Rupinder N

The various Design Risk Analysis tools that can be used, and may eventually feed into a System, Sub System or Component level DFMEA are listed below: QFD - It provides a logical and structured method of translating the customer expectations (VOC ) into design requirements. A QFD cascade model can be used to eventually get to production and quality control inputs as well. This is a great tool to highlight apparent inconsistencies between the customer asks, risks and design requirements. Parameter (P) Diagram - It provides a visual representation of the inputs, parameters and the control factors in a product designed for a certain output. The design of the product should be such that it gives a desirable output, notwithstanding the noise factors. Though, time intensive, this can serve as a great input to DFMEA at System and Sub System Level, and sparingly used at a component level. Function Tree - It shows a preliminary listing of functions and their hierarchy or relation to each other. It helps visually showcase the dependencies amongst the various functions of the systems and can very clearly outline the risks, too. Boundary (Block) Diagram- It is a visual tool that showcases the entire design or system or subsystem complete with the interfaces between various parts. The block diagram can also help identify the boundaries of risk analysis - in scope and out of scope. Failure Mode Avoidance - This structured approach is used in early design phases to identify and detect all failure modes and hence select a design that fails the least (or has the least associated risks) Fault Tree Analysis - It is a deductive failure analysis tool used to predict risks, or potential failures using a hierarchical approach and failure logic - hence it is a combination of probabilities and logic. It is used to uncover root causes for a potential failure by forming a qualitative model. Design Failure Mode and Effect Analysis - All of the above tools can feed into DFMEA at different levels to complete a robust risk analysis.

The chosen best answer is that of Prashanth. He has detailed FMEA, FMECA and the situations under which spending more time and effort on doing FMECA becomes viable. Worth reading is Vastupal's answer, too. Good explanation!

POUS is a Lean concept that helps reduce the number of intermediate stations or steps between receiving the material and getting it to the work location. Our expert, Venugopal, has mentioned how it may not be so easy to implement POUS. However, it can motivate us to look for vendors that supply good quality material, in the correct lot sizes and at a price that enables us to set up POUS. The chosen best answer is that of Vastupal Vashisth for clear definition and clearly mentioning the wastes that can be reduced. Another must read answer is that of Prashanth Datta. Do think, if POUS also helps reduce "waiting" and how does it work in tandem with 5S to get your mind jogging!

Q. 132 Explain the term Point of Use Inventory as used in Lean Management. How does POUS help reduce classic Lean waste/s. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.

Q. 131 The basic tenet of the EFQM model (European Foundation for Quality Management) is Bench-marking. Explain the 8 core values of the EFQM Model. Compare the RADAR cycle (EFQM Model) to DMAIC (Six Sigma). Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.

Prashanth Dutta's answer is the best answer as it is the most relevant response to the question asking for all tools that can be used to list the 'possible causes' or inputs. Please keep in mind to read the question carefully and digress as little as possible. Other background details are also not required as your phrase your answer.

The chosen best answer is that of Prashanth Datta. He clearly outlines what the term means, situations under which an educated guess or SWAG is made, and provides examples of situations when it can be used and caution on when it must not be used. Please also read the expert view given by Venugopal R.

Time series will not be of help if we have very few data points (say less than 50) or if the time intervals are not regular. It can also not be used where the environment is so dynamic that it cannot be uncovered and built into the model basis the existing data. The best answer is that of Himanshu Singh as this is the only answer that highlights an example of when one may or may not use time-series. Vastupal outlines the details around time series while Manjeet and Prashant mention specifically when it may not be used.

Vastupal Vashisth has mentioned the two requirements for setting up nominal conditions and provided a clear example, and hence is the chosen best answer.

A stable and capable process can be rendered incapable "suddenly" if there is a shift or change in the specification limits. The chosen best answer is that of Manjeet as he provides two such examples. Devesh has also listed an example. Read through rest of the answers for a very concise review of capability and stability concept.

The chosen best answer is Mathi's. He has provided a detailed description and a brief example. Suggested reading - Prashanth's answer for a detailed example and Mohiuddin's answer for how different levels come into play with Shojinka. Vastupal outlines some clear advantages of Shojinka. Every answer to this question has some unique points mentioned. Happy Reading (and learning!)

Faizel Ahmed's answer is the chosen best answer to the question for the detail and easily legible format for the comparison. Mathi and Owen's answers also provide a good comparison and are a good read.

