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  1. 2 points
    No. As per the previous question, if the organisation does not allow the BB/ GB to do a DMAIC project, the opportunity is not given to him to prove his skill set. But in such cases, he can only refresh his knowledge and simulate a project experience and move on to next firm if there is an opportunity. Hence the BB / GB should be ready to take up a project and prove his skill set at any point in time even if we don't get an opportunity. He can also use lean approach instead of DMAIC / DMADV. So, the project using DMAIC / DMADV methodology application should not be a road block for his career growth.
  2. 1 point
    Sir, this is what we are discussing. You took the decision of hiring such candidate without project experience but able to prove. So, the hiring conditions should not so strict that it should be documented, followed diligently with no deviations. If the trained BB has all potentials to prove his LSS knowledge, Completion of BB project should not be a barrier for his next level career growth. thanks Kavitha
  3. 1 point
    No. Venugopal, Good to read the comments. I never challenged the value project execution experience carries. My contention was always on whether it should be a "Must have/Essential criterion" or Not. In spite of having so many unknown factors such as the quality or Genuinity of the projects, the benefits realised, the factors that helped in completing the projects, if it is still made an "essential criterion", then the company only restricts the kind of candidates it receives. Also your example validates my thought process that it may not be essential criterion, as your organization was satisfied hiring a guy without having the project execution experience. I feel that, if it is an essential criterion then potential candidates like A ( "trained BB" from my earlier example) might not even get shortlisted for the interview. Some potential candidate (like A) may not even apply, if it is very evident that they do not satisfy a "Must have" criterion. I totally agree that there are other variables regarding the company's bandwidth (their situation, time, position criticality and resources availability... ) which come into play. If the position is for, say, the first BB that the company is hiring, then surely an experienced candidate would be good. Given the general nature of the debate topic, I still hold my stand that it should not be "essential criterion" . A person with general Project management experience/skills and a good command on six sigma concepts/techniques should be able to do justice to the position. With this I rest my case. Thanks.
  4. 1 point
    No...... Just imagine if the person is conceptually very sound with Six sigma methodology and there are no opportunity for him/her to do any project in the organization, or may be the management is not supporting, then it will be very difficult for him/her to prove potential skills. Also, there is no guarantee that the project submitted by someone is really unique, and is not actually copied from some friend who has submitted the same project somewhere else. If the person has smartly copied, then the examiner would not be able to judge the authenticity of the project. Even if you do Six Sigma project, no one can guarantee the successful completion of the project, but at the end of project there will be lot of learnings, which I believe will definitely help that person to do much better in future projects. Also, as we know that if our project is not successfully completed, our organization will not give any signoff. Irrespective of the fact that person has submitted the project or not, interviewer will have to ask logical questions in order to validate his/her knowledge and skills. Lastly, I would like to say that we should not compare the experience of Six Sigma projects with human operations done by experienced medical surgeons. Human life is always precious than any Six Sigma project because we cannot afford the loss of human lives. Hence, I believe submission of project is not really important, but the sound knowledge is more important, and the basis of his/her knowledge one can definitely does a better job in terms of working on projects as well.
  5. 1 point
    YES Arunesh, By reading your interesting response, I have a feeling that we are treading on similar thoughts, but with varied expressions. In your examples,, you have mentioned that the candidate A "with some mentoring" will become a better option. We are discussing the main criterion for the hiring, where the job profile should mention the expectations from the candidate. Organizations have the option of making the requirement as "Must have" or "Desirable", depending upon their situation, time and resources available for mentoring the candidate. To give an example from my own experience, I had once come across a candidate who was a 'trained' BB, and was very promising with respect to the subject knowledge and other aptitudes, but did not possess the experience of having formally run a six sigma project. As you pointed out, this candidate did stand out compared to some others who were 'certified' BBs with proof of project completion. Since we felt that this candidate had the potential to lead and complete a project , we deliberated and took a decision to hire him provisionally with a condition that he has to demonstrate his project leadership capability within a few months time only after which we will give him a confirmed order. The candidate too was very confident and took up this offer and soon proved himself. These are exceptional situations and could not justify to alter the original hiring criteria. Thus we need to have the criterion very clear and firm, and that doesn't prevent us from taking exceptional decisions with appropriate deliberations and calculated risk. I am concluding my debate with these words, but willing to discuss individually with anyone on more experiences on both sides. Best wishes!!
