SIX SIGMA BLACK BELT FINAL PROJECT

This work is to fulfill the Final Project requirement for the Aveta Certified Six Sigma Black Belt Program

Submitted by Eduardo Lopez

Six Sigma Black Belt Final Project
Contenido
Process Setting Description................................................................................................................. 3 Problem Description............................................................................................................................ 3 DEFINE PHASE ..................................................................................................................................... 4 Project Charter ................................................................................................................................ 4 Project WBS & Schedule.................................................................................................................. 5 Project Budget ................................................................................................................................. 5 Process Map: See Excel file ............................................................................................................. 5 Determine variables to measure ..................................................................................................... 5 Developing Success Metrics ............................................................................................................ 6 Critical to Cost: ............................................................................................................................ 6 Inventory Carrying Cost ............................................................................................................... 6 Critical to Schedule...................................................................................................................... 6 Critical to Quality......................................................................................................................... 7 Determining Scope SKUs to Analyze ............................................................................................... 7 MEASURE PHASE ................................................................................................................................. 8 Initial Data Gathering ...................................................................................................................... 8 SKU Demand Data ....................................................................................................................... 8 Delivery Times ............................................................................................................................. 8 Inventory Carrying Cost ............................................................................................................... 9 Customer Response to a Stock-out ................................................................................................. 9 ANALYZE PHASE................................................................................................................................. 11 Evaluating Causes of Stock-Outs ................................................................................................... 11 Creating a Stock-Out Cost Model .................................................................................................. 11 Creating a Safety Stock Recommendation Model ........................................................................ 11 Estimating Total Costs of Safety Stock Heuristic ........................................................................... 12 Value Stream Map ......................................................................................................................... 13 IMPROVE PHASE ................................................................................................................................ 14 Evaluating Improvement Alternatives .......................................................................................... 14 Lean manufacturing Concepts ...................................................................................................... 15 Japanese 5-S .................................................................................................................................. 16 Quadratic Loss Function ................................................................................................................ 16 Versión 1.0 Página 1

.................... 18 Appendix II – AHP Matrix ......... 23 Appendix VII – Safety Stock Calculation for Top 20 SKUs ............................................ 17 Appendix I – WBS and Schedule................. 21 Appendix V – Value Stream Map ..........................0 Página 2 ............................................................................................... 20 Appendix IV – Reordering Process Flowchart ....................................................................................................... 24 Versión 1........................Six Sigma Black Belt Final Project CONTROL PHASE ....................... 22 Appendix VI – Sales and Stock-out Flowchart .................................................................................................................................................................................................................................................................................................................................................................................................. 19 Appendix III – Ishikawa Diagram ....................................

Unexpected shortages of stock as well as having a backlog in order fulfillment are more than merely a nuisance. In either scenario the company incurs in unexpected liability. private clinics. Yet another set of products is sourced directly from manufacturers overseas. Versión 1. Oftentimes a customer may not be willing to wait for the order to be fulfilled longer than 24 hours. as well as having a geographically diverse supply chain create many challenges in inventory management. The company has experienced in several instances stock outs. as well as other independently owned retailers. The current inventory management system that the company uses has a minimum stock level alert. The company has a very diverse supply chain. The market in which Tecnomed operates is highly competitive. Its customer base is wide.0 Página 3 . It’s comprised mostly of public hospitals. Tecnomed trades 170 different SKUs. which is seldom if ever updated.Six Sigma Black Belt Final Project Process Setting Description Tecnomed is second the largest wholesale distributor of pharmaceuticals and hospital supplies in Santa Cruz. This is however a static/determinist quantity. drugstore chains. the company has not performed a detailed study of the stochastic nature of demand and transport times. The company also works in direct B2B sales via electronic link with its largest customers. Problem Description Managing over one hundred SKUs. Management may at times choose to incur extra expense to expedite shipments of stock-out items. Bolivia. Other products are sourced in neighboring countries. To date. 60 of which comprise most of the volume of sales. The Black Belt Project will address the area of stock-outs and will aim to minimize its impact on company’s finances as well as in customer satisfaction. The sales operations include 800 line telemarketing sales as well as orders raised by an in-house sales force. covering most of the country’s eastern states. In other instances the sales force may be obliged to grant a customer a significant discount as a way to prevent the loss of sale due to stock-out. Some of the products are sourced from locally-based importers.

