be aimed at adding, deleting or modifying an existing process. If a project team recommends such vague actions as, "Peer reviews should be more effective" or "Problem tickets should be assigned to a team member within 30 minutes of receipt by the team leader," little or no improvement can be expected. Instead, the action points need to be more precise, such as, "If the team leader does not assign a ticket coming to the queue in 30 minutes, a pop-up message will be generated to remind them." The action items vary from introduction of checklist, to mandating reviews before a code release, to planning backup resources, to timely assignment/transfer of problem tickets, etc. Whatever the recommendations, after their implementation, the process flow chart is changed. And once done, the FMEA is executed again in the new process to calculate the reduction in the level of risk exposure. Thus the objective is to first identify the potential risks and then take corrective/preventive action to eliminate or at least reduce those risks. To get the best results, FMEA should be done at the beginning of a software project and every three to six months thereafter. However, it is never too late to do an FMEA. The exercise can be done at anytime during the course of the software project. Besides, if a Six Sigma project is executed to improve performance of an ongoing and long-duration software project (especially one that involves maintenance/production support in addition to development/enhancement), executing a FMEA can add considerable value. Here, FMEA should be part of a "look-ahead meeting," which software project teams normally do to proactively reduce defects/bugs. FMEA is a group activity, normally with six to ten on the team. It may be done in more than one sitting, if necessary. The process owner, or project manager, is normally the leader of the FMEA exercise. However, to get best results, multi-disciplinary representatives from all affected activities should be involved. Team members should include subject matter experts and advisors as appropriate. Each process owner also is responsible for keeping the FMEA updated. The heart of the FMEA is the action points arising out of it and the subsequent process improvement that happens when these actions are implemented. A project team at a large manufacturing company was very enthusiastic using the FMEA through the point of completing the calculation of RPNs for each process step. But once that was done, only a few people participated in the brainstorming session for recommending action points for high-RPN process steps. Needless to say, that organization did not benefit much from using the exercise. FMEA looks simple, but it is an extremely powerful tool when applied in letter and spirit. It helps the team assess stakeholder issues and concerns, identifying and creating a strategy for those that should be moved to a higher level of support. Specifically, FEMA: * Captures the collective knowledge of a team. * Improves the quality, reliability and safety of the process/product. * Is a structured process for identifying areas of concern. * Documents and tracks risk reduction activities. * Helps the team create proactive action plans and thus improve process robustness. Some software project managers argue that they do not really need a separate FMEA tool. Risk analysis and mitigation should be a part of the manager's normal project management job, they say. The point is: If an organization is looking for better results in risk mitigation and improved processes, it needs to use a better tool or technique, such as FMEA. Unless a FMEA is done, improvement activities are likely to remain unclear and unfocused, and may not even get implemented in the pressure of meeting schedules and deadlines. In addition, since FMEA action items are generated by the project team through collective brainstorming, rather than an individual, the buy-in of the actions is much higher, and thus the project manager faces minimum resistance in implementing them. In short, the benefits a software project team will gain from this powerful technique are well worth the time invested in applying it. About the Author: Asoke Das Sarma is a Six Sigma deployment leader in a large multinational computer company. He is based at Bangalore, India, For Help-A complete Six Sigma Mentoring System. This is going to be the industry standard in driving Lean Six Sigma projects. Voice guided with instructions how and where to. Has Continuous training as it walks you through the DMAIC methodology, does statistical analysis, reports and tracks the whole project. No limits to amount of projects, users or capabilities. We will custom tailor to your companies operating applications. This is 1/5 the price of the leading industry software with everything they do not offer in training and analysis. Call 713-436-6941 A demonstration is a must.


What is the difference between Six Sigma and CMMI?