  6. 1 point
    Appreciate Mohan PB's effort in analysing most of the answers and sharing the comments. Valuable comments from Venugopal and many others!! I still do stand by my opinion that it should not be "essential criterion" but should be a "good to have". Let me give a hypothetical example to explain my thought process. I understand the BB certification process consists of 2 steps: Step 1. Passing an Examination to prove technical and conceptual Six Sigma knowledge Step 2. Project to exhibit practical knowledge. Most people, complete step 1 and are stuck looking for opportunities to complete Step 2. What can these people be called - If not "Certified BB" then may be "Trained BB"? Consider two candidates A and B with following background profiles applying for a improvement Manager position in your company: A - Trained BB (Step 1) - understands Six sigma concepts and techniques, questions existing processes and enthusiastic with a keen eye for process improvement opportunities. He has been a project manager for various technical projects - handled teams, interacted with management /customers , resolved conflicts, but has not been involved in Six Sigma projects. B - Certified BB - Due to unavoidable circumstances, he had to move to the the Quality department in his company. He has completed certification and has completed projects to save and sustain his "Job". Now due to some reasons he has to change companies, but Six sigma is the field he has been working in most recently and is experienced certified in, so he has to apply for similar positions. Now, my argument is based on the fact, that if project execution is "essential criterion" then Candidate A becomes ineligible and the company is left with no choice , but only candidate B. This is not favourable, because candidate A with some mentoring (learning gap) could have been a better option than B. On the other hand, if project execution experience is a "good-to have" criterion, then the company would have had both candidates and can evaluate between them. I am not suggesting that a newbie who has just academic knowledge on six sigma should be considered. I am only suggesting that a experienced professional who understands and is experienced in project management/execution ( team building, conflict resolution, communication with management) and technically clear on six sigma methodology/concepts should not be left out from consideration, only due to the fact that he may not have executed six sigma projects. If a company gets two candidates with similar skill set and same enthusiasm for improvement projects, then preference can definitely be given to the candidate with project experience, but it should not be made an eligibility/essential criterion.
  7. 1 point
    There isn't one word answer to this and a call is required basis the job expectation and organizational structure. I am voting Against this considering a scenario where there is a Master black belt in the organization and Black belt is in individual contributor role and expected to devote 80% and more time into project delivery. The important aspect in such a role is the knowledge of the framework and application of various tools in differing scenarios. As long as candidate is able to proof himself on these criteria, he can be hired as there would ample resources and people around him to coach while he takes up his first project to closure (if he is stuck somewhere). Rather than only completion of a DMAIC project, more valuable assets to look for would be curiosity, questioning abilities, thinking-out-of-box and project management skills which are mandate to be successful in such roles. However when organizational structure is flat and there is only one Black belt (or company is trying to establish the process improvement function with hiring the black belt) , it's definitely vital to look for people who would have completed one or many projects using DMAIC/DMADV otherwise there could be impact on how organization reaps the value in CI journey on the wheel of Six Sigma as he would be whole sole owner of the function and there's definitely a larger responsibility.
