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Srinivasa Vasu

Excellence Ambassador
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About Srinivasa Vasu

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  • Name
    Srinivasa Vampathi
  • Company
    Lufthansa Technik
  • Designation
    Head of Material Management

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  1. Srinivasa Vasu

    Hiring a Lean Six Sigma Black Belt Professional

    But if we go a bit deeper, it will be surely yes. like Many of our group members mentioned, this formal training helps us in dealing things more structured and systematic. This gives a psychological confidence in leading things. I feel yes
  2. Srinivasa Vasu

    Hiring a Lean Six Sigma Black Belt Professional

    Yes and no, both ! I take my own example where I was different before the lean six sigma training and I feel more confident and better. at the same time, one of my friend who hasn’t done any formal training or certification but whenever I discuss things on this, he always explains and talks not less than a certified person.
  3. Srinivasa Vasu

    Zero Defect - Debate

    Venugopal, your quotes are really interesting to think about. Still I have some comments, please correct me if I’m wrong. Zero defects directly means all right, there must not be any further questions on situations and conditions such as duration, tolerance, in process and SL agreement etc.. but actually at the same time, say duration, it is surely required to be considered because then achieving zero defects forever will be much more difficult rather mostly impossible. Like some of our friends mentioned it is practically not possible. Plan crash: happened quite few times, surgical set up: failed quite many times. Still according to probability theory if the probability of achieving defects is there, then the probability of achieving zero defects also exists. As per this theory of probability and hence mathematically zero defects is possible.
  4. Srinivasa Vasu

    Zero Defect - Debate

    Zero defects, it should not limit an organisation to work further, I agree with this too. It is similar to our wish to be or stay fully healthy. It is possible to be perfectly healthy even though it is difficult, but it is possible. If we’re healthy now doesn’t mean or should not mean that we achieved everything, we need to sustain it. Sustaining is also not easy, it requires equal efforts as we put to achieve that level. For the point put by R Rajesh, on SLA, I would like to say that the SL are again agreed thinking that 100 percentage is not possible, there will be nothing wrong to also expect full service without any defects, it is how much we believe.
  5. Srinivasa Vasu

    Zero Defect - Debate

    Zero Defect: I believe it is true that nothing is impossible. Hence for the the choice that I made as TRUE. It will be highly difficult to achieve zero defects, but surely not impossible. In this context, everything is a combination of probability and efforts. Meaning we do not put efforts for or we do not limit our efforts for only a certain level of achievement. For example, we do not limit saying we are ok if we incur only 10 defects per million, rather we say we will be also ok to produce all million parts right - Zero defects Here there is a point to catch, that is, we all want no defects or we will be happy to have no defects, but we feel that it is practically impossible and hence we end up compromising that it cannot be achieved. By right efforts in combination with full probability, zero defects can be achievable. This is just like seeing God. 99.99997 (just some guess) of the people have no faith (full faith) that they can witness or can see God. Hence they may say, God does not exists or maybe blindly believing the existence of God. Also even by chance Zero defects can be achieved. Full probability. If part 1 can be produced as right, part 2 can also be produced right, similarly part 3, 4, 5......... millionth or even more can also be produced right. Why not and why can’t. It is achievable
  6. Srinivasa Vasu


    ARMI & RACI ARMI IS A PROJECT MANAGEMENT TOOL, can be used to analyze the level of support of project Team or stakeholders. · Approver – Individual whose sign-off is required to move forward with the project · Resource – Expert whose skills are required for the project · Member – Those individuals making up the project team · Interested party –People who need to be kept up-to-date on the project RACI is more of a responsibility matrix, the matrix which breaks the team or team scope in to · Responsible – The person who is responsible to take care of the task ( there could be more than one responsible) · Accountable – The person who is accountable for its success or failure (only one accountable or one group can be made accountable). · Consulted – the one who acts as a guide or SME. ( there could be more than one guide) · Informed – the one who is informed about the status of the task I would prefer to use the RACI matrix. Because.. The RACI matrix seems more sensible compared to ARMI where for a task or a project to be taken care in a good manner the parameters of RACI matrix are very good enough to deal with the task or a project. For any project or a task, the accountability is a must but in ARMI, the scope for this aspect is not there. Similarly, responsibility. The responsibility is also a must to make sure that the task is made responsible by a person or persons. This is also a kind of missing in ARMI. My vote for RACI.
  7. Srinivasa Vasu