Six Sigma, this can be simplified thanks to www.dbar-innovations.com and the software they offer that has training, statistical analysis, and complete project management. 713-436-6941The goal of Six Sigma is to increase profits by eliminating variability, defects and waste that undermine customer loyalty. Six Sigma can be understood/perceived at three levels:Metric: 3.4 Defects Per Million Opportunities. DPMO allows you to take complexity of product/process into account. Rule of thumb is to consider at least three opportunities for a physical part/component - one for form, one for fit and one for function, in absence of better considerations. Also you want to be Six Sigma in the Critical to Quality characteristics and not the whole unit/characteristics.Methodology: DMAIC/DFSS structured problem solving roadmap and tools.Philosophy: Reduce variation in your business and take customer-focused, data driven decisions.Six Sigma is a methodology that provides businesses with the tools to improve the capability of their business processes. This increase in performance and decrease in process variation leads to defect reduction and vast improvement in profits, employee morale and quality of product.-------Six Sigma is a rigorous and a systematic methodology that utilizes information (management by facts) and statistical analysis to measure and improve a company's operational performance, practices and systems by identifying and preventing 'defects' in manufacturing and service-related processes in order to anticipate and exceed expectations of all stakeholders to accomplish effectiveness.I use a software system that will talk to you with audio as it walks you through the entire methodology. I like to refer to it as my professor in a computer. It has all the templates and tools for statistical analysis, reads and reports the analysis and archives the report while providing a complete tracking system, provide training and best for a large team driving multiple projects. Too much more to say. Here is a pH.# for more details. 713-436-6941CMMI or Six Sigma: Does It Matter Which Comes First?Bookmark This Page Email This Page Format for Printing Cite This Article Submit an Article Read More Articles Related Tools & ArticlesConnecting Six Sigma to CMMI Measurement and AnalysisConnections Between Design for Six Sigma and CMMICombining CMMI®, PSP, TSP and Six Sigma for SoftwareDiscussion Forum "How can we integrate CMMI with Six Sigma? At which level of CMMI maturity would Six Sigma be most appropriate for integration? Should we implement CMMI first then follow by Six Sigma or otherwise? Is Six Sigma duplicating CMMI processes...?"Contribute to this DiscussionBy Karl D. WilliamsAn organization is getting into process improvement. Should it look at the Software Engineering Institute's capability maturity model integration (CMMI) first? Six Sigma first? Or both at the same time?This dilemma has confronted many organizations during the last several years. The situation reminds me of a session at a symposium in 1984 at which both W. Edwards Deming and Joseph Juran were present at the symposium. Someone from the audience asked, "Should we follow Deming's teachings or those of Juran?" Deming, in his inimitable, gruff voice responded, "Pick either…just do something."While the same question could arise about the use of CMMI or Six Sigma, there have been some interesting case studies during the last few years surrounding the order of choice. Since I have spent 80 percent of my time during the last 15 years with SEI CMMI and its predecessor, the SW-CMM®, one would expect a bias in favor the CMM/CMMI. However, I have personally been associated with three case studies demonstrating the benefits of looking at Six Sigma first…at least a little bit first.All three scenarios involved organizations that were well into the Six Sigma expansion. There were Black Belts, Green Belts and Champions trained. All staff had some form of Six Sigma orientation, at least a four-hour overview.The three organizations were:A medium-sized financial specialty company in the Midwest.An IT organization of a large educational supplier in the Southwest.A 120-person division of a multi-national communications vendor in the Southeast.All had made significant inroads into Six Sigma's DMAIC roadmap before they ventured into the SEI CMM/CMMI world. Each was introduced to the CMMI via training and consulting. After about two months, a "mini-assessment" (Class C appraisal) was held. The results across the board were significantly different than the usual initial appraisal. A significant number of processes were already documented and used, as opposed to the usual blank stares when procedures/templates are requested during an appraisal. All three had results more typical of a second or third round of appraisals than the normal results. Especially noticeable was the difference in the quantitative-based process areas (e.g., measurement and analysis at maturity level 2 and the maturity levels 4 and 5 process areas covering quantitative process management and formal continuous improvement). In most initial Class C appraisals, no one bothers to look at maturity levels 4 and 5 process areas, sometimes not even maturity level 3. In all three cases, plans called for reviewing only maturity levels 2 and 3. As the appraisals progressed, the results were so startling that the maturity levels 4 and 5 also were investigated.In each of the three cases, the following areas are presented for summary comparison:Case 1 ResultsMeasurement and analysis process area: All goals were satisfied with all practices implemented, and no improvement opportunities.Maturity level 4 process areas (2): All but two goals were satisfied. All practices largely implemented with three improvement opportunities.Maturity level 5 process areas (2): All but two goals satisfied. All practices largely/partially implemented with two improvement opportunities.Follow-up accomplishments: The group completed a maturity level 2 appraisal as planned for calendar year objectives. The maturity level 3 appraisal was successful nine months later. Plans were halted when the organization was acquired by a large multi-national organization.Case 2 ResultsMeasurement and analysis process area: All goals and practices compliant with one improvement opportunity.Maturity level 4 process areas (2): All but two goals compliant. All practices largely / partially compliant with five improvement opportunities.Maturity level 5 process areas (2): All but one goal compliant. All practices largely compliant with two improvement opportunities.Follow-up accomplishments: The group was appraised at level 3 three months later and is planning for a level 5 appraisal this quarter.Case 3 ResultsMeasurement and analysis process area: All goals and practices compliant with one minor improvement opportunity.Maturity level 4 process areas (2): All but one goal compliant. All practices largely compliant with three improvement opportunities.Maturity level 5 process areas (2): All goals and practices compliant.Follow-up accomplishments: The group was appraised at level 3 one month later and level 5 six months following that event.The above results are phenomenal for first-time Class C appraisals. Upon further investigation, all stakeholders agreed that the Six Sigma tools and mindset had contributed greatly to such unparalleled results. Also documented were such shared characteristics as:All processes and procedures contained measurements, root cause analysis, and continuous improvement follow-up.All organizational results exceeded the data published by the SEI benchmarking activities.All levels of management and staff used the measurements on a daily basis.More interestingly, all three of these case studies involved organizations whose Six Sigma training and focus had been strictly DMAIC. All three believe that their CMMI results as well as the organizational measurements would have been significantly better if their Six Sigma training had included the concepts in Design for Six Sigma, with more focus on understanding requirements and performance drivers versus the DMAIC fix-and-improve approach.I am still a devout CMMI advocate. It is unmatched at providing the "whats" of process improvement and design. However, I am encouraged and impressed by the three cases investigated demonstrating the horsepower gained from a Six Sigma approach and mindset. I suspect that Drs. Deming and Juran would be pleased to see the gains they enabled via the tools and cultures of quality.About the Author: Karl D. Williams is a principal consultant. He has trained more than 17,000 people in CMM, CMMI, Six Sigma and software skills. Mr. Willaims was a director at Motorola and, more recently, was a senior vice president of process design for Bank of America. He is a Master Black Belt, an SEI-authorized CMMI trainer and lead assessor. He has published more than 70 articles and authored a book entitled Continuous Improvement & Reengineering…A Better Way.


