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About RajeshGadgil

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    Rajesh Gadgil
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    DGM- After Sales

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  1. During the eighties when we went to a bank to withdraw money we had to fill up a Withdrawal Slip and wait in queue to deposit the slip on a counter and take a token. The withdrawal slip then went to an officer who checked the ledger for balance in the account. The slip then went to another officer who tallied the signature. The slip then reached the cashier who called the token no. to pay up - 4 handoffs Then came the "Teller" who took the withdrawal slip checked the balance and tallied the signature on his computer terminal and paid up. Today we just go to an ATM machine and withdraw cas
  2. YES. We are hiring a professional in an improvement manager job role. He should not only have undergone classroom training or a certification but also have the requisite experience of successfully executing real life improvement projects. If he has just got training then probably he might be a novice with theoretical knowledge but no practical experience. The greatest skill needed by such a professional is stakeholder management. He needs to take people along because he is moving towards bringing about change and any change is bound to face resistance. Hence he should have people manageme
  3. 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
  4. As Lean concept helps us to identify different forms of waste, we are also introduced to various Lean manufacturing techniques which guide us to eliminate or reduce waste and improve our profitability. The famous Toyota production system has introduced techniques like Kanban, Kaizen, 5S, JIT, Poka Yoke etc. in order to help us not only identifying waste but also eliminate waste. We will need to employ one or multiple of these techniques within the organisation to eliminate or reduce waste.
  5. Tribal Knowledge refers to the knowledge that is held individually by people within the company. It is knowledge gained by the employees during the course of their work which is within the minds of a few experienced employees and is not documented anywhere. Such knowledge can be useful or sometimes might be detrimental to the company, Since the knowledge is held within the minds of people, there is great risk of losing vital knowledge once such employees leave the company. It is considered detrimental to the long term sustainable growth of the company. Primary reasons for employees
  6. Following is a list of few qualities for a Business Excellence Sponsor: 1. He should be good at setting clear, specific and measurable goals which will help to establish accountability for a high performance team 2. Build high levels of trust within team members and stakeholders 3. Enable frank, honest and open communication between all team members 4. Good change management and conflict management abilities 5. Should not be shy of taking risks 6. Should nurture and encourage innovation 7. Should ensure fair reward and recognition and not tolerate medi
  7. During these times of intense competition, corporations world over are trying to woo customers with continuous innovations in their products and services. At the same time working towards continuous improvements in their processes for driving down costs is an equally important priority to improve the bottom lines since clients always want more and more at less and less price. Lean and Six Sigma both are adopted by organisations to drive continuous improvement in their processes and drive down costs. Lean concepts help us to eliminate waste (muda) relying on qualitative techniques l
  8. Kano Model is a tool used to assess or estimate the customer satisfaction levels while designing a product or services. It was developed by Dr Noriaki Kano wherein he categorised the customer requirements into five different categories. If the designers too care of these customers requirements while they decided on the features of their products or services then it would result in different levels of satisfaction of the users. 1. Must Be features (Threshold attributes) - These are the features or the attributes of a product or services which are expected by the customer or taken fo
  9. Suppose we are conducting an experiment where we measure the weight of 100 random males and 100 random females. We find that for our sample the mean (average) weight of males is 70 kgs with a standard deviation (SD) of 20 kgs, For females we find that the mean weight is 60 kgs with a SD of 20 kgs. In our sample we find that males weigh more than females (70 kgs vs. 60 kgs), but can we extrapolate these results from our sample to the entire population (all males and all females in the world) and conclude that males weigh more than females on average? Statistical significance
  10. A process is said to be stable when the variations are always within Upper and Lower Control limits whereas a process is said to be capable when the outputs of the process meet the specifications or the customer requirements. In a Stable process, the Special cause variations would be absent. Only Common cause variations would be affecting the process. In such we may not be sure whether the process is throwing up desired outputs which can meet the client requirements. Therefore we cannot be sure whether it is a capable process. In case the process is capable and not sta
  11. Voice of Customer is a key starting point for a six sigma project in the journey towards business excellence. It is aimed at understanding the explicit and implicit requirements of the internal or external customers. These are then translated into Critical to Quality requirements. Listening to the voice of customer helps us in: 1. Configuring the features in our products to meet customer requirements 2. Improve the efficiency in operations by doing away with unwanted features 3. Improve customer experience 4. Get ideas to improve our products or services
  12. Process map is a graphical representation of processes followed in any organisation. Process maps help us to: 1. Gain insight into the processes 2. Understand if there are any bottlenecks or repetitions 3. Brainstorm to check if there are any delays or NVA processes 4. Improve efficiency Different representation like SIPOC, Swimlanes, Value Stream maps have their own advantages and are used accordingly. SIPOC for example is used for high level process mapping during the define stage of the a six sigma project. Swimlanes diagrams are used when we need to break d
  13. Correction - It is an action wherein a nonconformity in a process or defect in a product or service is simply corrected. It is an immediate action to reduce the impact of the defect or nonconformity. For example if there is fire then we pour water on it or use the fire extinguisher to put off the fire. In case there is mistake in the invoice sent to the client, we simply strike off and correct the mistake. In case the screen of a TV delivered to the client is broken during delivery due to faulty packaging, the customer is unhappy and we simply replace the TV or the broken screen. C
  14. A checksheet is a standardised, structured document used to capture data in real time at the location where it is generated. It is typically a form which is given to people nominated to collect data so that data can be captured uniformly without any ambiguity so that it can be used for analysis at a later date. Concept of check sheet was suggested by Dr. Kauru Ishikawa. It is different from a Check list. Therefore checklist and checksheet should not be confused. Data is generally captured in the form of markings done on a blank sheet. For example: While designing a check
  15. W Edward Deming once said, Defect are not free. Someone makes them and get paid for making them. Cost of Poor Quality (COPQ), can simplistically said to the payment made to the people making the defect and then to people who correct the defect. COPQ can be divided into two major categories, Cost of corrective actions and Cost of preventive actions. Cost of Corrective action can be further categorised into Cost of correction for internal failures and Cost of correction for external failures. In addition their can be cost of reputation loss, customer dissatisfaction cost, legal penal
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