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Venugopal R

Excellence Ambassador
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Venugopal R last won the day on January 11

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About Venugopal R

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    Advanced Member

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  • Name
    Venugopal R
  • Company
    SourceHOV
  • Designation
    SVP Global Quality

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  1. Handoffs

    Written communication Earlier…. writing, folding, enclosing in envelope, affixing stamp, posting, POsort, dispatch, retrival, delivery, Opening envelope, unfolding. Now…. Write email, send, receive, read. Cash withdrawal Earlier in bank….. write cheque, submit, get token, cheque approval, ledger updating, wait in queue, receive money from counter Now in ATM…. Insert card, select withdrawl, enter pin, collect money Train ticket Earlier… Wait in counter, pay cash, get ticket, move to platform, board train. Now…. Swipe metro card, board train
  2. Hiring a Lean Six Sigma Black Belt Professional

    YES Arunesh, By reading your interesting response, I have a feeling that we are treading on similar thoughts, but with varied expressions. In your examples,, you have mentioned that the candidate A "with some mentoring" will become a better option. We are discussing the main criterion for the hiring, where the job profile should mention the expectations from the candidate. Organizations have the option of making the requirement as "Must have" or "Desirable", depending upon their situation, time and resources available for mentoring the candidate. To give an example from my own experience, I had once come across a candidate who was a 'trained' BB, and was very promising with respect to the subject knowledge and other aptitudes, but did not possess the experience of having formally run a six sigma project. As you pointed out, this candidate did stand out compared to some others who were 'certified' BBs with proof of project completion. Since we felt that this candidate had the potential to lead and complete a project , we deliberated and took a decision to hire him provisionally with a condition that he has to demonstrate his project leadership capability within a few months time only after which we will give him a confirmed order. The candidate too was very confident and took up this offer and soon proved himself. These are exceptional situations and could not justify to alter the original hiring criteria. Thus we need to have the criterion very clear and firm, and that doesn't prevent us from taking exceptional decisions with appropriate deliberations and calculated risk. I am concluding my debate with these words, but willing to discuss individually with anyone on more experiences on both sides. Best wishes!!
  3. Hiring a Lean Six Sigma Black Belt Professional

    When you say LSSBB professional, doesn’t it imply that he / she comes with the relevant experience?
  4. Hiring a Lean Six Sigma Black Belt Professional

    My understanding is that even GB should have completed a project. Again, it may not be right to say that the org did not provide opportunity.... every org will welcome an improvement effort. If a trained BB does it, he / she has to do it by applying the tools and the DMAIC phases... that's it.. Not sure why we want to go in circles and question these methodologies that have been evolved through years of wisdom and experience.
  5. Hiring a Lean Six Sigma Black Belt Professional

    And if the organization did not offer the opportunity, then it simply amounts that you do not get that experience. Any such project done using dummy data will not give the requisite experience and that can be well evaluated by the hiring org. But the hiring org is looking for that experience... then they better hire someone who has it.
  6. Hiring a Lean Six Sigma Black Belt Professional

    Got your point, Kavitha. Then, are we trying to redefine the criterion for a BlackBelt? Then, it become as different debate.
  7. Hiring a Lean Six Sigma Black Belt Professional

    YES I can see that the points made by Arunesh are very good and carries the relevant spirit and principle for this hiring purpose. Even if we say that the formal completion of a project is essential, it is important to assess a candidate on his capabilities. An experienced interviewer can quite effectively assess the candidate's capability by engaging in right discussion, whether the claim that he / she has completed the project has given him / her the right experience, though we may not fully understand the circumstances in his / her organization. We are discussing about hiring a managerial position as a BlackBelt, for Lean Six Sigma improvement. By definition, one can become a BlackBelt only if they have demonstrated capability of completing a project as required by the guidelines. Then, how does the question arise whether the completion of project is essential or not? Unless, we are trying to redefine the accepted definitions for SixSigma Blackbelt.
  8. Hiring a Lean Six Sigma Black Belt Professional

    YES As a Lean Six Sigma improvement program manager, the person will have to deal with strategic, tactical and cultural aspects of a change management. The tactical portion involves knowledge and experience in applying specific tools. The cultural component involves dealing with people behavior, within team and across stakeholders. One of the most popular challenges to face during and improvement implementation is to overcome resistance to change and to obtain stakeholder buy-in. Each leader has his / her own ways of dealing with such situations. However, unless the person has actually undergone these situations as part of leading an improvement program, he / she would not have developed those capabilities. This is one of the main objectives of ensuring that the person has experience of leading a project using a structured methodology, and that's what DMAIC / DMADV represent. So long as we are able to recognize that the person possesses such experience, whether we call it DMAIC or by any other terminology, it may be acceptable. These terminologies are just popular ones that convey a form of PDCA cycle, but we need not get tied down by just these phrases.
  9. Hiring a Lean Six Sigma Black Belt Professional

    YES When the role is a managerial one, it is highly recommended to ensure that the person has hands-on experience in carrying out a project. Maybe it could be relaxed at a junior level, where the company would have the scope of getting him / her mentored. In fact, any good Blackbelt certification program will have the criteria to lead and complete a project using the structured approach. Some of the ambassadors had mentioned that the person could have come from a "Lean" background. This is also acceptable, so long as a project has been completed applying the appropriate tools. DMAIC / DMADV applies there as well.
  10. Companies restrict project presentations due to confidentiality requirements. By discussing with the institute and company assuring that certain guidelines will be followed to prevent revealing sensitive information, the candidate is likely to obtain permission in most situations. Despite these efforts, if it is not possible, then the candidate may seek opportunities outside his company. One suggestion is, in case the person happens to reside in a residential complex, could work with concerned association to resolve issue(s) within that community. Could be resolution of a chronic issue, cost saving or improved service to residents, by way of a project using DMAIC.
  11. Efficient, Effective

