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Shrinivas Vampathi

Excellence Ambassador
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About Shrinivas Vampathi

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  • Name
    Srinivasa Vampathi
  • Company
    Lufthansa
  • Designation
    Head Of Material Management
  1. CRM: CRM in general means same, rather should mean the same. Yet it means different to different professionals in different industries. This is mainly due to the expectations from different industries that varies. But obviously it is acceptable. CRM typically also connects to the behavior of a person or CRM towards its customer/s. Since the people behavior, be it customer or CRM matters as it is not constant & ever changing, it also matters to differentiate the perspective of understanding the CRM as such. The important point to be noted in this role
  2. Lead Time & Cycle Time:- Lead time is the time taken or required for a complete process from the beginning to the end. Where as Cycle time is the time taken or required for a specific process with in the entire process. For example:- Consider a process of delivering a product online; What is the time that a customer has to wait The lead time in this case typically would include 1. Receiving the request from customer 2. Processing the request after verification 3. arranging the shipment 4. Delivery person picks up the product
  3. Zero Defects: Considering the long running process with high workforce involvement. It is desirable that productivity and quality be improved but let us assume that automation is out of question. In that case, my view towards workforce involvement, improvement and goal setting would be with option 'E' E. Workforce if engaged in improvement initiatives, can do wonders. While slogans and rigid targets should be avoided, improvements in quality and productivity should still be expected from workforce. Even after the above is said, it is still needs to be correlated w
  4. Fishbone Diagram:- Fishbone diagram is used as a tool for finding the root causes of an issue or effect. In this diagram 5 Ms are used as segmentation to identify the root causes under each segment. How can this diagram could be misused ?! It is quite possible that this diagram could be misused in many ways. Few of the possibilities according to me are below. . 1. Suppose while identifying the root causes under each segment, it is quite possible that we usually start from 1 M & just keep going to record all the issues under just one M ( First M). Meaning b
  5. Quality Costs: Skipping directly to the question on whether incurring on Prevention + Appraisal costs to save on other 2 costs ? My answer would be yes, Incurring on P + A costs would be proactive. An organization can spend on system & subjects as a part of P + A costs, this would still be a kind of assets rather than incurring costs on Internal & External failure costs. Failure costs would be more critical in terms of cost as these cost would usually be very high. Sometimes too high. Is there an need to reach equilibrium on P + A costs & failure
  6. Type 1 & Type 2 error: Type 1 error is one that happens when we reject a true null hypothesis Type 2 error happens when we fail to reject a false null hypothesis. Now what is true null Hypothesis: A true null Hypothesis is the one which hypothesize the true nature/facts of an issue or a thing.. For example:- Decision to go out based on whether it rains outside or not. We want to go outside: this is our requirement, but the decision will be based on Hypothesis testing. Risk that can be taken say is 5%, meaning if the chances that it rains up to 5%, then
  7. 8D Problem Solving Methodology or system is also another kind of a system that helps solving problems. DMAIC is a very good system maybe with some more additions or refinement required,. I believe the 8D is also already incorporated in DMAIC. Hence I feel it is also good enough that we use DMAIC itself. Now since this comparison question has come up, .... 8D is also a detailed problem solving system, it uses several techniques such as 5 Whys, Fault tree, fish bone, etc.. DMAIC also uses the above techniques. But DMAIC does it with a more systematic m
  8. Control Limits: For defects data obviously the UCL makes a lot of sense. I feel the importance of LCL in C or U chart is mainly to see the anticipated defects / non confirmaties that could occur going forward. This will help us to see or identify the assignable cause for defects. In C chart the LCL is set for one defect. LCL could be set Zero also.But there are some instances where LCL is relavent to be kept & in some situations not.
  9. Sigma Level: The literal meaning of the term itself means a lot. It is the determination of the level of deviation/s in the process measured statistically. This is accompanied with suitability of interpretation with deviations per million. Since it is accompanied with the suitability with a million outputs, the requirement for short & long term arises. Because 1 million out puts or more than 1 million needs a considerable amount of time. sometimes months or years or decades or even more. Also it is not common that the outputs of a million or more than a mil
  10. Outlier: An outlier is a value or an observation that lies abnormal to the usual set of data or lies far away from the normal set of data or values. It is important rather very necessary to identify the outlier in order to have a right acceptable or considerable conclusion from the data or values. Outlier can also be called exception. Exceptions as it is said are abnormal to the usual way & hence any conclusion drawn from the data or values containing exceptions or outliers shows unsuitability of the facts & interpretations. It is very important to identi
  11. Seven Wastes of Lean: Waste is the one which doesn't add value to what customer pays. Elimination of wastes in the below said 7 categories is important for any organization. The 7 wastes consist of: Waiting Over Production Rejects Motion Processing Inventory Transport 1. Waiting Whenever goods are ideal, just waiting for the next step to happen, it is a waste. Much of a product’s lead time is tied up in waiting for the next operation; this is usually because material flow is poor, production runs are too long. The layout planning
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