Congratulations to Winners of Episode 1 (September 2017)!
Registration open for Episode 2 (October 2017)
Q1- Excellence - How would you define, compare and contrast the following terms - Personal Excellence, Process Excellence, Operational Excellence and Business Excellence? - Click here to see responses - Best Answer by Rajesh Rajagopalan
Q2 - Root Cause Analysis - Root cause analysis is essential to problem-solving. However, there are four possibilities - (you may watch this video to understand more - https://tinyurl.com/ybtjmnof )
- A cause may be necessary but not sufficient for a problem to occur.
- A cause may be sufficient but not necessary for a problem to happen.
- A cause may be neither sufficient nor necessary for a problem to occur.
- A cause may be both sufficient and necessary for a problem to occur.
Q3 - Metrics - Dashboard, Numbers, Metrics, CTQs, are commonly used terms in the domain of Business Excellence. Here are conflicting views by two Management Gurus -
"If you can't measure it, you can't manage it" - Peter Drucker.
"It is wrong to suppose that if you can't measure it, you can't manage it. The most important numbers are unknown and unknowable" - Dr. W. Edward Deming
What is your view on this? Is measurement essential for good management? Why? Why Not?
- Q4 - Kaizen, Kaikaku, Kakushin - Explain the meaning of Kaizen, Kaikaku and Kakushin. How are the three different from each other? How do they complement each other? What would a company lose if one of these as a concept was not utilized? Click here to see responses. - Best Answer by Venugopal R
- Q5 - Creativity and Innovation - There are many experts who consider the presence of a process as a significant roadblock in the effort towards creative design work. It is also understood that there are many innovations that happened purely by accident. Is there any value in the use of Lean Six Sigma in the world of product innovation? Why/ Why not? Click here to see responses. Best answer by Bandam Srinivas Reddy
- Q6 - 5S - There is enough information on how and why 5S is effective in manufacturing. While everyone may agree that 5S makes sense in workplace organization even in services, the question is - Does 5S actually save enough money when implemented outside manufacturing? If yes, how? Click here to see responses. Best Answer by Venugopal R
Q7 - Value Adding - A Value-adding-activity is commonly defined as one which is not wasteful. We also like to commonly use three checks for value addition.
- A value adding activity is one that customer is willing to pay for.
- A value adding activity is transformational by nature.
- A value adding activity is done first time right.
Do you go with these questions as prescriptions for value addition in all circumstances? Or would you modify these questions depending on the process/ situation/ industry? If you think that modifications are needed, please illustrate with some examples. Click here to see responses. Best Answer by Nagraj Bhat
- Q8 - Fault Tree Analysis - What is Fault Tree Analysis? Where do you think it is most effective and in what circumstances is it likely to be least useful? Click here to see responses. Best Answer by Arunesh Ramalingam
- Q9 - Central Limit Theorem, Law of Large Numbers - What is the difference between Central Limit Theorem and Law of Large Numbers? If central limit theorem can help us achieve a normal distribution, why should we not always make use of it and get rid of Non-Normal data? Click here to see responses. Best answer by Atul Dev
- Q 10 - Takt Time While takt time is the same as demand rate in simplistic terms, it is considered extremely important as a concept in Lean implementation. What kind of decisions does the Takt Time drive? Are these decisions strategic or tactical by nature? Click here to see responses. Best answer by Vivek Dahake
Q 11 - Poka Yoke/ Mistake Proofing
While it is understood that mistake proofing is immensely effective, there is some confusion about what it means or intends to achieve. Let us consider the following interpretations of Poka Yoke -
- The human error will not happen at all.
- Human error may continue to happen but the defect will not happen.
- Human error may happen, the defect is less likely to happen.
- Human error may happen, the defect will also happen but will be detected and corrected automatically.
- Which of the above interpretations are correct? Please explain with valid examples. Click here to see responses. Best Answer by Arunesh Ramalingam
- Q12 - False Alarm, Missed Alert - While pursuing Business Excellence, given a choice, which error will you prefer over the other - A false alarm or a missed alert? Click here to see responses. Best Answer by Arunesh Ramalingam
- Q13 - Hypothesis Testing - Hypothesis testing is one of the powerful methods used in Six Sigma methodology. In the pursuit of excellence, how important is hypothesis testing? In which phases of an improvement project, is it likely to be used? Click here to see responses. Best answer by Rupinder Narang
- Q 14 - Pacemaker process - What is a pacemaker process? Explain the importance and relevance of selecting an activity as pacemaker process in a value stream. Click here to see responses. Best Answer by Sandhya Kamath
- Q 15 - Autonomation (Jidoka) vs Automation - Before they got into the automotive business, the founders of Toyota built competitive edge due to the excellent usage of Jidoka (also called autonomation) at their workplace. Explain the term Jidoka in modern day context with examples that bring out the difference between automation and autonomation. Click here to see responses. Best Answer by Venugopal R
- Q 16 - SIPOC - The SIPOC or COPIS is considered a useful tool by many. There are others who think it does not seem to serve any purpose. Explain the context of use and the benefits of SIPOC. Please use your own words. Click here to see responses. Best Answer by Mohan PB
- Q 17 - Common Cause, Special Cause - How do you differentiate common cause variation from special cause variation? Why is this differentiation important? Explain how misjudging one of these as the other can create problems in the real world. Click here to see responses. Best Answer by Arunesh Ramalingam
- Q 18 - Cost of poor quality - While it is possible to go into details of the cost of poor quality, it is really worthwhile to do a painstakingly detailed assessment of this metric? Also, explain how precise can one get on this? Click here to see responses. Best Answer by Arunesh Ramalingam
- Q 19 - Kanban/ Pull System - While Pull based flow is considered better than Push based flow in many ways in general, it is not always that a pull system can be implemented. Please mention in your own words how and why the pull system is not practically better than push system in certain situations. Click here to see responses. Best Answer by Mohan PB
- Q 20 - Checksheet - The whole idea of checksheet is getting replaced by tools and BPM. Checksheets in their original form are almost obsolete. Do you think it will be removed completely as a QC topic in the education of quality or do you think it will continue in its original form or in a modified form? Please answer in your own words. Click here to see responses.
One question is posted on every working day for Excellence Ambassadors to respond. There is more learning in exploring and articulating an answer as compared to reading responses.
- Q2 - Root Cause Analysis - Root cause analysis is essential to problem-solving. However, there are four possibilities - (you may watch this video to understand more - https://tinyurl.com/ybtjmnof )