as well as the use of all IT and data resources of the company. The company needs a heuristic to determine optimal safety stock levels. the financial aspect and the commercial strategy of the company. Managing the investment in inventory in such a way that optimizes availability while minimizes carrying costs is of strategic importance to both. Safety stocks are currently set according to best guess estimation. but so does replenishment lead times. both in economic terms as well as customer satisfaction. Demand is not constant and has great variability. Authorized Resources: In order to accomplish the project the company has authorized 20-person hours of time allocated to the project. Marina Alarcon Project Black Belt: Eduardo Lopez Project Green Belt: N/A Principal Stakeholders: Tecnomed Operations Management High Level Business and Problem Survey Project Goals: Determine common causes of stock-outs. by balancing the cost of carrying inventory against the cost of stock-outs. Optimal levels minimize the total cost. Formulate and implement steps to minimize occurrence of stock-outs and minimize impact to our operations Process Problem: The cost of incurring a stock-out is significant. Versión 1.0 Página 4 . Scope of the Project: The project will analyze SKUs covering 80% of sales volume Process Importance: Inventory is the single largest asset and expense for the company.Six Sigma Black Belt Final Project DEFINE PHASE Project Charter Project Name: Optimizing Safety Stock Levels to Minimize Stock-out Cost Sponsoring Organization: Tecnomed Project Sponsor: Dra.

we requested that they provide weights for each pair-wise comparison for the given factors. Please refer to Appendix VI for a diagram of the Sales and Stock-Out process. so as to not interrupt the busier time of operations. we expect our recommendations to include changes in purchasing and logistics heuristics.0 Página 5 . For a detailed overview of the calculations and matrix involved please refer to Appendix II. Following the methodology. We don’t expect our recommendations to include considerable capital expenditures. The time allocation of the people resources involved is detailed in the WBS/Schedule chart. The result of the analysis yielded the following priorities: Versión 1. procedures and practices.Six Sigma Black Belt Final Project We will have access to operations personnel but it will be restricted to the later part of the afternoon. By means of random sampling. Determine variables to measure In order to accurately estimate what variables to take into consideration we made use of the Analytical Hierarchy Process methodology. To a lesser extent. we do not try to quantify a monetary budget. Process Map: See Excel file Please see Appendix IV for a detailed depiction of the Reorder Process. the principal resource involved is time allocation of members of the Six Sigma team. Rather. Therefore. We requested the management team to provide a set of factors to be used in our interviews with clients. we selected a set of 10 customers for interviewing. Project WBS & Schedule Please see Appendix I Project Budget Given that this is an analytically-driven project. time availability for interviewing of operators and logisticians is also a resource.