    Effectiveness is an indicator as to how the process is successful in delivering the output as per requirements. Efficiency is an indicator as to the extent of output delivered with least resource consumption. i.e. higher input to output ratio. Ideally it is not relevant to consider the efficiency of a process that is not effective. If a process is very efficient for what ever output it delivers, but not effective, it simply means that the process is ' efficiently' delivering a wrong output. However, we may conditionally apply this thought process; for e.g. a process could have a very high process capability, with very low variation, but due to a mean shift it is not delivering the required output, and hence not effective. For eg. in my recent experience in a fuel station, they had an equipment that is capable of checking and correcting the air pressure of all my four wheels, as against walking around and checking each wheel one by one. I felt that this is an efficient process, and saves time and effort. However, after the process I did not have comfortable drive. Upon checking the individual pressure of each wheel, I found the variation is high. Thus, though the process was attempted to be made more efficient, the effectiveness has been compromised. It is quite possible to have a process that is effective, but need not be efficient. Imagine a continuously running escalator, as against an elevator that can carry only 4 persons. The escalator represents a more effective process since it is always available to go up. However, since it is continuously running irrespective of any passenger, it may not be an efficient process.
  12. Operational Excellence

    First of all, it is difficult to generalize that LSS certi'fied professionals are commonly targeted during a 'cost cutting' exercise. In the very first place, if an organization is creating positions for LSS professionals, it has be based on the belief that these professionals can bring cost savings to the organization through efficiency improvements. There could be occasions where an organization could overdo and create too many such positions and then all these LSS professionals may not find it easy to drive projects. It has to be well remembered that the real source of the drive in any LSS initiative has to come from the leadership. Only so long as they provide the intent of the initiative across the organization, could the LSS professions be successful in getting the projects identified and executed. Another possibility is that these LSS professionals, when they operate offline, they will have to collaborate with the online members, be it Operations, Quality, Technology or any other function, who hold the direct responsibility of running the improvements in their respective areas. The leadership may sometimes tend to think 'Why not the LSS professionals themselves take up one of those online positions' and drive the initiative with direct responsibility than trying to get it through others? This could lead to reduction or elimination of such exclusive positions Other reasons could be that the project(s) that were taken up became irrelevant due to some changes in the business priorities. Lastly, there could be a genuine problem due to lack of knowledge, expertise or aptitude in the LSS professionals due to which they could not get across the teams and provide the necessary traction to get the projects done.
  13. Zero Defect - Debate

    This has been a very enthusiastic debate. I would like to give my concluding remarks based on all the inputs so far. It is very heartening to see that there are many proponents who strongly stick to the belief that zero defect is achievable. This is a positive mindset that deserves to be respected. Now, when someone says ZD is not achievable, one may interpret in two different ways. 1. The person doesn’t want to try enough and is trying to easily give up. No one wants to be identified like this…… or 2. The person is setting a standard for defining zero defects that it is not a target that can be reached in totality. Striving for ZD is an extremely important ambition and the right set of actions will take you very close to it. If I elaborate on the point no.2, the following perspectives emerge. Zero defect is not seen as a realistic achievement when: It is applied only for a specific product or activity for a certain period of time. The various wastes in the organization are not curbed, but the final output is termed zero defect. Certain process are proven to be defect free, using advanced techniques, mistake proofing etc., for reasonable time, but certain other processes generate RW and other wastes. There is another competitor who is able to produce with either higher effectiveness or higher efficiency. Even if the customer specifications are met, but the tolerances given by the customer are lower than 100% Quality. Many after effects emerge, that harm society over a period of time, e.g. environment pollution, e-Waste, pollution due to batteries, harm due to pesticides etc. (In many of the advancements that humanity has made, we have realized, sometimes after many years that we have released so much of adverse effects that harm the society). Finally, I would request all to think of Taguchi’s loss function, which explains the slightest deviation from the targeted value leads to loss for society. I am open to individually discuss further with anyone in this forum on this subject. Thanks for all the inputs and viewpoints. Best wishes!!
  14. Zero Defect - Debate

    Yes, always “tend” towards ZD, which means reduce wastes. What is considered value adding today may not be so in future, due to tech and process advancements. The pursuit will continue, and expectations will also keep raising its bar.
  15. Zero Defect - Debate

    ZD was conceptualized as a management methodology to continuously reduce and work towards eliminating all types of wastes in an organization. Obviously the idea is to reduce overall costs without compromising Quality. It has not specified any limit, hence there is tendency to for the literal implication of zero defect. Many fundamental disciplines need to be understood and complied across organization and imbibed into the org culture to drive this program. Many companies have embarked on this journey without the due detailing and ended up seeing costs go up. So, it is not just ensuring a defect free output, but balancing all processes to operate optimally and efficiently. It was many years later that the concept of Six Sigma came up with a quantification of the defect levels, and as we know, it is greater than zero. So if zero defect was literally "zero" defect program, why should the world move 'backwards' to a program that defines a higher rate of defect?
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