How can six sigma help to improve collections process?

Thanks to www.dbar-innovations.com for the mentoring system that walks you through the entire DMAIC process, 713-436-6941To answer your question, YES! # I believe that when people hear of the magical methodology called Six Sigma, they forget that every business runs because of processes, metrics and leadership. Albeit, they may not run well, but they run. How well they run depends on how efficient the processes are in meeting the customer requirements. How fast processes improve depends a great deal on the methodology used to identify defects (using metrics), isolate the root causes, and eliminate causal factors. None of this gets done, of course, without leadership. There is nothing magical about measuring, improving and controlling how well a process performs. It works in manufacturing, and it works in sales.Want a few other examples of functional areas or industries where it works? Accounts payable, shipping, engineering design, writing, management, customer service, semiconductors, software, hardware, human resources, marketing, training, collections, risk, reception, healthcare, finance...I think you get the idea. It works anywhere you need to improve processes. Just to reiterate -- every business uses processes.# Refuse To Change. This is purely an emotional response. Most people don't like change, but want to be thought of as "change agents" within their business. Jack Welch, former GE CEO and Six Sigma Champion, encouraged employees to "embrace change." Nothing improves without change. Most people realize this so they find a piece that they can change here or there, but truly embrace the status-quo. If you're a team leader (Green Belt, Black Belt, Master Black Belt), you need to understand how to lead change within your business. Otherwise, people will most always resist. So How Do You Make Six Sigma Work?Well, if you don't have a Quality background and you haven't taken a Six Sigma Green Belt, Black Belt or Master Black Belt training course, do yourself a favor and sign up for one. The iSixSigma Discussion Forum is the best I've seen for getting immediate project help, but you are going to need to understand everything from both a high-level and detailed-level view. You most likely need to be trained to do this. Let me repeat myself, you most likely need to be trained to execute Six Sigma well. If you have the background and training, then you need to select the right project. Let's run through an example that should help you get your mind moving in the right direction. Facilities Management ExampleWho is your customer? If you operate a facilities management company, anyone hiring you to perform janitorial services is your customer.What are their requirements? These should be specified in the request for proposal that the customer supplies, or in the contract that you supply. If your customer is holding you accountable, there is probably some minimum service level agreement within the contract.What are the correct metrics? Remember, you can't improve what you don't measure. What's important to your customer? Ask them. Interview them. Create a written survey and allow them to return the survey to you anonymously. Here are a few ideas about what I require from my janitorial company on a daily basis: * All trash removed * All glass cleaned * All rugs completely dirt free * All floors shiny * No dust on free surfaces * All movable objects (chairs, wastebaskets, tables, etc.) replaced in proper position How do you measure these requirements? Define a unit, opportunity and defect. Measure your process -- It's that easy. Randomly pick a day a week and visit the facility when the janitorial crew is done. Is every wastebasket empty? Is every pane of glass and counter-top clean? Can you flip over a rug and see dirt on the floor? You get the idea here. No rocket science or fairy dust needed to measure how well a janitorial process is running.How do you improve your processes? Look at what is causing your defects. Create a pareto diagram of your defects. Focus on the major issues using the Six Sigma DMAIC methodology. Will Six Sigma Help My Business?Only if you want it to and only if you are educated in how to properly select and implement a Six Sigma project. Where can you go for help? You've already found the best resource available...post your project questions to the Discussion Forum, but be specific in your request. There are a tremendous number of brilliant and helpful people that read the Forum daily. If you supply enough process information (measures, defects, major process steps, steps you've taken so far, etc.), people will no doubt make suggestions that will help you progress and successfully improve your process. Good luck! Data Collecting Tips for Six Sigma TeamsHere are some tips that may be helpful for gathering data. * Be sure the people involved in gathering or providing the data know how it will be used. This will help to eliminate misunderstandings and potential fear about how the information is going to be used that could possibly bias the results.