Mr. Abhijeet

VOC or voice of customer is the key to start a new business. Voice of customer is nothing but the requirement of the customer, the need and expectations of customer. Customer is the one who buys and uses the product and services. He/she recieves the end product of the process. Customer can be devided into two categories Internal customer External customer. Internal customers are basically from within the organization or the cross functional departments. External customers are not related to the organization. They recieves the final output. Meeting all the customer requirements gives a high customer satisfaction score and it is good for the growth of business. However overaemphasizing on VOC sometimes let the business go down. Voice of process is also another factor related to VOC. If our VOP is more than the VOC it creates a lot of trouble in meeting the requirements.

CORRECTION Correction is nothing but action taken to eliminate errors or nonconfirmity during a process. Correction is done during on going process. Example: error detected while generating invoices like name error, amount deduction error. These type of rework which are done before reaching to end customers are termed as correction CORRECTIVE ACTION Corrective action is taken on the defect which occured at end customer. Before taking corrective action root cause analysis is done through various methods such as brainstorming which is done to list out all criticle X's, then various analysis is done on the probable causes using 5-why analysis to get the appropriate root cause. Corrective actions are taken only on that particular root cause It is taken to prevent recurrence of the defect Eg. An automated machine which tightens screw to an automotive part always gives a defect of less torque at certain period. The problem was generated ar customer end After root cause analysis it was known that due to variation of pneumatic pressue the problem occurs. CORRECTIVE ACTION: implemented pressure check poka yoke which will stop the machine operations if any pressure drop occurs than the required level. PREVENTIVE ACTION preventive actions are proactive actions. It is similar to FMEA. The set of probable failure or defect matrix list is generated and based on that actions are taken before the problem occurs. Eg. During a long intercity trip in car, before the start of journey checking of tyre pressue, fuel, engine oil , coolant level etc are called preventive action. If not taken these problem may occure in the middle of journey and may spoil the entire trip. There are some instances where preventive and corrective actions both fails. We have to for corrections only. Eg. Before starting a trip tyre pressue is checked and found OK During the trip all of a sudden less pressure is detected byvthe driver due to small puncture inside tyre. CORRECTION: park the vehicle at a safer place and replace the punctured tyre with the spare tyre.

Checksheet is a real time document where data is collected at the location where it is generated . In all sectors checksheet appears to be a valuable tool for data collection and recording which also helps in back tracing or traceability. Checksheets are made as per the process parameters and requirements. It contains a list of checkpoints which needs to be checked in real time and that particular data to be recorded in the checksheet. Now if we compare the applicability of checksheet from past to present days, we can see that a lot of checksheets has started becoming obsolete. As the technology is advancing no. Of checkpoints in the sheets are also increasing. There is always a chance of by-passing the checkpoints by the respective operators. This type of activities are very dangerous if those unchecked checkpoints are related to criticle process in aviation, automotives, or healthcare. So checksheet if followed in a proper way is very good tool for detection of failure. To make the process more secured and less human dependency mistake proofing or POKA YOKE implementation has started. Because of this acrivity no. Of checksheets has been reduced. Use of checksheet can be minimised to some extent but it will never become obsolete tool. It is required to validate no. Of checkpoints in every process. The validation will be done with the help od checksheets only. In current scenario checksheets are no longer a hard copy of data collection. It is now converted into checking software or a soft copy. So it can be said as the origin of checksheet is same but the applicability has changed in present condition.

Push System - involves future demand forecasting inventory to meet customer requirements. - Production is fully dependent on companies future prediction - Requires large space for inventory management - a lot of resources are required for maintaining inventory. -based on predictive demand forecast the production starts. - cost incurred in managing inventory is high. - there is a chance of huge loss to company if the market values comes down. - takes longer time to convert inventory into cash. - it is based on material requirement planning Pull System - it works on the principle of JIT ( just in time ) production. - the production starts with customer order - in short it can be said as, the production starts whenever the requirements arrive. - it does not require larger area to store the inventory - wastage is comparatively reduced in pull system. -However a minimum and maximum inventory level is maintained. Apart from this sometimes it is difficult to manage pull system. Moreover there are some automotive parts which involves a lot of process to get the end part may create order failure which impacts a company in the name of line stoppages. In case of some EPO or emergency purchase order it becomes really difficult to work effectively on pull system. In these situations push system works better. So in present scenario companies follow both push and pull system depending on the supply component.