Not only does inventory signifies a capital expenditure (and therefore interest expense) but also warehousing.0 Página 6 . Package quality is not a major differentiator given that governmental regulations norm strictly the design of packaging.In some occasions customer service will offer to discount 15% of the price of an item not to lose a sale. There are three ways in which a stock-out generates an incremental liability to the company:    Incremental cost of expediting freight. The customer is highly price-sensitive but also expects quick delivery times.Carrying inventory involves a hard cost.. if management sees fi t to request overnight delivery of shortage items... Cost of losing a sale due to stock-out.Six Sigma Black Belt Final Project Factor Price Speed of Delivery Packaging Quality Customer Service Weight 54% 26% 13% 7% We discussed these findings with our management contact. handling and insurance costs.We define the cost of a lost sale as the average gross margin for that stock-out item. This happens only by management approval and it’s used in instances with certain clients or markets. we determine our success metrics as follows: Critical to Cost: Cost of Stock-out is of the highest concern to us. Cost of offering a discount in exchange for waiting. Based on her personal and anecdotal experience. she agrees that this prioritization is correct. as it impacts the company’s bottom line and eventually has an impact on price. The industry and markets in which the company operates have several sophisticated competitors. Developing Success Metrics Based on these results of customer opinions. Therefore all main competitors have similar customer service practices and levels in the industry. Customer service practices are very important to the client. Inventory Carrying Cost. We include this cost into our consideration because recommendations on increased buffer or safety stock do imply an incremental inventory carrying expense that has to be justified by reductions in stock-out costs. customer practices have become relatively standardized in this industry. However. Critical to Schedule: Versión 1.

SELBY 5 GR.FRUTILLA GLIBENCLAMIDA 5 MG X 100 COMPRIMIDOS CREMA CURATIVA DR.DEXAMETASONA 4 MG X 1 AMP AGUA DESTILADA 5 ML X 1 AMP Versión 1. we have chosen to focus on a subset of the full catalog. SELBY 40 GR. normally distributed. and estimate it to be stochastic.0 Página 7 . This measure is complementary related to the stock-out percent rate. The table below lists all selected SKUs. We used Pareto Analysis to identify 20 SKUs which account for 76% of all sales volume demand.The most critical variable in the replenishment cycle is the time that it takes between the decision to reorder stock and the reception on warehouse of the same. Determining Scope SKUs to Analyze As previously stated.VITAMINA K 10 MG/1ML X 1 AMP AGUA CON LIDOCAÍNA AL 1% X 5 ML X 1 Amp METAMIZOL INY 1G 2ML X 1 AMP VITAMINA C 1 GR. NARANJA V-5 MULTIVITAMINAS X 140 UNID S. SELBY X 20 GR. KETOCONAZOL CREMA AL 2% X 30 GR SALBUTAMOL INHALADOR COMPLEJO B X 10 AMP CIPROFLOXACINA 200 MG X 1 FCO AMP METOCLOPRAMIDA 10 MG X 10 AMPOLLAS CREMA CURATIVA DR. We believe that optimizing these SKUs will have the most significant impact on the variables defined as critical. Critical to Quality One of the key measurements in customer service is percent availability of stock. In order to have a well-defined and manageable scope. X 1 AMPOLLA UP. We will measure this variable in days.Six Sigma Black Belt Final Project Supplier Delivery Time. CREMA CURATIVA DR. the company has on catalog an array of 170 different SKUs. SKU (D)ALBENDAZOL 400 MG X 100 COMPRIMIDOS V-5 MULTIVITAMINAS X 140 UNID S.. (D)OMEPRAZOL 40 MG + SOLVENTE METRONIDAZOL 500 MG INYECTABLE UP.