  8. 1 point
    YES “Captaincy is 90% luck and 10% skill. But don't try it without that 10% - Richie Benaud, former Australian Test All-rounder, Cricket Commentator and Author Ambassador Argument Submission Priyer It is necessary to have Lean Six Sigma skills and awareness about it, but executing a DMAIC or DMADV is not necessary. The person can also come from a Lean background and apply his experience derived by following the other methodology cycle followed for Lean projects (12 week cycle or 16 week cycles or A3 approach) to be succesful in improvement manager role. How can the Manager without experience of a complete project add value to his reports and the SS Project team? Even if he is sincere and committed, the inability to add value will show up the Manager Kavitha Sundar As per the previous question, if the organisation does not allow the BB/ GB to do a DMAIC project, the opportunity is not given to him to prove his skill set. But in such cases, he can only refresh his knowledge and simulate a project experience and move on to next firm if there is an opportunity. Hence the BB / GB should be ready to take up a project and prove his skill set at any point in time even if we don't get an opportunity. He can also use lean approach instead of DMAIC / DMADV. So, the project using DMAIC / DMADV methodology application should not be a road block for his career growth. This is a different question and nothing is mentioned about the organisation not allowing a project Simulation is no substitute for the actual experience If the Improvement Manager restricts himself only to Lean projects, then many improvement opportunities could be lost By not doing any SS projects, both his career would not develop and the organization will lose out on improvements Togy Jose I would have preferred to say Yes, but there isn’t a lot of adoption by Organization around Lean Six Sigma methodologies - which means even if an individual has put in a lot of effort in getting certified, he/she may not get to work on a project because the org is not interested. So, for selecting a BB - an MBB or a highly experienced BB should have an in depth conversation with the candidate to just check for conceptual clarity / aptitude / functional experience / maturity level etc Given that in some industries (eg: Consulting) where LSS is not encouraged but there are enough high quality profiles, would we want to be limited by this requirement? Even if someone were to claim having done a project end to end, there is no way to review the data and verify the findings on account of confidentiality. So we’ll limit ourselves to just checking only conceptual clarity anyway. Not every LSS intervention needs to be a project, even a well-timed and well-documented FMEA can help with prioritised corrective action or a well documented QFD can help with a well structured design process. So a certified BB who has a done a lot standalone interventions deserves a chance. Standards cannot be diluted just because organizations are not following the SS Methodology The profile would not be that high quality if there were no SS Project experience This cannot be a reason for leaving out the requirements Possible to understand the truth by repeated questioning Agreed that not every LSS intervention needs to be a project. Tools were, are and will be used by themselves. But by not having SS project experience, the main benefits of the SS Methodology are lost Atul Dev Completion of a Six Sigma project depends on opportunity That is fine. But not having an opportunity still remains a drawback Alex Fernandes .completion of a full-fledged DMAIC or DMADV project not be an essential criterion for the hiring of a Lean Six Sigma BlackB Belt professional in an improvement manager job role and this is one huristic that the feternity needs to change. It is important for the interviewer to assess candidate's knowledge and project completion is a good source to gauge from but this is not always true. Reasons: 1. Genuinity of projects cannot always be verified. 2. Success of the project cannot be established. 3. Level of participation of candidate in the project cannot always be checked. In fact, projects could be misleading and could give an upper edge to undeserving candidates. It is important for a candidate to know and apply SixSigma tools and techniques and that could be established even without a full fledged project. Leading interview questions can reveal the truth Same as above Same as above Phani Kumar. N Since Six Sigma is an approach for process improvement, a person experienced in the area of operation acquiring skills and the techniques to be implemented for process improvement can be a better pick than a person who has handled improvement projects in other areas. However, nowadays there is a need for doing Projects has become a pre-requisite for handling Business Excellence function when it comes to hiring by organizations. This I look as a drawback in hiring process. The USP of the SS Methodology is its completeness of approach. Expertise in this completeness is acquired only by completing projects. All other related skills cannot make up for a lack of experience in completing sufficient number of projects in various roles like member, leader, mentor and so on Rajesh Chakrabarty I do agree on the point about a person having experience in the area of operations acquiring skill and technique.... This person can definitely be of great help to the project lead/improvement Manager.....especially for FMEA The experience is never complete without the project. Nazim Because identifying the improvements are not dependent on the experience of DMAIC & DMADV, the candidate should be aware of how to find the areas of improvement and drive business benefit out of it Unless the candidate is experienced in various nuances of the methodology that is best learnt by doing different types of projects, the person will never be sufficiently aware Arunesh Ramalingam In my opinion it should be a "Good to have" requirement. I strongly feel the following two aspects should be given more importance: 1. The Professional's familiarity and understanding of Lean Six Sigma concepts and his attitude/thought process towards the concept of "Continuous improvement". This aspect would indicate if the person would be able to identify, initiate and promote improvement activities. 