5S is a Japanese methodology. 1s- seiri (sort) 2s- seiton (set in order) 3s- seiso( shine) 4s- seiketsu ( standardize) 5s- shitsuke (sustain) Lets come directly to the question whether it really helps if applied outside manufacturing? The answer is definitely yes. This methodology is not limited to only manufacturing industries. There is a vast application for 5S in all types of industries and in day to day life too It can be an IT sector where computer and official files and documents are major tools. If files maintained in a computer is not proper there may be a chance of loosing data which may effect time , energy and money. Similary if files are not maintained in a proper 5S way it will consume more time for searching a particular hard copy. Which in terms is another Japanese term call MUDA ie. Wastage of time . Wasting of time means in a long run it will effect performance and money. In a same way implementation of 5S in any sector is a boon with no extra cost. Lets take another eg. for day to day life. "An Almirah of a BOY" (* just for understanding*) A boy's almirah will never attain 5s. For which he suffers a lot in maintaining proper work like not able to decide what to wear, after taking decision he may not find the relavant shirt to wear. In a hurry he has to come out whatever available. Secondly he suffers torture from other family members for not maintaining proper 5s. So to avoid all this situations if he maintains properly like all shirts at one place, all jeans at another separate area. Scrap the clothes which are not in use. Make the inside almirah environment clean and fresh and sustain whatever he is doing. It will save a lot of time and effort in every way. So it is clear that maintaining 5s not only Benifits manufacturing org. rather it is helpful and benificial everywhere and every organization.

There is always a process involved in any kind work ,right from drinking water from a bottle to designing a rocket. It is the process which makes any work simple and easy to understand. However as the innovation and creativity is concerned, sometimes to implement a newly generated idea one has to go against the process. Yes the process sometime adds barrier to some innovative ideas. Many creative ideas and new innovation occurs accidentally. Defying a process to implement a new idea leads to betterment or may be a lessont learnt. As it can be understand that Six sigma is a methodolgy it is not a process. Implementing six sigma ease up the way towards innovation.it helps to render unknown and unknowable facts about the idea. It gives a positive approach towrds the new process. We can use six sigma methodology in every aspects, but what, where, whom, and how touse it depends on the user.

1)KAIZEN: kaizen is the Japanese terminology for continuous improvement. ItItis the way to make things better and improve the existing method. Eg. In an automotive sector scrap metal parts litters around the machine, which requires more time to clean now by installing a magnetic stip it will be easier to clean the machine. This just improved the method of working. Anyone from an organisation can involve in KAIZEN. 2)KAIKAKU: this can be said as the next level for Kaizen. It brings a revolutionary change to an organisation. Eg. In an existing production system to improve the process , efficiency and productivity ,lean manufacturing implementation is a Kaikaku or by installing new press machines or automation works which drastically improves the cycle time is a KAIKAKU. Here top management and mangerial involvement is required since more commercial input is required. 3)KAKUSHIN: kakushin is nothing but thinking in a more innovative way. Innovative idea implementation which will give the existing method a whole new improved method. A total reformation is expected in KAKUSHIN. Eg. In automotive sector installation of common lines for all vehicle manufacturing in a single go. Redesigning auto parts and make use of lesser weight vehicle body to increase the output of the vehicle is nothing but Kakushin. Here top management involvement is required. Difference and complement All these Kaizen, Kaikaku, and Kakushin are interlinked. Kaizen is the basic of all. Kaikaku is the second level of kaizen. Where commercial involvement is more. Kakushin is the third level where the whole reformation of Kaizen and kaikaku takes place. Here a lot more commercial involvement is required. Benifit to organisation In an organisation implementing only kaizen will improve the basic requirement. There will be progress in work but it may not reach the desired goal. At this stage implementing Kaikaku will bring a revolutionary change more output can be expected. Now the improvement process should not stop otherwise at some point the market value and competition may increase and it will be hard to cope up with. So implementing KAKUSHIN will add to the boost it will bring more innovative ideas and a total reformation will take place only for better future.

As per the quotes: If you can measure it you can manage it. It is wrong to suppose that if you can't measure it , you cant manage it. The most important nos. Are unknown and unknowable. View: 1st quote by Peter Drucker is a direct statement which simplifically says that if you have known facts and figures you can manage the situation. The quote is not a contradictory to the other one. However, as per the other quote,what if the fact and figures are not known or unknowable, the quote by Dr Deming is an indirect one which states that sometimes the data remains hidden or discreet. To measure and manage the situation we can always have analytical methods to take out the hidden fact and figures. Now, as both the quotes are equally valid it can be said as measurement is always essential for good management. Without measurement or analysis, facts and figures will be unknown, we cannot act on what is right. In organisation there are several CTQ, some may be on priority. So to manage it is necessary to know the CTQ. Measure and manage is always a efficient method.

Root cause analysis is an essential way of problem solving. Apart from organization it is a tool which we can use in our day to day life for problem solving Proper root cause analysis methods goes in depth of the problem and gives out several probable causes. These probable causes are of different aspects. Some cause may be essential but may not be sufficient to contribute to the problem. Likewise some causes are not essential but it may contribute to the problem. Some may or may not be directly involve in the problem. So to know the exact root cause there are some more techiques. To be precise one can always compile up the probable causes and undergo simulation to reproduce similar problem which will validate the cause as the actual root cause. There are tools and techniques to carry out root cause analysis i) Why - Why analysis ii) brainstorming III) fishbone diagram iv) pareto analysis etc. These techniques helps to carry out root cause analysis in a systematic and easy way. Through root cause analysis we can prevent further similar issues in future. Hence root cause analysis is always the effective way for problem solving.