We determined duration from purchasing request and delivery form dates. The resulting data is summarized below: SKU-Daily Demand (D)ALBENDAZOL 400 MG X 100 COMPRIMIDOS V-5 MULTIVITAMINAS X 140 UNID S. SELBY 40 GR. Computing mean and standard deviation was fairly straightforward making use of standard SQL syntax.70 66. SELBY 5 GR.90 5.70 2.06 13. The process of data gathering was manually done due to the fact that the company does not keep automated records for this variable currently.DEXAMETASONA 4 MG X 1 AMP AGUA DESTILADA 5 ML X 1 AMP Mean StdDev 2.63 18.88 14. Versión 1.43 Delivery Times We took a sample of delivery times occurred over the span of 20 weeks.29 21.19 18.87 17.22 966.22 29.24 40.18 15.0 Página 8 .VITAMINA K 10 MG/1ML X 1 AMP AGUA CON LIDOCAÍNA AL 1% X 5 ML X 1 Amp METAMIZOL INY 1G 2ML X 1 AMP VITAMINA C 1 GR.00 31.56 46.00 147.Six Sigma Black Belt Final Project MEASURE PHASE Initial Data Gathering SKU Demand Data: We sample 52 contiguous weeks of demand data for the 20 SKUs selected.50 4. SELBY X 20 GR.81 606. X 1 AMPOLLA UP.89 4.98 250.89 34.36 2. The data is currently stored in a MS SQL Server database.14 39. We consider that taking a year into account will help in factoring in any and all seasonality effects. KETOCONAZOL CREMA AL 2% X 30 GR SALBUTAMOL INHALADOR COMPLEJO B X 10 AMP CIPROFLOXACINA 200 MG X 1 FCO AMP METOCLOPRAMIDA 10 MG X 10 AMPOLLAS CREMA CURATIVA DR.90 5.71 189. CREMA CURATIVA DR. We excluded returned transactions and a few instances in which the stock left the warehouse on consignment.90 84.67 55.40 33.23 575. NARANJA V-5 MULTIVITAMINAS X 140 UNID S.98 2.08 5.16 39.53 1.06 35.53 1.19 14.67 129.54 360. (D)OMEPRAZOL 40 MG + SOLVENTE METRONIDAZOL 500 MG INYECTABLE UP. The sample rendered a fairly normally distributed variable.FRUTILLA GLIBENCLAMIDA 5 MG X 100 COMPRIMIDOS CREMA CURATIVA DR.31 4.

The calculation is updated on an annual basis. we estimated percentages based on order data and judgment from Sales personnel. Accurately estimating this cost is difficult. Versión 1. While Tecnomed does not keep detailed track of the outcome of each stock-out. insurance and interest expenses allocated using SKU cost as basis. Customer Response to a Stock-out The course of action after a customer is notified of a stock-out on an ordered item results in different costs to the company. It could also result in losing a customer completely. Some customers are offered 15% discount as a customer service devise. We consider that analysis to be out of scope for the current project. In reality we understand that there’s a hidden or not accounted-for stock-out cost: the loss of customer good will. We also consider advisable to remain focused on the most tangible and less ambiguous measurements in order to be able to provide reliable and generally accepted hard dollar savings estimates. we make use of it given that management is used to it and validating this indicator is out of scope for our project. When a customer choses to cancel its order we consider a loss of the order’s gross margin as the cost of stock-out. This discount is considered a cost to the company.0 Página 9 . While by Accounting’s own admission this calculation is an estimate.Six Sigma Black Belt Final Project Inventory Carrying Cost The company’s accounting department does maintain an estimated inventory carrying cost. The incremental costs to the company are negligible in this case. labor. Some customers chose to wait until the order is fulfilled. It takes into account warehousing. The implied cost of each occurrence is calculated straightforwardly. Losing face could result in fewer or less frequent orders in the future. The number that the company uses is 6% of retail value.

0 Página 10 .Six Sigma Black Belt Final Project Customer Scenario Will Wait Discount to Wait Will Not Wait Probability 55% 10% 35% Cost 0% 15% 40% Versión 1.

we can readily determine the weighted average cost of a stock-out. we take the first step to implement a stock-out cost model: Where: And: In basic terms.0 Página 11 . The probability of a stock-out is the same as the probability of demand exceeding certain value (our determined safety stock). Creating a Stock-Out Cost Model While the company can readily account of the cost of particular stock-out instance.Six Sigma Black Belt Final Project ANALYZE PHASE Evaluating Causes of Stock-Outs In order to better understand the causes of Stock-Outs we not only mapped the Sales and Reordering process but we also did an Ishikawa or Fishbone diagram. It’s derived from multiplying the probability of a stock-out times the weighted average cost of a stockout. See Appendix IV. and therefore implicitly costs. this model states that the stock-out cost for a given SKU is an expected value. both are Versión 1. such as in this particular case. are of most import to the customer. Creating a Safety Stock Recommendation Model In our estimation. we know that in practice. Given that the AHP rendered and Price. While some inventory models readily assume that demand as well as lead times is deterministic. safety stock should be equal to the demand that may occur during the replenishment cycle time. This is readily calculated given that we have previously determined mean and standard deviation for each SKU studied. Using the probabilities and costs for each case of a stock-out. it lacks a documented model for calculating the total cost of stock-outs. We determine this to be 16% of retail price.

