Ferdoz Yunis

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Defects Per Million Opportunities (DPMO) can be considered as the number of defects detected in a million opportunities or units. It is a measure of process performance on the whole. Defects are the number of non-conformities or type of errors in one unit. For instance, in a service industry, Health Insurance claim form is being filled in by the outsourcing data entry processor and sent back to the quality analyst. One form can have different type of errors, like typo error, error of omission, comprehensive error and error of commission. The number of defects found in one claim form will make the form as defective. Most of the service industry prefer to calculate DPMO rather than Defective (Yield) and Product-based industry prefers Defective (yield). The reason being that in a manufacturing company, sample units quality decides the whole performance level of the product. A defective product cannot yield benefits. As per Sigma Level Calculator (Discrete Data – Defects) – DPMO If 100 Sample units are audited and the number of known opportunities per unit is 4 and 10 defects are found in the audited sample. DPMO is 25000, Zst = 3.46, Zlt = 1.96. If the same variables are considered and calculated on Sigma Level Calculator (Discrete Date – Defectives) If 100 Sample units are audited and the number of defective units from the audited sample are 10. DPMO is 100000, Zst = 2.5, Zlt = 1 At the production stage, the six sigma level of the product is judged on the basis of Defectives (Yield) or Throughput (Yield), so that a better output is generated. And when the same product enters in the market for sale, the customer service decides the value of the product. Hence, the DPMO is considered over Defectives (yield) in order to generate better sales output. It can be concluded that, both DPMO and Defectives (Yield) methods hold their own importance for the process performance and better Six Sigma level and improve industry standards. SS 24th May.docx SS 24th May.docx

Hansei is the Japanese word for this form of self-reflection, and it should be the single most important activity to happen in every PDCA cycle. Hansei is a central idea in Japanese culture. Its meaning is to acknowledge your own mistake and to pledge improvement. In Japanese companies it's common practice that a manager expects hansei from his subordinates in case of mistakes. The manager takes the blame in public, whereas the department works on solving the problem. We all agree that it is important for businesses to improve and continuously evolve – whether you call this Kaizen, Lean, TQM, TPM or any of the other plethora of methodologies. Hansei is an important part of Japanese culture – a continuous form of subtle meditation undertaken to look at past mistakes, outline the lessons and pledge to act on those lessons. “Han" means to change, turn over, or turn upside down. "Sei" means to look back upon, review, and examine oneself. Hansei looks at personal failures rather than systemic or process issues. Therefore, it is a conditioning of our mind where we are able to talk truly to our self and find out our real weaknesses that exist within us. Once we recognize there is a problem, we must work towards ascertaining the GAP. GAP is the difference between the expectation from the project or activity and our actual achievement. Hansei is one of the keys to kaizen, as the concept itself focuses on improvement Through hansei we understand our shortcomings so that we can improve ourselves to be better. Kaizen (change for the better) can happen through hansei. Daily practice of hansei helps us to assume responsibility to see problems and keeps us open for improvements. Daily hansei is an exercise to promote humility and be a life-long learner. Hansei is both an intellectual and emotional introspection. The individual must recognize the gap between the current situation and the ideal, take responsibility for finding solutions, and commit to a course of action. The examination involves a review of successes and failures, to determine what works and what needs to be improved. Hansei leads to ideas for kaizen and yokoten, the sharing of best practices from one location to another.

Gemba walk is a management technique where a manager gets the insight of an employee or a team member for further improvement in the process wherein the employees provide details about the procedures followed in the execution of the process. By getting to know the various procedural obstacles, a manager can take a qualitative initiative to eradicate these obstacles for smooth run of the process. William Hewlett and David Packard, founders of HP (Hewlett Packard) famously used this approach of MBWA – Management by Wandering Around. This method is useful for Managers and employees rapport building and would ultimately lead to process improvement. Edwards Deming, called the father of Quality Evolution, introduced the concept of MBWA. Fundamentally both the concepts of Gemba Walk and MBWA are related to employee engagement in the continuous improvement of the process. Both the methodologies are adopted by reputed organizations for the purpose of micro-management. For Instance, in the Night Shift Operating processes in Business Process Outsourcing inbound and outbound processes, these two management techniques of Gemba walk and MBWA is very useful for effective communication between managers and employees and also to keep an intact observation over the employee processing areas as the concentration levels of few employees would be low while working in the night shift which lead to quality issues in processing which can be effectively taken care by the managers with the help of these management techniques.