2. The Professional's overall job experience. This would highlight his skills related to working in a team, leading projects, ability to communicate with the management, handling conflicts and so on which are critical for executing any six-sigma project. I would agree that a person with prior project execution experience may be more familiar with all the aspects of project execution, but he may not be essentially a keen promoter of continuous improvement culture. Also, the ambience under which he completed the projects is an unknown factor. For example, there could have been high level of support that he received from the management and his team, enabling him to complete the projects. On the other hand, a professional with the right attitude and skills may turn out to be a better option (albeit with some mentoring or learning gap). The points 1 and 2 identified above could be evaluated with well drafted detailed interview questions involving case study analysis and presentations. The completion of a full-fledged DMAIC or DMADV project should be a "good-to-have" requirement, and making it an essential criterion may not be the right thing to do. Knowing Arunesh’s performance in the competitions, first reaction on the lighter side would be, “Et tu, Brute” :-) The question is only about the essentiality of project experience and nothing to do with attitude. A person’s ability to identify, initiate and promote improvement activities will be complete only with relevant project experience. Merely having those skills is insufficient. What is required is using the skills effectively in projects. If the person were not a keen promoter of Continuous Improvement culture, the person would not have applied for the role in the first place. Same as above Same as 1 above As mentioned above, the candidate’s likelihood of success lies in understanding the full potential of the SS Methodology which is best achieved in performing different types of projects.
  9. 1 point
    My stand is NO. In my opinion it should be a "Good to have" requirement. I strongly feel the following two aspects should be given more importance: 1. The Professional's familiarity and understanding of Lean Six Sigma concepts and his attitude/thought process towards the concept of "Continuous improvement". This aspect would indicate if the person would be able to identify, initiate and promote improvement activities. 2. The Professional's overall job experience. This would highlight his skills related to working in a team, leading projects, ability to communicate with the management, handling conflicts and so on which are critical for executing any six sigma project. I would agree that a person with prior project execution experience may be more familiar with all the aspects of project execution, but he may not be essentially a keen promoter of continuous improvement culture. Also, the ambience under which he completed the projects is an unknown factor. For example, there could have been high level of support that he received from the management and his team, enabling him to complete the projects. On the other hand, a professional with the right attitude and skills may turn out to be a better option ( albeit with some mentoring or learning gap). The points 1 and 2 identified above could be evaluated with well drafted detailed interview questions involving case study analysis and presentations. The completion of a full-fledged DMAIC or DMADV project should be a "good-to-have" requirement, and making it an essential criterion may not be the right thing to do.
  10. 1 point
    Valid point Santosh, but Given that in some industries (eg: Consulting) where LSS is not encouraged but there are enough high quality profiles, would we want to be limited by this requirement? Even if someone were to claim having done a project end to end, there is no way to review the data and verify the findings on account of confidentiality. So we’ll limit ourselves to just checking only conceptual clarity anyway. Not every LSS intervention needs to be a project, even a well-timed and well-documented FMEA can help with prioritised corrective action or a well documented QFD can help with a well structured design process. So a certified BB who has a done a lot standalone interventions deserves a chance.
  11. 1 point
    Effectiveness relates to how good the outcome of the process is. Efficiency relates to how much resources the process consumes. An example from the software industry is the Review process. Effective review means one which finds most defects and leaks very few. The work product which is the outcome of the review will be of high quality i.e. it will have very few defects. Efficient review means using minimum review time to find maximum defects. It doesn't deal with how many defects will be left in the work product. Thus effective review needn't be efficient and vice versa.
  12. 1 point
    Effectiveness is an indicator as to how the process is successful in delivering the output as per requirements. Efficiency is an indicator as to the extent of output delivered with least resource consumption. i.e. higher input to output ratio. Ideally it is not relevant to consider the efficiency of a process that is not effective. If a process is very efficient for what ever output it delivers, but not effective, it simply means that the process is ' efficiently' delivering a wrong output. However, we may conditionally apply this thought process; for e.g. a process could have a very high process capability, with very low variation, but due to a mean shift it is not delivering the required output, and hence not effective. For eg. in my recent experience in a fuel station, they had an equipment that is capable of checking and correcting the air pressure of all my four wheels, as against walking around and checking each wheel one by one. I felt that this is an efficient process, and saves time and effort. However, after the process I did not have comfortable drive. Upon checking the individual pressure of each wheel, I found the variation is high. Thus, though the process was attempted to be made more efficient, the effectiveness has been compromised. It is quite possible to have a process that is effective, but need not be efficient. Imagine a continuously running escalator, as against an elevator that can carry only 4 persons. The escalator represents a more effective process since it is always available to go up. However, since it is continuously running irrespective of any passenger, it may not be an efficient process.