For purposes of this project.Six Sigma Black Belt Final Project stochastic in nature. both quantities are inversely related. For instance. whose mean and standard deviations are known. we were unable to establish many demand-lead time paired data points. safety stock is considered the product of two normally distributed independent variables. high demand and high lead times. This may result in both. our base heuristic will be defined as follows: Where: D = Mean Daily Demand SKU L = Mean Replenishment Lead Time in Days Z = Service level we want to achieve And: This is the standard formula for variance for the product of two independent variables. The inversely correlated nature of these two quantities in general terms results in a concave function. Estimating Total Costs of Safety Stock Heuristic The more safety stock the company carries.0 Página 12 . Therefore. One of our recommendations will be to start keeping detailed records of these variables in order to make better inferences on the nature of these variables. in order to run a reliable Pearson Correlation Coefficient. during high demand period multiple customers may place orders with Tecnomed’s supplier. We also consider this calculated function to be closely related to Taguchi’s Quality Deployment Function. the less the chance of a stock-out. We recognize that there’s a possibility that Demand and Lead times may be positively correlated. Therefore. The opposite scenario is certainly plausible. Total cost of implementing our recommended heuristic takes into account both of these costs. in which its lower point offers an optimal tradeoff between each type of cost. Versión 1. However given the limitations on data availability.

Six Sigma Black Belt Final Project STOCK-OUT COST CARRYING COST DECREASES AS INCREASES We therefore define the total cost function as follows: Where: This takes into account the cost of carrying stock in excess of the expected demand And: We have previously introduced this equation. inventory in transit. Value Stream Map We have also studied the re-ordering process and mapped out not only the flow of activities but where the process incurs in waiting. Graphically noting these will allow us to determine improvement opportunities. and transport.0 Página 13 . See Appendix V. Versión 1.

We show in the table below results for Albendazole 400mg.13 Day Lead Time but with a Standard Deviation 1 Day Based on the preceding model. demand’s standard deviation) and consequently Safety Stock requirements. less variability) does not make a decisive impact on total costs. and compare them.0 Página 14 .e.  Evaluating Improvement Alternatives Making use of the Pugh Matrix methodology we list our brainstormed possible improvement paths. All things being equal. such that Lead Times are reduced.e. getting a supplier located geographically closer. does have a significant impact on total costs.Six Sigma Black Belt Final Project IMPROVE PHASE In order to better understand the behavior of the cost function we modeled under different conditions in Lead Times and Services Levels.11 Days Low Lead Variation simulates a 5. Versión 1. Demand variability (i. has greater impact on total costs.    Base Case uses Lead Time 5. the top 1 SKU. we derive the following conclusions:   The cost of offering service levels greater than 90% quickly rises and outweighs the cost suffering stock-outs.11 Days Low Lead Time simulates a 2 Day Lead Time with Standard Deviation 2. Getting a more reliable carrier (i.13 Days and Standard Deviation 2.