* Utilize an objective party to help collect the data whenever possible to help eliminate bias.* Be sure "good" questions are specific to the problem under study. The better the question, the more useful the data.* If you know that factors such as shift, location, person doing the work, machine, suppliers, etc., are important to the problem under study, make sure your data collection plan and form considers these stratification factors. The last thing a team wants to do is have to repeat a data collection effort because they failed to think about appropriate stratification factors up front. This adds time to the project and folks willing to provide data initially may not be so amenable to participating in the data collection effort on the second time around.* Use the KISS principle (Keep It Simple, Stupid) when designing your collection form. The more complex you make your collection tool, the more opportunity you create for problems.* Design your collection forms so that data is collected in columns versus rows. Software spreadsheets are arranged in columns. By collecting data in columns, you can help to prevent transposition hassles later on.* Train your data collectors. This can be a simple as providing guidelines on the data collection form itself to hands-on instruction. The level of training really depends upon the complexity of the collection effort and the expertise of the data collectors themselves.* Make sure there are add spaces on your data collection form for the data collector's name, and for the date and time the data was collected. This seems to be a no-brainer; however, sometimes the simplest things are those that are inadvertently overlooked. If you have questions later, or if some of the data collected is not what you expected, this information can be invaluable to the team's follow-up efforts.* Try it out. Your team may want to do a trial run of the data collection effort to determine if they are collecting the type of data they expected. The results of the trial may surprise the team. Frequently, teams realize that questions need to be further refined and focused in order to provide the data the team is looking for. Pay special attention to "missing" information, anything that looks out of the ordinary, or to questions that the team receives from the data collectors. Any of these may provide an opportunity to improve the data collection process. Forms and data collection instructions should be modified as appropriate based on the trial run. Just some good, basic things to think about when collecting data, but the most important thing to remember, as illustrated in the story about the IT technician, is to learn to ask the right questions. Asking the right questions will provide useful information. Asking good questions is the key to solving problems.By Zack Swinney * http://www.dbar-innovations.com * Mentorsoftpro, A complete Lean Six Sigma Mentoring, training, statistical analysis and multi project tracking management system. In other words, all you would ever need to do any Six Sigma project, one at a time, twenty at a time or a corporation capable software system. * Starting with understanding the DMAIC method, with out this you are never going to have successful results. I recently discovered this site dedicated to answering all the Lean Six Sigma / process improvement needs and questions. They offer a very complete software system that will walk you through the entire DMAIC methodology. It has a training video at every possible step including example data, video demonstration, voice guided instructions, templates for every step and a management tracking system. 713-436-6941


What exactly is Six Sigma with so much recent Hype?