  13. 1 point
    A Six Sigma trainer can be efficient; in terms of his punctuality, preparedness & organizing skills. An effective Six Sigma trainer can be the one who helps participants learn the application of tools and techniques by providing them with real-life and practical examples. The trainer can be efficient but; not effective and vice versa A bus or cab driver can be an efficient or high-speed driver but; an effective driver is the one who ensures that the car itself and passenger too reaches the destination safely. The cab or bus driver can be effective but; not efficient and vice versa
  14. 1 point
    Efficiency is defined as how efficiently the inputs are converted to the output, whereas Effectiveness is defined as the usefulness of the output. Efficient means doing things right and Effective means doing the right thing. Nokia an efficient company, couldn’t succeed as they were not able to shift to smart phone technology fast enough, they were efficient but not effective. Achieving the target of “X” nos. of calls/ day by the reps from +91-140…. is not going to attain the results unless I happen to reach on a deal with them. For a successful organisation, the process needs to be Efficient and Effective.
  15. 1 point
    Efficient(doing things right) and Effective(doing right things) are two interchangeably used words in general parlance yet different in 'work' approach. Both are essential as explained through examples: Blackberry inspite of being most efficient in their approach failed because they could not encompass strategies according to changing market ...lack of vision rendered them ineffective. Scheme of JanDhan accounts was to provide easy access of financial services to all and was effective in opening 1.5 crore accounts. But for inefficient implementation, it took very long for accounts to become operational and some lost interest.
  16. 1 point
    Efficient : It means doing something of quality with minimum wasted effort or expense, and in the process achieving the best possible outcome. Effective: Having the intended or needed result successfully. Example for case 1: Efficient process but not an effective one: In an IT support project, whenever a bug/defect needs to be tested, the ideal way is to provide the fix(Code) , test it in local environment and then deploy to production environment (Efficient way). For lower severity defects, this may work. But because the downtime for severity 1 defects would be very less, developers/support analysts would not have time luxury to do this and hence this efficient process may not be of help to them, as the critical feature/functionality needs to be restored quickly. Hence even if this is an efficient process, for Severity 1 & 2, this process may not be effective as doing this way may take some time which may be cross the SLA for severity 1 & 2 to be missed. Therefore this may not become an effective process. Though as a workaround , the organisation can make use of Experienced or SMEs (of the applications) to address these Severity 1 and Severity 2 bugs/defects who would bring their expertise to offset this problem by providing the fix and then deploy it directly in the production environment. Example for case 2: Effective process but not an efficient one: Consider an IT support (maintenance) project. Two constant values need to be included in the software code for doing a processing (Calculation), by the support analyst. Now the analyst 'hard' codes these values into certain set of files (where this is needed). Hard coding (can be called as Magic Number in this context) means that numeric values are inserted into the code instead of using through a variable which can be declared as a CONSTANT, which is the efficient way. In case, due to business logic, the constant values get changed , then all the hard coded values need to get changed in each file and manual updates need to happen. So there is a chance that manual error or missing of the hard coded value in a particular file might happen. Declaring the constant value through a CONSTANT variable might avoid these errors, which is the most efficient way. Therefore while we can achieve what we want with the hard coded values (to satisfy the business needs) which can fetch the right results(effectiveness), it is not the efficient way of doing that processing as aforementioned.
  17. 1 point
    Effectiveness means the ability to produce a desired result that is; getting things done right regardless of time and cost; whereas efficiency means doing the things right in a best possible or optimised way. Example 1: If illumination intensity 600 lux is the requirements in a study room , you have several option to get the desired results, one may use CFL or LED light. In this case CFL is effective but not efficient as it consumes more energy for same light intensity compared to energy efficient LEAD lights. Example 2: In a beverage manufacturing unit ,day production target is to produce 10000 cases and if you use process A ,it produces 13000 with 5% deviations where as Process B produces 9000 with zero deviations. In this case Process B is efficient as it is cost effective due to zero waste but not effective as it is not meeting the required results.
