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  1. Yesterday
  2. "I loved everything about the training - the trainer, his style of delivery, the training materials, the ambience and arrangements for the session. I recommend Benchmark GB course to everyone who wants to learn Six Sigma." Udit Narayan Basu, Operations Accountant, Wells Fargo
  3. "Anyone can join and understand Six Sigma GB training at Benchmark Six Sigma; it is not necessarily for people with statistics background. The concepts were easy to understand because of the examples and way the trainer explained it." Samarth S Kalyanashetti, Sr. Design Engineer, Allegis India
  4. "Loved everything about the training from study material to training methodology." Satish G Kalakeri, QA Engineer, Macpro Technologies pvt
  5. "The trainer made the concepts very clear in an effortless manner, loved the training, materials, and examples. Can relate to it completely and will implement them in daily life." Sajid Hussain Magadi, Manager - Training & Quality, PayTM
  6. "The training was very well planned and executed with the exact use of right technologies. The best part was the quiz session, it helped us revise and remember the modules." Vinod V Rao, Process Improvement executive, JBM Ogihara Automotive India Ltd.
  7. "Excellent platform and ambience to learn, practice and deploy Lean Six Sigma in a synchronized manner." Sreyash Sangam, Asst Manager, GSK
  8. "The training was very well structured." Nandha Kumar, Delivery head, Inmobi
  9. "The trainer planned the training very well, the widespread course was completed in the stipulated time because of the trainer’s knowledge and grasp on the subject. Very well planned and executed training." Harshan Vijayan, Manager Operations, Micro Focus
  10. Last week
  11. "The best thing that I liked about the training was the trainer made us practice the concepts a lot." Harvivek Kapur, Sales Trainer, Adobe
  12. "The training has given me a lot of insights about the Six Sigma concept, implementing them will make my life easier. Countless examples were shared throughout the training." Milind A Phadke, Consultant, Optum Global Solutions
  13. "Benchmark is the best place for six sigma training. The training also explained that DMAIC can be used in any industry." Goldi Sarkar, Service Delivery Manager, United Health Group
  14. "Everything about the training was good; its timing & duration, the content & the trainer." Jais Chacko Alanickal, Assistant Manager, Allianz Global Corporate and Specialty
  15. "A lot of examples and exercises were included during the training that kept the participants engaged. Benchmark is better than any other institute in Delhi NCR for Six Sigma training." Sushant Kumar Nath, Team leader, R systems Pvt. Ind. Ltd.
  16. "The training was nicely planned and executed; Benchmark makes learning easy by explaining the concepts in an understandable way. " Kapil Anand, Manager, Encore Capital
  17. "The training was conducted in an extraordinary way, the complex tools and techniques were explained in a simplified manner. Excellent and relatable examples were quoted from different industries for easy understanding of application of the tools." Prashant Sharma, Consultant, Trident Group
  18. Please read the question and Benchmark's expert view to get a couple of examples. If you would like to contribute more examples, let us know!
  19. Benchmark Six Sigma Expert View by Venugopal R Observing Human behavior is very important during training sessions to gather feed back and modify your approach to make your session as effective as possible and for long term learning. Similarly, while doing mentoring of projects with Black Belt or Green Belt leaders, observation techniques are equally important. 1. Look for things that prompt behavior One of the important aspects during a project drive is to have constancy on pursuing the objective. An important behavioral observation is to see if the leader sets himself / herself a disciplined schedule. It is important to have some kind of planned schedule and adhere to it in terms of meeting, review and working sessions. Setting up such a time structure is a behavioral trait that triggers one to fill in the time slots with some targeted accomplishments. 2. Look for adaptations/hacks/workarounds Changes do keep happening in an organization and during the course of a project, it is quite possible that the relevance of the project objective could get altered, due to other business strategies / factors. Some project leaders find this as excuses for lack of progress in their projects, where as some others will figure out a workaround to adapt their projects to the changed scenario. 3. Look for what people care about/value the most The WIFM factor (What Is in it For Me) is very prevalent and influences the motivation for any leader to put in their best on the project. WIFM factor could vary for different individuals. Some may be looking for: a) Monetary rewards b) Recognition c) Making their job easier d) Learning experience e) Any other If we understand which category of WIFM the individual belongs to, in terms of what he / she values most as the outcome of doing the project, it could perhaps help in the way you may address the individual. The would also be individuals who do not appear to value anything and show poor involvement and urge for their project. There would also be individuals who value something, but may not make it obvious! 4. Look for body language While mentoring someone on a project, you cannot miss many body languages: Cell phone is the most common distraction. It is also a wonderful tool to pretend that you are busy with something. However, an experienced eye can easily differentiate between someone who is genuinely busy and those who pretend to be busy. It is important to keep observing and assess how much attention of your mentee you are able to gain and accordingly change your approach and strategy. 5. Look for patterns One of the patterns of behavior on people is the timing they work best. There are certain people who are best in the morning hours and some who are best in the evening hours. There are many who whose concentration will seriously taper down from a Friday afternoon and will be regained only after the next Monday afternoon. Again, there are some busy bees who prefer to take the work on weekends. Mostly, I find the meeting effectiveness is best if the duration is maintained for one to one and half hours, with a pre-planned agenda and objective. 6. Look for the unexpected Few project leaders who are sluggish, might make sudden spurt of improvements and the opposite is also possible. Some start off with high excitement and vigor, but by the time you reach the Measure phase, the energy levels may dip considerably. Another unpredictable pattern is ‘Mood swings’ and your effectiveness with the person depends on which way the swing occurs. On the whole, observing the conduct and manners of your audience / participants / mentees and trying to best adapt to the feedback based on observations is a very important control method to improve the effectiveness of your endeavor.
  20. Q. 154 Give some good examples, preferably from different Industries, where a Lean Six Sigma project was considered successful w.r.t Primary Metric (CTQ) but was later understood to be a big failure due to adverse impact on Secondary Metric. Please remember, your answer will not be visible immediately on responding. It will be made visible at about 5 PM IST on 26th April 2019, Friday to all 53000+ members. It is okay to research various online sources to learn and formulate your answer but when you submit your answer, make sure that it does not have content that is copied from elsewhere. Plagiarized answers will not be approved. (and therefore will not be displayed)  All Questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ All rewards are mentioned here - https://www.benchmarksixsigma.com/forum/excellence-rewards/
  21. Hi All, I am basically from Operational back ground, very keen to understand the scope for improvements. from process excellence stand point, six sigma plays an integral part in terms of identifying the non value adds and stream line the controls resulting in a greater efficiency and utilization. enables a different perspective towards functional challenges and act towards the greater results.
  22. "Facilitators experience and their content knowledge was excellent. The knowledge transfer was seamless and very effective. The content and the examples shared in the course was very informative." Krishna Prasad, Project Lead, Shell
  23. "Benchmark Six Sigma is a great place to learn and deliver six sigma. The Trainer was having in depth knowledge of key concepts. Liked the practical usage of MiniTab Software." Michael Navin Xavier, Manager / Associate Principle, Sutherland Global Services
  24. "The best institute for learning Six Sigma program. The Trainer's skills and the way training was conducted was good." Vasanth Selvaraj, Assistant Consultant, TCS
  25. "The best part of the training was the historical examples used to explain all the concepts." Sasi kanth Reddy M, Dufil
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