It is a "system" that is intended to improve processes and eliminate defects at the same time. It was developed by Motorola. Some employers have been successful with adopting the practices, others have been forced to discontinue because of internal staffing problems. Personally, it is given way too much 'hype' in my opinion - in my former job we had this process 'forced' upon us ... yes, defects went down, but the backlog of work increased to where more employees had to be put on the line, thus increasing the defects once again ... a vicious cycle.______________________________________________________________________ First of all, it is not a system it is a methodology of a road map to guide you through a very intricate complex way to troubleshoot with data analysis. I do not mean to knock another poster working to help other people but It deserves Hype! It allows you to see defects in processes that you would never be able to see with your eyes or touch with your hands. The staffing issue is not the problem as much as understanding this is a method that has a course to follow, if not plotted and followed correctly it is bound to fail. Poor training, lack of management resources and lack of understanding are what causes work overload. Anything can fail. What is important to remember is not that you are applying SixSigma methodology or lean thinking, but that you are bringing improvement to a process or a problem.It really depends on the problem that you have how you go about "fixing" it. The advantage of having a toolbox that has both SixSigma and Lean is that you can use what is appropriate for you in your particular situation.Lean is great for the "big picture" cleaning and bringing standardization to a work environment. SixSigma is great for bringing preciseness and repeatability to a process. In most cases there is an "entwinement" of the two. The more knowledge we have the better equipped we are to solve problems. Six Sigma Costs And SavingsThe financial benefits of implementing Six Sigma at your company can be significant. Bookmark This Page Email This Page Cite This Article Submit an Article Read More Articles Related Tools & Articles Calculating the Cost and Savings of Six Sigma QualityQuantify the Benefits of Six Sigma ProjectsCapturing Financial Benefits From Lean Manufacturing Six Sigma Quick Poll Is 0.5% of company revenue too much to invest in Six Sigma? YesNoUnsureDepends on the ROIDiscussion Forum "I put four Black Belts in place and they complete four projects each that first year and savings of $1,200,000 based on $75,000 savings per project. In the second year, I put in place six more BBs and now I have a total of ten and at year end I should have a bottom line savings of $3,000,000 (10 BBs at $75,000 per project x 4 projects each) plus the $1,200,000 from the first year or a grand total of $4,200,000 savings after the second year. Or do I not include the first year savings?"Cumulative BB Savings In ProjectsMany people say that it takes money to make money. In the world of Six Sigma quality, the saying also holds true: it takes money to save money using the Six Sigma quality methodology. You can't expect to significantly reduce costs and increase sales using Six Sigma without investing in training, organizational infrastructure and culture evolution. Sure you can reduce costs and increase sales in a localized area of a business using the Six Sigma quality methodology. If you want to produce a culture shift within your organization, a shift that causes every employee to think about how their actions impact the customer and to communicate within the business using a consistent language, it's going to require a resource commitment. Companies of all types and sizes are in the midst of a quality revolution. GE saved $12 billion over five years and added $1 to its earnings per share. Honeywell (AlliedSignal) recorded more than $800 million in savings."GE produces annual benefits of over $2.5 billion across the organization from Six Sigma.""Motorola reduced manufacturing costs by $1.4 billion from 1987-1994.""Six Sigma reportedly saved Motorola $15 billion over the last 11 years." www.dbar-innovations.com * http://www.dbar-innovations.com * Mentorsoftpro, A complete Lean Six Sigma Mentoring, training, statistical analysis and multi project tracking management system. In other words, all you would ever need to do any Six Sigma project, one at a time, twenty at a time or a corporation capable software system. * Starting with understanding the DMAIC method, with out this you are never going to have successful results. I recently discovered this site dedicated to answering all the Lean Six Sigma / process improvement needs and questions. They offer a very complete software system that will walk you through the entire DMAIC methodology. It has a training video at every possible step including example data, video demonstration, voice guided instructions, templates for every step and a management tracking system. 713-436-6941


What are all the 4-digit multiples of 11?

-7


What are the multiples of 11 from 1000 to 9999?