  18. 1 point
    Effective means doing the right thing and efficient means doing the things right. Example : Average of field visit count of two agents of an insurance company are coming 6 visit per day. Target is also 5 to 6 visit per day. Then both the agents will be considered as effective. But the average of conversion of each visit to sales of the 1st agent is 3 clients per day and for the 2nd agent is 1 client per day. Then 1st agent will be considered as efficient
  19. 1 point
    Alex A process, product, or service should be both, efficient as well as effective. Aiming only for effectiveness may mean doing the right thing but doesn't consider cost. E.g, a shoe manufacturer gold plating his product in order to please customer but this comes at exorbitant cost that the customer may not be willing to pay for. Whereas, aiming only for efficiency may have too much if emphasis on controlling cost resulting in impact on quality of product or service. E.g., shoe manufacturer cutting cost by using low grade raw materials. So, it is important to strike a balance between Effectiveness and Efficiency for meaningful product / service.
  20. 1 point
    "Efficiency" measures the use of inputs for realizing maximum output, a waste process can also be performed efficiently. But nothing is more inefficient than doing efficiently, that which should not be done at all. Effectiveness also brings into focus, the purpose or objective of the process, ensuring that it should be fruitful in the larger scheme of things. The best example of a process that could be efficient without being effective is the “Corrections” or “Repair” processes. The process may be efficiently using resources, but will be effective only if the intelligence it generates leads to its own redundancy.
  21. 1 point
    Effective is doing the correct thing to produce the desired result whereas Efficient is doing the thing in a most productive manner. Effectiveness is a measure of getting the result correctly in a certain number of events whereas Efficiency is a percentage figure which is measured as the ratio of work/power/time utilized in producing an output to that of the total work/power/time taken Example of Highly Effective but not efficient process A sales person distributing a sample of any product (say chocolates) to the customers with a stall in any super/hyper market is a very effective but highly inefficient way as the customer comes to know about the product by consuming/using it but very less customers would be actually buying it. Similar example would be transmission of electricity in high voltage lines where the effectiveness is very high as fewer lines are used but the efficiency of power transmitted to the end transformer would be much lower than that produced at the power station. Example of Highly Efficient but not Effective process Online teaching or teaching to masses is a highly efficient process where several 100’s or even 1000’s of students can be trained at the same time but the effectiveness is very less as the instructor/professor cannot put in adequate time to each trainee to make sure that the trainee has absorbed the concept well.
  22. 1 point
    Effectiveness(goal oriented): it's about doing the right tasks, completing activities and achieving goals. Efficiency(effort, process, goal, time oriented): it's about doing in an optimal way (like doing it in a faster way or with least expenses)
  23. 1 point
    The Delhi Govt's Odd-Even motor vehicle usage scheme was considered efficient but not fully effective in terms of compliance. China's policy of number plates ending with specific digits on roads on specific days is effective but not efficient considering China's transportation needs.
  24. 1 point
    Lets say A & B are two representative who are selling credit cards. Their manager asked them to call minimum 100 people to promote & sell their companies card. A/sell B/Sell Day 1 100/5 100/50 Day 2 80/40 100/5 So, in day 1, both A & B are effective[because both reached daily target of 100 calls] but B was more efficient. on the other hand, on day 2, B was effective but not efficient, and A was not effective[as failed to reach target of 100 calls] but efficient than A. In case of a product manager, P1 & P2 both completed their project within given timeline so both are effective but P2 used extra cost to achieve it, so P1 is much more efficient than P2. Hope it clears the idea So, effectiveness depends upon reaching the target but efficient depends upon effectiveness & output.
