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Rajiv.

Lean Six Sigma Black Belt
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About Rajiv.

  • Rank
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  • Birthday 04/25/1986

Profile Information

  • Name
    Rajiv Nair
  • Company
    Datamatics Global Services Limited
  • Designation
    Sr. Quality Manager
  1. Hello, Need your advice in below concern.. this concern belongs to Service Industry (BPO). I am doing a lean project, with the support from ops stakeholders we have identified few NVA's from micro level process map after brainsorming we found that these steps are not adding any value to customer nor to the operations. However, we have removed those steps and rearranged the steps in proper order keeping in mind that the flow should functions effectively. 1) In the above case does 5S applicable to this situation? because I tried applying... 2) Is it mandatory to apply all the 5S in the lean or we can use any of the "S" as per the situation? Please advice.... Regards, Rajiv Nair Mumbai
  2. Hi All, Need you advice... Currently I am working one of the business p roblem which is adversely impacting the client deliverable's. Problem is - High Attrition. I understand its a universal problem, I am just trying to control few of the factors which are in our control. So with the help of an HR I have collected last 12 months data (Aug 2013 till Sep 2014) attrition data. I also studied the reason given in exit interview while leaving. Accordingly I have classified few of reasons for leaving into sub-groups, they are: 1) Career Growth 2) Compensation 3) Family Problem 4) Higher Position 5) Relocation 6) Health Problem 7) Higher Studies 8) Own Business 9) Performance Issue 10) Dissatisfied with Job 11) Working Hours 12) Job Location 13) Job Profile Also please see the Pareto attached. The data which I have collected have following information: Name Project Designations Grade Education Location (residential) Marital Status Date of Joining Last Day in the Org. Date of Resignation Notice Period Served Notice period Required What further analysis I can do with the above given data ?? Please advice. Regards, Rajiv Nair
  3. Hi All, Need you advice... Currently I am working one of the business problem which is adversely impacting the client deliverable's. Problem is - High Attrition. I understand its a universal problem, I am just trying to control few of the factors which are in our control. So with the help of an HR I have collected last 12 months data (Aug 2013 till Sep 2014) attrition data. I also studied the reason given in exit interview while leaving. Accordingly I have classified few of reasons for leaving into sub-groups, they are: 1) Career Growth 2) Compensation 3) Family Problem 4) Higher Position 5) Relocation 6) Health Problem 7) Higher Studies 8) Own Business 9) Performance Issue 10) Dissatisfied with Job 11) Working Hours 12) Job Location 13) Job Profile Also please see the Pareto attached. The data which I have collected have following information: Name Project Designations Grade Education Location (residential) Marital Status Date of Joining Last Day in the Org. Date of Resignation Notice Period Served Notice period Required What further analysis I can do with the above given data ?? Please advice. Regards, Rajiv Nair
  4. Hello All, I need to understand more..... how do we implement or bring the culture of six sigma if we don’t get support from the operation (especially service sector) due to their urgent deliverables? So being process excellence expert.... there are few approaches I have seen other organizations do.... and I believe it should work.... they are: 1) Visual Management - Presenting some good achieves which we got in the former lean six sigma project implementation to the Ops team. 2) Training - Co-operate with the project team, introduce lean six sigma concepts and lean thinking to the team. Push them to continuous improvement. Is there any other approaches we can use....apart from the above-mentioned lines....? Regards, Rajiv Nair
  5. Team.... can you please suggest.... how can I resolve above process constraints......
  6. Hi Team, Need your advice.... how we can measure Accuracy of the SLA... sounds very simple... There is an Client SLA where team has to maintain 99% accuracy for each cases... Team receives different cases from client where each cases is different from the other, CTQ wise certain CTQs are similar to each cases and some are different. So we have different opportunities for each cases.... In this situation we cannot have constant value for each cases as denominator to measure accuracy.. Below mentioned are the few samples taken from the monthly volume data... where we identified the actual opportunities from each cases.... Day Volume/Cases Total Opportunities Day 1 123 98 Day 2 143 22 Day 3 109 62 Day 4 112 29 Day 5 141 40 Day 6 121 62 Day 7 132 63 Day 8 145 81 Day 9 138 88 Day 10 104 22 Day 11 144 81 Day 12 115 38 Day 13 135 21 Day 14 138 65 Day 15 123 95 On a monthly basis the volume or cases used to be in an average of 1456 cases.... how we can measure its accuracy.... (client target 99%) Challenging part is to identify opportunities count for each cases as it is one of the time consuming activities....how we can resolve such constraints.... Hope you understood the concern....
  7. Thanks Srinivas for the reply... I completely agree even grading system contributes in identifying the effectiveness in QMS, but there are cases where (for e.g.) suppose if we are following grading system in QMS then there is possibility where ops members may run behind to achieve high grades without understanding or realizing the exact requirement of the QMS attributes. In such situation we cannot rely for the fact that the process has reached its effectiveness level... I need to overcome such kind of risk, I am thinking how we can resolve such situation...
  8. Hello, This is respect to ISO 9001 2008 or in general I would say QMS, the question is not about what is QMS or ISO.... My query is how we can measure the effectiveness of the QMS in Ops team in service sector without using any scoring or grading system.... This is not a how to, question but what do you see as your key measures of effectiveness?
  9. Hello Team, Its been well known to everyone that whenever we have Defects counts of data with samples it is easy to calculate DPMO, DPU, Z bench LT and Z bench ST. But, when we use "Defectives" data distribution with samples how we can use DPMO in that case to calculate sigma value. Regards, Rajiv N Mumbai
  10. Hello Team, Just a query would like to clear..... I am working on a GB project where I have collected some data (Discrete/Attrbute). Currently I am in Measure Phase, where I need to measure the sigma value of the data. The data which I have collected is "Defectives", I need to compute Z value or sigma value. I have used sigma calculator which was shared during GB training from benchmark. Below mentioned are the details used in sigma calculator : 1) Defective Count - 92 2) Sample Size - 197 3) Yield - 53.30% 4) Z. Bench Sigma Value (LT) - 0.08 5) Z. Bench Sigma Value (ST) - 1.58 I also tried using Capability Analysis using Binomial Distribution of Defectives by using same data in Minitab 16. I have taken 197 as a constant subgroup size But Process Z value has shown 2.1228. (See attached file) I am stucked which z value to be followed. Please advice.. Regards, Rajiv N Mumbai
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