Analyze the current order lot sizing policy to include not only quantity discounts but also total replenishment costs (transport frequency vs. During our analysis we have done detailed flowcharts and Value Stream Mapping on the company’s replenishment business processes.In cleaning the data. Continue offering discounts to those customers who otherwise may not wait. This could allow setting lower service levels to less sensitive SKUs..During our analysis we detected several slow moving items. both from the end customer to Tecnomed. Furthermore we suggest topics for further study:   Determine if customers are equally sensitive to stock-outs in all SKUs or if there’s a differentiation. We detail additional findings and recommendations below.. Determine the causes that drive demand variability and if the company can do anything to smooth demand or better predict it.. or if the company can find suppliers closer to its warehouse.0 . Página 15  Versión 1. we recommend the following managerial on operative adjustments to the company’s business processes:   Set reorder points to no greater than a 90% service level. warehousing costs) Inventory. Analyze if the profit contribution of these is such that they should still be carried. and from Tecnomed to its supplier. Lean manufacturing Concepts   Transport. or if they could be phased out. Motion. Investigate the causes of these. We also referred to commonly process improvement methodologies such as Lean Manufacturing and Japanese 5-S methodologies. Analyze if better service times can be negotiated with the supplier.Six Sigma Black Belt Final Project Criteria Do Nothing Increase SS to 80% Increase SS to 90% Increase SS to 99% Find Local Supplier Find Reliable Carrier Cost Base S + S S Customer Satif base + + + + S Based on our comparative analysis. We include a table estimating Safety Stock for all 20 SKUs in our study on the Appendix section. we detected several instances of returned inventory.

too much safety stock increases inventory cost considerably...We have previously noted that out of the 170 SKUs. The closer the actual service level is to the optimal level (and by implication safety stock) the more optimal the results for both the customer and the company.As we have previously noted. Shine.. While not often.Documenting and training the relevant operators will ensure that the changes will persist through time. Furthermore we recommend that service level data be included in the company’s Balanced Scorecard Report. it’s warranted to differentiate the level of attention to inventory levels according to their criticality and volume.     Quadratic Loss Function As we have stated previously we consider the Total Cost Function to be very similar in nature to Taguchi’s Quadratic Loss Function. Overproduction.Setting up consistent service levels and reorder points helps better communicate managerial performance expectations for the replenishment process..0 Página 16 . Knowledge of inventory levels has to be more efficiently and effectively communicated to Sales. we believe the source of errors is in the data entry process. Make a priority cleaning up inventory system data. Straightening. Do not exceed 90% service levels unless warranted by financial analysis. Over processing. Therefore.We witnessed that the inventory keeping system does suffer from some inaccuracies. We recommend that the company investigate the causes of inventory data mis-keys.   Japanese 5-S  Sorting... at times this may introduce further delay in placing an order.Six Sigma Black Belt Final Project  Waiting. Standardize.. Analyze the possibility of automating reordering at least for certain products.-Inventory keeping errors made in the past have a compound effect in SKU count. Versión 1.Consider what can be done to lessen the instances in which a sales order is placed for an already depleted item. 20 are responsible for over 70% of sales volume. Sustaining. As the arithmetic in the engine has been proven as accurate.Currently a purchase order has to wait for Finance approval.

The use of SPC is recommended as well as including these measures in the company’s Balanced Scorecard Report. Versión 1.Six Sigma Black Belt Final Project CONTROL PHASE In order to bring the reorder process under control and keep it there we not only need to make changes to the reordering policy and formally document it. such as IT systems and organizational communication processes. The service level policy should be included in the formal policy required by the norm. The company must also start keeping relevant data to the critical variables and report on it periodically. as required by the norm should be directed in part to monitor and improve not only stock-outs but its underlying causes.0 Página 17 . Continuous Improvement efforts. The company is in the process of getting ISO 9001 certified.

0 Página 18 .Six Sigma Black Belt Final Project Appendix I – WBS and Schedule Versión 1.

62 0. Service 4.00 0.00 1.00 13.41 0.00 1.49 0.02 0.31 0.15 Weight 54% 26% 13% 7% Delivery Speed 6.42 0.00 6.00 1.25 0.12 0.25 1.Six Sigma Black Belt Final Project Appendix II – AHP Matrix ANALYTICAL HIERARCHY PROCESS MATRIX Price 1.25 12.00 4.17 0.81 0.00 0.00 4.62 0.13 0.08 0.08 Weight 54% 26% 13% 7% Price Speed of Delivery Packaging Quality Customer Service Sum Price Speed of Delivery Packaging Quality Customer Service Factor Price Speed of Delivery Packaging Quality Customer Service Versión 1.00 0.10 0.31 0.25 7.00 0. 5.02 Cust.31 0.03 Packaging Qual.20 0.17 0.0 Página 19 .