    Specification Limits

    Specification Limits: Specification limits are usually the limits set from customer expectations (Based on VOC). How can specification limits be decided for characteristics of an innovative new product with which customer has neither has an expectation nor an experience? First of all if there are no limits set by customers or expected by the customers, then calling it as specification limit is not a great idea. The specification starts from customers. In this case where there is neither an experience nor an expectation from customers, then we can call it as control limits rather than specification limits. In case of an innovative new product, there could be several things be considered while setting the limits ( be it control or specification) 1. If there is already a similar kind of a product already available in the market, then the expectations from that product could be considered as specification limits ( with slight alteration based on specific details of the new product) 2. Visualization: The designer or the innovator could visualize what he/she would have expected from such a product. The specification limits could then be considered & further worked upon fine tuning them based on trial & error methods from the actual production. 3. Must & should factors: There are some factors which are a must & should to be considered in the product & these kind of inputs will help to set the limits. In this case it will be more of a control limits, but then these CL can later be converted into SL. 4. Just with the mere production: Since we don’t have any idea of what could customer expects, or as it is the new product, the limits can be analyzed based on actual production. The feasibility of achieving the limits based on the actual production as well the possible improvements from the actual production could be combined to set the limits. In such case these limits could be set as control limits and later with some fine tuning these could be converted as Specification limits 5. Importantly, if we want not to expose the product to market before launch. It is easier. In this case as the customer will be facing an entirely new product, meaning an entire new experience. Hence there is no requirement of setting any specification limits at this stage. But the expectations can later be build up by customers, in such cases reconsidering the limits based on customer expectations will give us direct limits of specification.
  8. Srinivasa Vasu

    Rolled Throughput Yield

    Rolled Throughput yield (RTY): Rolled throughput yield is the probability that a process with more than one step will produce defect free output. It is the product of the yield of each of the process steps involved in the entire process. In other words, a single unit passes through each of the steps of the entire process defect free. RTY is a better method compared to FTY because in RTY the consideration of rejections/reworks/defectives is done to calculate the output percentage of each individual step. Say for example:- Process flow below; A à B à C à D · 100 units input at A; 10 scrap, 5 rework (total 15 defectives) = the yield is then 85/100 = .85 (85%) · 90 units input to B (after A), 10 scrap, 3 rework (total 13 defectives) = the yield is then 77/90 = .855 (85.5%) · 80 is the input to C, 2 scrap, 0 rework (total 2 defectives) = the yield is then 78/80 = 0.975 (97.5%) · 78 is the input to D, 0 scrap, 0 rework (total 0 defectives) = the yield is then 100% The RTY for the above process is the product of all the yields of the entire process RTY = 0.85 X 0.855 X 0.975 X 100 == 70.85 %. For the specific question on can the Process with 100% RTY be considered inefficient? Answer:- If the process is really is having 100% RTY, then it cannot be inefficient. It is rather a very efficient process. But couple of things to be considered if the below conditions considered in RTY. 1. We are talking about RTY where reworks/rejections/scraps are considered as out of the count while calculating the actual output at each of the process steps. Even though the rework has done & made the product fit for passing through the next step, it should still be considered as no output while calculating the yield. 2. This is not First Time Yield where the inputs at each of the processes are somehow made 100% to achieve the full output as desired in terms of numbers.
  9. Srinivasa Vasu

    Hawthorne Effect

    Hawthorn Effect: The Hawthorn is a term used to refer the tendencies of the people who are under observation. The Hawthorn effect is the effect of such tendencies (good or bad or neutral). There could be some effect due to somebody or some system is observing or there may not be. Let us go a bit detail, Since we are talking about the tendencies of humans, it is obvious that there will be. But it all depends on the way of observation. Say for example:- An office cabin or a work area is under CC TV where phone calls are being attended by representatives. Certainly there is some psychological impact on the person/s working in that cabin or the work area. The impact could be that the people perform better or try to behave in a manner that shows the work is critical. It can be called as quite natural, even though it is not natural on the part of the behavior. With respect to the specific questions on this topic. Baseline performance is a performance done in natural conditions. In the above case or scenario it could be said as not natural. Now considering the performance on such parameters could be called baseline or not. My answer would be NOT ! Why ?. Because it is not natural. Now the question is how to set the baseline performance level? Answer: It all depends on 2 factors 1. Are we going to perform this task under observation always? 2. Are we only observing the task sometimes and not always ? If the option is 1, then the performance in such case under observation can be considered as natural & hence can be called baseline performance. If the option is 2, then the performance cannot be considered as baseline performance. In such cases, either we need to set a constant value for difference quotient & use it in the calculation or we need to exclude this be considered as baseline performance. Another important thing to be considered, The behavior of the person compared to the time when initially observed ( under observation) changes naturally to neutral as the observation persists for longer time. The human psychology plays a role here that it doesn’t have it considered as under observation. A solution :- In order to avoid the situations where to observe or not, an organization or system needs to be uplifted to a level where the system or person works with the same motivation & trust in either cases. A difficult one. But the Philosophy of Yoga emphasizes on this very much. In simple terms, if we are aware of the present moment, all others doesn’t matter.
  10. Srinivasa Vasu