  25. 1 point
    If we meet our objective without really bothering about the amount of resources that we have put in then we can say that we have been effective. If we meet our objective while optimally utilising our resources then we will be said to be Efficient and Effective. For example, I am cutting an apple into six pieces of equal size. I can use a knife and cut into six pieces approximately of equal size. I have been effective but not efficient. If I take an apple cutter and cut the apple in one shot, then I am efficient and effective
  26. 1 point
    One person rights 1000 lines of code in 4 hours. He is very efficient. But his code has many defects and it takes another 4 hours to correct it. Person B writes 1000 lines in 4 hours and that is defect free. Person B is effective.
  27. 1 point
    Dear All, New Year is a time to reflect on changes we want or need to make. I suggest a New Year Resolution that will surely but surely take us ahead in this competitive world. Here is the resolution - “I will learn and share something new towards my pursuit of Excellence every day/week.” While learning everyday is far better than learning every week, you are free to choose what works for you. Either way, if you are in, let us unite to make this resolution work. Here are the steps you can follow. If you are not listed as an “Excellence Ambassador”, send a Whatsapp message to +919312648189 with your full name and email address. You will start getting responses guiding you on how to participate. If you are already listed, you will be getting Whatsapp messages every day guiding you to latest question, quiz or debate. Start participating. Review all the Rewards - The Rewards are not monthly. Reward points can be gained any day and utilised as and when you wish. All rewards are mentioned here - https://www.benchmarksixsigma.com/forum/excellence-ambassador-rewards/ All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Remember, you do not have to pay anything in this initiative. You can only win by the way of learning and through the rewards. Happy New Year !! Let us strive towards Excellence. Day by day. Best Regards, Vishwadeep Khatri Founder CEO, Benchmark Six Sigma
  28. 1 point
    Let’s see the job description of the LSS resources and try to evaluate as to why cost-cutting initiatives target this function.. Six Sigma professionals work in all types of companies, in nearly every industry. They are often employed by government agencies and contractors, telecommunications firms, manufacturing companies, healthcare companies and financial services providers, to name a few. Six Sigma professionals are typically responsible for providing expertise in deploying Lean and Six Sigma programs and initiatives, and directing teams to achieve desired results using Six Sigma methodologies. Six Sigma professionals support the analysis, planning, design, implementation and evaluation of key projects to help companies achieve their goals. Using Six Sigma methodology and analytics, they accomplish measurable business process improvements. Specific Six Sigma job duties might include instructing cross-functional teams in adapting to and understanding improvement processes, facilitating Kaizen and Rapid Improvement Events (RIEs), and overseeing process improvement projects. These professionals may also be required to interpret customer needs and requirements, translate concepts into practice, identify process improvement opportunities, and quantify results and trends. Professionals who are leading Six Sigma projects are also often required to make recommendations, and develop and present formal presentations to senior management. Six Sigma Black Belts will typically share best practices methods and ideas, as well as coach and mentor others, particularly Six Sigma Green Belts. (Excerpts from sixsigmadaily.com) Though such elaborate functions are planned, carried out, documented and implemented, the “results” may not be in sync with the Management’s expectation. Quoting a personal experience: A six sigma approach was implemented in one our department. The attrition rate before Six Sigma was quite low. All the evaluation parameters, the KRA’s, that were defined were not accepted by the subordinates and the attrition rate increased. This in turn was another set of challenges for the management, which is now focusing on frequent hiring, training, hand holding, deploying etc., There was a large gap between the theoretical discussion and the actual implementation and the results. Once the companies grey areas are identified and the solutions implemented, the LSS resources seems to be a Liability to the company. Not trying to sound harsh – but it’s more often that it’s a onetime use and throw approach. Or The expectations from the management is very high in a short span of time for which they think that LSS is not yielding results are expected and in turn have to face the heat.
  29. 1 point
    FOR I would like to say that zero defect is achievable but it depends on how we are doing its interpretation. Theoretically and practically it is not possible to achieve zero defect. But I would say zero defect means get things right at first time. So we can achieve zero defect. For example if I talk about to finish the project. During finishing of project we have so many steps which are having their own deadlines and conditions. If we are completing all steps in time with all requirements and finish our project on time we can say that there was no defect because whatever has been planned earlier is achieved now. Also lean manufacturing and continous improvement focus on preventive maintainance to reduce and eliminate waste activities so that we can achieve our targets.
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