1001, 1012, 1023, 1034, 1045, 1056, 1067, 1078, 1089, 1100, 1111, 1122, 1133, 1144, 1155, 1166, 1177, 1188, 1199, 1210, 1221, 1232, 1243, 1254, 1265, 1276, 1287, 1298, 1309, 1320, 1331, 1342, 1353, 1364, 1375, 1386, 1397, 1408, 1419, 1430, 1441, 1452, 1463, 1474, 1485, 1496, 1507, 1518, 1529, 1540, 1551, 1562, 1573, 1584, 1595, 1606, 1617, 1628, 1639, 1650, 1661, 1672, 1683, 1694, 1705, 1716, 1727, 1738, 1749, 1760, 1771, 1782, 1793, 1804, 1815, 1826, 1837, 1848, 1859, 1870, 1881, 1892, 1903, 1914, 1925, 1936, 1947, 1958, 1969, 1980, 1991, 2002, 2013, 2024, 2035, 2046, 2057, 2068, 2079, 2090, 2101, 2112, 2123, 2134, 2145, 2156, 2167, 2178, 2189, 2200, 2211, 2222, 2233, 2244, 2255, 2266, 2277, 2288, 2299, 2310, 2321, 2332, 2343, 2354, 2365, 2376, 2387, 2398, 2409, 2420, 2431, 2442, 2453, 2464, 2475, 2486, 2497, 2508, 2519, 2530, 2541, 2552, 2563, 2574, 2585, 2596, 2607, 2618, 2629, 2640, 2651, 2662, 2673, 2684, 2695, 2706, 2717, 2728, 2739, 2750, 2761, 2772, 2783, 2794, 2805, 2816, 2827, 2838, 2849, 2860, 2871, 2882, 2893, 2904, 2915, 2926, 2937, 2948, 2959, 2970, 2981, 2992, 3003, 3014, 3025, 3036, 3047, 3058, 3069, 3080, 3091, 3102, 3113, 3124, 3135, 3146, 3157, 3168, 3179, 3190, 3201, 3212, 3223, 3234, 3245, 3256, 3267, 3278, 3289, 3300, 3311, 3322, 3333, 3344, 3355, 3366, 3377, 3388, 3399, 3410, 3421, 3432, 3443, 3454, 3465, 3476, 3487, 3498, 3509, 3520, 3531, 3542, 3553, 3564, 3575, 3586, 3597, 3608, 3619, 3630, 3641, 3652, 3663, 3674, 3685, 3696, 3707, 3718, 3729, 3740, 3751, 3762, 3773, 3784, 3795, 3806, 3817, 3828, 3839, 3850, 3861, 3872, 3883, 3894, 3905, 3916, 3927, 3938, 3949, 3960, 3971, 3982, 3993, 4004, 4015, 4026, 4037, 4048, 4059, 4070, 4081, 4092, 4103, 4114, 4125, 4136, 4147, 4158, 4169, 4180, 4191, 4202, 4213, 4224, 4235, 4246, 4257, 4268, 4279, 4290, 4301, 4312, 4323, 4334, 4345, 4356, 4367, 4378, 4389, 4400, 4411, 4422, 4433, 4444, 4455, 4466, 4477, 4488, 4499, 4510, 4521, 4532, 4543, 4554, 4565, 4576, 4587, 4598, 4609, 4620, 4631, 4642, 4653, 4664, 4675, 4686, 4697, 4708, 4719, 4730, 4741, 4752, 4763, 4774, 4785, 4796, 4807, 4818, 4829, 4840, 4851, 4862, 4873, 4884, 4895, 4906, 4917, 4928, 4939, 4950, 4961, 4972, 4983, 4994, 5005, 5016, 5027, 5038, 5049, 5060, 5071, 5082, 5093, 5104, 5115, 5126, 5137, 5148, 5159, 5170, 5181, 5192, 5203, 5214, 5225, 5236, 5247, 5258, 5269, 5280, 5291, 5302, 5313, 5324, 5335, 5346, 5357, 5368, 5379, 5390, 5401, 5412, 5423, 5434, 5445, 5456, 5467, 5478, 5489, 5500, 5511, 5522, 5533, 5544, 5555, 5566, 5577, 5588, 5599, 5610, 5621, 5632, 5643, 5654, 5665, 5676, 5687, 5698, 5709, 5720, 5731, 5742, 5753, 5764, 5775, 5786, 5797, 5808, 5819, 5830, 5841, 5852, 5863, 5874, 5885, 5896, 5907, 5918, 5929, 5940, 5951, 5962, 5973, 5984, 5995, 6006, 6017, 6028, 6039, 6050, 6061, 6072, 6083, 6094, 6105, 6116, 6127, 6138, 6149, 6160, 6171, 6182, 6193, 6204, 6215, 6226, 6237, 6248, 6259, 6270, 6281, 6292, 6303, 6314, 6325, 6336, 6347, 6358, 6369, 6380, 6391, 6402, 6413, 6424, 6435, 6446, 6457, 6468, 6479, 6490, 6501, 6512, 6523, 6534, 6545, 6556, 6567, 6578, 6589, 6600, 6611, 6622, 6633, 6644, 6655, 6666, 6677, 6688, 6699, 6710, 6721, 6732, 6743, 6754, 6765, 6776, 6787, 6798, 6809, 6820, 6831, 6842, 6853, 6864, 6875, 6886, 6897, 6908, 6919, 6930, 6941, 6952, 6963, 6974, 6985, 6996, 7007, 7018, 7029, 7040, 7051, 7062, 7073, 7084, 7095, 7106, 7117, 7128, 7139, 7150, 7161, 7172, 7183, 7194, 7205, 7216, 7227, 7238, 7249, 7260, 7271, 7282, 7293, 7304, 7315, 7326, 7337, 7348, 7359, 7370, 7381, 7392, 7403, 7414, 7425, 7436, 7447, 7458, 7469, 7480, 7491, 7502, 7513, 7524, 7535, 7546, 7557, 7568, 7579, 7590, 7601, 7612, 7623, 7634, 7645, 7656, 7667, 7678, 7689, 7700, 7711, 7722, 7733, 7744, 7755, 7766, 7777, 7788, 7799, 7810, 7821, 7832, 7843, 7854, 7865, 7876, 7887, 7898, 7909, 7920, 7931, 7942, 7953, 7964, 7975, 7986, 7997, 8008, 8019, 8030, 8041, 8052, 8063, 8074, 8085, 8096, 8107, 8118, 8129, 8140, 8151, 8162, 8173, 8184, 8195, 8206, 8217, 8228, 8239, 8250, 8261, 8272, 8283, 8294, 8305, 8316, 8327, 8338, 8349, 8360, 8371, 8382, 8393, 8404, 8415, 8426, 8437, 8448, 8459, 8470, 8481, 8492, 8503, 8514, 8525, 8536, 8547, 8558, 8569, 8580, 8591, 8602, 8613, 8624, 8635, 8646, 8657, 8668, 8679, 8690, 8701, 8712, 8723, 8734, 8745, 8756, 8767, 8778, 8789, 8800, 8811, 8822, 8833, 8844, 8855, 8866, 8877, 8888, 8899, 8910, 8921, 8932, 8943, 8954, 8965, 8976, 8987, 8998, 9009, 9020, 9031, 9042, 9053, 9064, 9075, 9086, 9097, 9108, 9119, 9130, 9141, 9152, 9163, 9174, 9185, 9196, 9207, 9218, 9229, 9240, 9251, 9262, 9273, 9284, 9295, 9306, 9317, 9328, 9339, 9350, 9361, 9372, 9383, 9394, 9405, 9416, 9427, 9438, 9449, 9460, 9471, 9482, 9493, 9504, 9515, 9526, 9537, 9548, 9559, 9570, 9581, 9592, 9603, 9614, 9625, 9636, 9647, 9658, 9669, 9680, 9691, 9702, 9713, 9724, 9735, 9746, 9757, 9768, 9779, 9790, 9801, 9812, 9823, 9834, 9845, 9856, 9867, 9878, 9889, 9900, 9911, 9922, 9933, 9944, 9955, 9966, 9977, 9988, 9999.


What are all the multiples of 11?