0 Página 20 .Six Sigma Black Belt Final Project Appendix III – Ishikawa Diagram Versión 1.

0 Página 21 .Six Sigma Black Belt Final Project Appendix IV – Reordering Process Flowchart Versión 1.

Six Sigma Black Belt Final Project Appendix V – Value Stream Map Versión 1.0 Página 22 .

Six Sigma Black Belt Final Project Appendix VI – Sales and Stock-out Flowchart Versión 1.0 Página 23 .

249 Página 24 .971 48.579.633 6.099 12.225 1.Appendix VII – Safety Stock Calculation for Top 20 SKUs SKU-Daily Demand (D)ALBENDAZOL 400 MG X 100 COMPRIMIDOS V-5 MULTIVITAMINAS X 140 UNID S.162 35.050 16.802 2.125 605.050 VITAMINA C 1 GR.421 1.452 28.443 1.102 3.875 3.500 129.DEXAMETASONA 4 MG X 1 AMP AGUA DESTILADA 5 ML X 1 AMP Mean StdDev DxL E(D)^2 Var(L) E(L)^2 Var(D) Var(DL) Std.745 62.190 1. KETOCONAZOL CREMA AL 2% X 30 GR SALBUTAMOL INHALADOR COMPLEJO B X 10 AMP CIPROFLOXACINA 200 MG X 1 FCO AMP METOCLOPRAMIDA 10 MG X 10 AMPOLLAS CREMA CURATIVA DR.509 303. SELBY 5 GR.635 191. SELBY 40 GR.156 1. SELBY X 20 GR.809 4.728 45.687 10.105 21. Dev (DL) 14 25 15 72 37 46 113 68 76 213 88 99 158 202 438 551 778 1.052 40.018.233 43.879 7.888 330.254 13.755 9.964 15.833 39 196 6 4 145 173 846 1.250 1.540 21 3 222 350 1.283 25.140 Z(90%) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Reorder Point Safety Stock 30 18 72 58 77 49 Six Sigma Black Belt Final Project 380 309 273 193 377 288 913 822 709 875 564 702 2.534 1.302 2.752 5 14 8 4 25 24 3 12 6 4 25 7 207 638 225 5. CREMA CURATIVA DR.295 995 1.714.381 7.889 2.433 2.044 934.214 8. X 1 AMPOLLA UP.444 21 91 335 5 89 320 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 80 255 4 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 25 13 70 198 4 25 2 28 31 4 25 4 174 8 27 450 35 17 1.342 2.189 1.210 2.165 4.VITAMINA K 10 MG/1ML X 1 AMP AGUA CON LIDOCAÍNA AL 1% X 5 ML X 1 Amp METAMIZOL INY 1G 2ML X 1 AMP 2 3 6 14 16 18 18 29 35 39 40 47 66 85 189 250 360 575 607 967 15 19 36 32 33 148 55 129 2 5 202 233 331 423 945 1.625 2.310 2.632 5. (D)OMEPRAZOL 40 MG + SOLVENTE METRONIDAZOL 500 MG INYECTABLE UP.195 994 1.711 25.033 4.385 2.FRUTILLA GLIBENCLAMIDA 5 MG X 100 COMPRIMIDOS CREMA CURATIVA DR. NARANJA V-5 MULTIVITAMINAS X 140 UNID S.847 3.846 25.400 Versión 1.625 368.325 7.745 4.0 28.

0 Página 25 .Six Sigma Black Belt Final Project Versión 1.

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