As mentioned in the question, the KNOT technique is used when data collection during Gemba walk is not reliable. However, to solve any problem, data is the pre-requisite. The KNOT Chart is almost like a matrix that can be created using an excel file. The matrix helps classify all collected information into 4 parts. The information collected is used towards finding the root cause of the problem and taking corrective action (commonly known as RCCA - Root cause and Corrective Action). K stands for "Know" and is used for facts that have validated data or evidence; N stands for "Need to know" and is used for information that must be collected; O stands for "Opinion" and is used when someone provides an opinion and it may not be verified information; and T stands for "Think We Know" - this is also not verified information or data. All information classified under N needs to be collected in order to solve the problem, all information classified under O and T needs to be validated as well and should be changed to a K. The bottom-line is that problem solving can be attempted only when we have verified information and objective data. Additional information such as Owner, Evidence, Priority level etc can be added to the KNOT chart. This helps in identifying and tracking actions to be taken during the RCCA process.

The best answer is that of Babu Ramachandran. To know the expert view, read Venugopal R's submission. Creativity need not sacrifice productivity but can boost it to get the desired output and results.

Avinash Modi has provided the best answer for the question. Kiran Kumar has rightly pointed out that both approaches are unique but can also be combined to drive overall improvement.

Bells and Whistles can be compared to the excitement attributes in Kano analysis. Such features may become a distinguishing feature and hence create a niche in the market. Manjeet's answer is the chosen best answer with relevant examples. Rajesh and Avinash's answers also mention additional examples.

This may have seem liked a textbook question to answer and there lay the complexity in answering the question. Thank you all for attempting to answer; R Rajesh has given some common business situations. We come across many such business situations - the one that we are all aware of is "pre" and "post" improvement comparison in a DMAIC project. Very clearly it is an apples to oranges comparison, as the process itself has gone through changes. This comparison is made possible by using indices such as Cp, Cpk, Pp, Ppk or Sigma Level. There are times when Balanced Scorecards across different divisions are compared - the metrics of the divisions may be completely different, hence an apples to oranges comparison. %age attainment to goal is another way this comparison can be made possible. One may also reason that accuracy rates, defect rates, coefficient of variation can also help make apples to oranges comparison.

Hansei means reflection. It is a deeply internal process which can be done individually or in a group. The focus is not the mistakes, but what could have been done better. This focus leads to Kaizen ideas. R Rajesh's answer is the chosen best answer for this question. He has detailed out how Hansei is connected to Kaizen and not used the word mistake but terms such as retrospection, reflection and opportunity for improvement. These words indicate the true spirit behind Hansei.

R Rajesh has described how Yokoten can accelerate learning and growth and how the lack of it can impede the learning and growth. This is chosen answer for the question.

Without a WIFM, there is no urge for anyone to make an effort towards an improvement or to make any changes. It is, hence, appropriate for the GB/BB and the cross functional teams to ask for their WIFMs. It may vary from an individual to the next (monetary, learning, advancement, scorecard goals and hence business goals etc) - as it should because it speaks to everyone as "ME". The chosen best answer is that of R Rajesh for making an attempt to outline the WIFM from everyone's perspective while keeping in mind the note above.

RPA is rule based, follows a coded logic and can do repetitive tasks. Whereas AI is a step beyond RPA; and can mimic human behaviors such as cognition and reasoning and take complex decisions. The chosen best answer is for Ehtesham because of differences shown in lucid tabular format alongwith examples for both. The answer also has just the right detail that was asked for without any extra dimensions. R Rajesh's answer cites additional examples.

Khalandar's answer provides the detailed steps followed for SMED. It is the chosen best answer. Chella's answer provides multiple examples from various industries and adds to the clarity on the topic. Chella's answer also provides application orientation for the concept in the service industry.

R Rajesh maintains the winning streak for the best answer. He covers all aspects of IoT along with the examples. Anju Patra has provided a very good definition.  Vastupal's answer is a must read for additional examples.

R Rajesh's answer is the chosen best answer. It describes how can we choose between the various urgent and important tasks that we may have on our to-do list everyday. Rightly said, Urgent tasks are those which demand immediate attention and which must be done as of yesterday. These are also the tasks that usually emerge when we are on the "reactive mode". However, important tasks are the ones which are focused towards long term goals and are hence "proactive or responsive mode" tasks. Vastupal's answer also provides additional examples and clear definition and is a good read.

The best answer to the question is that of R Rajesh. Rajesh has also provided three examples and they are all well scripted. Writing an Operational Definition may seem to be simple but it becomes very complex while dealing with abstracts. Example - emotional stability of a child can manifest itself in many ways. It would need to be broken down into multiple elements and defined. But again, that is the very purpose of writing an Operational Definition for a CTQ.