The first thousand multiples of 11 are: 11, 22, 33, 44, 55, 66, 77, 88, 99, 110, 121, 132, 143, 154, 165, 176, 187, 198, 209, 220, 231, 242, 253, 264, 275, 286, 297, 308, 319, 330, 341, 352, 363, 374, 385, 396, 407, 418, 429, 440, 451, 462, 473, 484, 495, 506, 517, 528, 539, 550, 561, 572, 583, 594, 605, 616, 627, 638, 649, 660, 671, 682, 693, 704, 715, 726, 737, 748, 759, 770, 781, 792, 803, 814, 825, 836, 847, 858, 869, 880, 891, 902, 913, 924, 935, 946, 957, 968, 979, 990, 1001, 1012, 1023, 1034, 1045, 1056, 1067, 1078, 1089, 1100, 1111, 1122, 1133, 1144, 1155, 1166, 1177, 1188, 1199, 1210, 1221, 1232, 1243, 1254, 1265, 1276, 1287, 1298, 1309, 1320, 1331, 1342, 1353, 1364, 1375, 1386, 1397, 1408, 1419, 1430, 1441, 1452, 1463, 1474, 1485, 1496, 1507, 1518, 1529, 1540, 1551, 1562, 1573, 1584, 1595, 1606, 1617, 1628, 1639, 1650, 1661, 1672, 1683, 1694, 1705, 1716, 1727, 1738, 1749, 1760, 1771, 1782, 1793, 1804, 1815, 1826, 1837, 1848, 1859, 1870, 1881, 1892, 1903, 1914, 1925, 1936, 1947, 1958, 1969, 1980, 1991, 2002, 2013, 2024, 2035, 2046, 2057, 2068, 2079, 2090, 2101, 2112, 2123, 2134, 2145, 2156, 2167, 2178, 2189, 2200, 2211, 2222, 2233, 2244, 2255, 2266, 2277, 2288, 2299, 2310, 2321, 2332, 2343, 2354, 2365, 2376, 2387, 2398, 2409, 2420, 2431, 2442, 2453, 2464, 2475, 2486, 2497, 2508, 2519, 2530, 2541, 2552, 2563, 2574, 2585, 2596, 2607, 2618, 2629, 2640, 2651, 2662, 2673, 2684, 2695, 2706, 2717, 2728, 2739, 2750, 2761, 2772, 2783, 2794, 2805, 2816, 2827, 2838, 2849, 2860, 2871, 2882, 2893, 2904, 2915, 2926, 2937, 2948, 2959, 2970, 2981, 2992, 3003, 3014, 3025, 3036, 3047, 3058, 3069, 3080, 3091, 3102, 3113, 3124, 3135, 3146, 3157, 3168, 3179, 3190, 3201, 3212, 3223, 3234, 3245, 3256, 3267, 3278, 3289, 3300, 3311, 3322, 3333, 3344, 3355, 3366, 3377, 3388, 3399, 3410, 3421, 3432, 3443, 3454, 3465, 3476, 3487, 3498, 3509, 3520, 3531, 3542, 3553, 3564, 3575, 3586, 3597, 3608, 3619, 3630, 3641, 3652, 3663, 3674, 3685, 3696, 3707, 3718, 3729, 3740, 3751, 3762, 3773, 3784, 3795, 3806, 3817, 3828, 3839, 3850, 3861, 3872, 3883, 3894, 3905, 3916, 3927, 3938, 3949, 3960, 3971, 3982, 3993, 4004, 4015, 4026, 4037, 4048, 4059, 4070, 4081, 4092, 4103, 4114, 4125, 4136, 4147, 4158, 4169, 4180, 4191, 4202, 4213, 4224, 4235, 4246, 4257, 4268, 4279, 4290, 4301, 4312, 4323, 4334, 4345, 4356, 4367, 4378, 4389, 4400, 4411, 4422, 4433, 4444, 4455, 4466, 4477, 4488, 4499, 4510, 4521, 4532, 4543, 4554, 4565, 4576, 4587, 4598, 4609, 4620, 4631, 4642, 4653, 4664, 4675, 4686, 4697, 4708, 4719, 4730, 4741, 4752, 4763, 4774, 4785, 4796, 4807, 4818, 4829, 4840, 4851, 4862, 4873, 4884, 4895, 4906, 4917, 4928, 4939, 4950, 4961, 4972, 4983, 4994, 5005, 5016, 5027, 5038, 5049, 5060, 5071, 5082, 5093, 5104, 5115, 5126, 5137, 5148, 5159, 5170, 5181, 5192, 5203, 5214, 5225, 5236, 5247, 5258, 5269, 5280, 5291, 5302, 5313, 5324, 5335, 5346, 5357, 5368, 5379, 5390, 5401, 5412, 5423, 5434, 5445, 5456, 5467, 5478, 5489, 5500, 5511, 5522, 5533, 5544, 5555, 5566, 5577, 5588, 5599, 5610, 5621, 5632, 5643, 5654, 5665, 5676, 5687, 5698, 5709, 5720, 