    CV, Coefficient of variation

    COV: The coefficient of variation (COV) is a measure of relative variability. It is the ratio of the standard deviation to the mean. COV = STD Dev/ average ( %) like the formula says, if the STD Dev is higher, then the COV will also be higher. Hence in usual terms, less the variance, less is the coefficient.
  11. Srinivasa Vasu


    FMEA: Failure Mode and Effect Analysis is a technique being extensively used in quality management. It is also used in six sigma extensively. FMEA is a step-by-step approach for identifying all possible failures in a design, production, service and delivery and so on. The risks of FMEA: the parameters considered and ranked are based on probability. Hence the actual results may be different from what is ranked. even though, FMEA rankings are made also based on facts and figures or historic data, it is also sometimes made based on the feeling or experience. The results of the analysis in such case may not be true.
  12. Srinivasa Vasu

    Tribal Knowledge

    Tribal knowledge: Any information or knowledge that is not in the written form and is in the minds and memories of the person is known as tribal knowledge. According to me this is also a very precious form of knowledge or information. It is based on ones experience, ones emotional quotient and subconscious intelligence. It is also connected to ones imagination power. Ones power of assumptions. TK is very important for delivering a successful product or service. It is very crucial to understand that most of the powerful knowledge is not documented fully. Naturally all that a human being thinks of cannot be documented as the thinking process can happen anywhere anytime. Idea generation could be most successful if the tribal knowledge being extracted. This one must be attributed to the best possible level. Quite often the people with introvert nature may not be expressing neither in document nor in discussions. TK in this case is most important to think of. TK cannot also be extracted if a person having this is not motivated or involved.
  13. Srinivasa Vasu

    Business Excellence Sponsor

    Business Excellence Sponsor: The most important qualities that are desired from a sponsor are. Must be visionary Must be daring to take risks must be a financial responsible person must be a person who stands backing the project in tough times Must be a good motivator a good listener Must have the nature of trust on the agenda of the project. Must be willing to also participate in the project and project steps Must have the quality of having patience Must have the quality of having good rapport with the people
  14. Srinivasa Vasu


    Baseline: this means a line from where the measurements are considered. This is the basic line of measurement from which the measurements are based upon. the utility of the baseline itself can be questionable. Because the baseline itself could be difficult to achieve as this could be the line based on ideal situation or scenarios. In cars, the mileage claimed could never be achieved. Hence the baseline parameters could not be set up to that level where it is only possible to achieve in ideal situations. Practically the ideal situations cannot be see.
  15. Srinivasa Vasu

    Business Analytics

    Business Analytics: It is an area of the system of analysis or business analysis that contains the usage of various skills, techniques, technology, tools, assumptions, experiences, practices and importantly statistics to analyse the situation of a business in order to either know where we are with respect to where we should be or what could be done in order to reach where we should be or what steps could have been taken to reach where we should be. meaning, it helps us to know the current situation, gaps, and help deciding appropriate actions towards the set goals. three parts of analytics: Descriptive: what has happened ; most extensively used. Analysis using historic data facts or experience. It is reactive yet suitable to prepare or to predict the future. Predictive: understanding the future. According to me, it is mostly depends on descriptive analysis. But it can also without descriptive analysis. This is very important part of the business analytics. Prescriptive: prescribes for future. Deciding the actions for future. It can be done alone, but it would be more effective if followed by the initial two parts. according to my understanding, LSS captured very well the descriptive and prescriptive parts of analytics. LSS has not largely explored the predictive part of the analytics.