5731, 5742, 5753, 5764, 5775, 5786, 5797, 5808, 5819, 5830, 5841, 5852, 5863, 5874, 5885, 5896, 5907, 5918, 5929, 5940, 5951, 5962, 5973, 5984, 5995, 6006, 6017, 6028, 6039, 6050, 6061, 6072, 6083, 6094, 6105, 6116, 6127, 6138, 6149, 6160, 6171, 6182, 6193, 6204, 6215, 6226, 6237, 6248, 6259, 6270, 6281, 6292, 6303, 6314, 6325, 6336, 6347, 6358, 6369, 6380, 6391, 6402, 6413, 6424, 6435, 6446, 6457, 6468, 6479, 6490, 6501, 6512, 6523, 6534, 6545, 6556, 6567, 6578, 6589, 6600, 6611, 6622, 6633, 6644, 6655, 6666, 6677, 6688, 6699, 6710, 6721, 6732, 6743, 6754, 6765, 6776, 6787, 6798, 6809, 6820, 6831, 6842, 6853, 6864, 6875, 6886, 6897, 6908, 6919, 6930, 6941, 6952, 6963, 6974, 6985, 6996, 7007, 7018, 7029, 7040, 7051, 7062, 7073, 7084, 7095, 7106, 7117, 7128, 7139, 7150, 7161, 7172, 7183, 7194, 7205, 7216, 7227, 7238, 7249, 7260, 7271, 7282, 7293, 7304, 7315, 7326, 7337, 7348, 7359, 7370, 7381, 7392, 7403, 7414, 7425, 7436, 7447, 7458, 7469, 7480, 7491, 7502, 7513, 7524, 7535, 7546, 7557, 7568, 7579, 7590, 7601, 7612, 7623, 7634, 7645, 7656, 7667, 7678, 7689, 7700, 7711, 7722, 7733, 7744, 7755, 7766, 7777, 7788, 7799, 7810, 7821, 7832, 7843, 7854, 7865, 7876, 7887, 7898, 7909, 7920, 7931, 7942, 7953, 7964, 7975, 7986, 7997, 8008, 8019, 8030, 8041, 8052, 8063, 8074, 8085, 8096, 8107, 8118, 8129, 8140, 8151, 8162, 8173, 8184, 8195, 8206, 8217, 8228, 8239, 8250, 8261, 8272, 8283, 8294, 8305, 8316, 8327, 8338, 8349, 8360, 8371, 8382, 8393, 8404, 8415, 8426, 8437, 8448, 8459, 8470, 8481, 8492, 8503, 8514, 8525, 8536, 8547, 8558, 8569, 8580, 8591, 8602, 8613, 8624, 8635, 8646, 8657, 8668, 8679, 8690, 8701, 8712, 8723, 8734, 8745, 8756, 8767, 8778, 8789, 8800, 8811, 8822, 8833, 8844, 8855, 8866, 8877, 8888, 8899, 8910, 8921, 8932, 8943, 8954, 8965, 8976, 8987, 8998, 9009, 9020, 9031, 9042, 9053, 9064, 9075, 9086, 9097, 9108, 9119, 9130, 9141, 9152, 9163, 9174, 9185, 9196, 9207, 9218, 9229, 9240, 9251, 9262, 9273, 9284, 9295, 9306, 9317, 9328, 9339, 9350, 9361, 9372, 9383, 9394, 9405, 9416, 9427, 9438, 9449, 9460, 9471, 9482, 9493, 9504, 9515, 9526, 9537, 9548, 9559, 9570, 9581, 9592, 9603, 9614, 9625, 9636, 9647, 9658, 9669, 9680, 9691, 9702, 9713, 9724, 9735, 9746, 9757, 9768, 9779, 9790, 9801, 9812, 9823, 9834, 9845, 9856, 9867, 9878, 9889, 9900, 9911, 9922, 9933, 9944, 9955, 9966, 9977, 9988, 9999, 10010, 10021, 10032, 10043, 10054, 10065, 10076, 10087, 10098, 10109, 10120, 10131, 10142, 10153, 10164, 10175, 10186, 10197, 10208, 10219, 10230, 10241, 10252, 10263, 10274, 10285, 10296, 10307, 10318, 10329, 10340, 10351, 10362, 10373, 10384, 10395, 10406, 10417, 10428, 10439, 10450, 10461, 10472, 10483, 10494, 10505, 10516, 10527, 10538, 10549, 10560, 10571, 10582, 10593, 10604, 10615, 10626, 10637, 10648, 10659, 10670, 10681, 10692, 10703, 10714, 10725, 10736, 10747, 10758, 10769, 10780, 10791, 10802, 10813, 10824, 10835, 10846, 10857, 10868, 10879, 10890, 10901, 10912, 10923, 10934, 10945, 10956, 10967, 10978, 10989, 11000 If you want any more I'll let you work them out yourself (there are infinitely many more of them).