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Sundeep Kailwoo

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About Sundeep Kailwoo

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    Sundeep Kailwoo
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    Sr. Manager CI

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  1. ICUKU (Impact, Control, Known, Unknown, Uncontrollable) is a 9-square Matrix tool that can be deployed for Categorizing the possible solutions on an Impact Vs Implementation grid. On the "X" axis we Impact categories (Low, medium, High) and on the Y-axis we have Controllable ( further subcategorized as Known and Unknown ) and Uncontrollable factors. This Matrix will help us to first categorize and then prioritize the factors/solutions ( Vital "Xs" , independent variables ). The Solutions that have been identified by the teams through various various RCA techniques can t
  2. Hoshin Kanri is a Strategic planning tool that typically follows a 7-step process in which the organization's strategic goals are designed and communicated across all levels in the organization and then put into action. The Goals are aligned to the Vision of an organization over a period of 3-5 Year horizon and then these goals are broken down to smaller denominations over short team (6 Months - 1 Yr.), medium-term( 1-2 Yrs.), long term(2-3 Yrs. ) and Strategic terms (3-5 Yrs.) and then further bifurcations of the actions and its objectives are planned out for roll out and benchmarking the out
  3. RPA practice has become a very important lever to deliver high-cost savings and reducing the dependency on humans for unskilled and repetitive tasks. RPA is successful when deployed at the appropriate process and scale. In achieving the desired outcome from RPA, Process Mining has gained a lot of relevance and has become an integral part of the RPA. RPA concerns with the automation of business processes, enabling companies to strengthen cost effectiveness and quality improvements. The most critical stages of a RPA project is to pick the intended business process to be automated. Ho
  4. 4 Eye Principle , Check the Checker Process is a common practice , generally performed on a Sample rather than the whole Lot unless the process mandates and is critical part of delivery , 4 Eye Principle may be a regulatory requirement as well and we will discuss this in further through this write up. At times processes go beyond 4 Eye Principle and deploy 6 Eye process when the scope of making an error is financially and reputational too significant to avoid costs that may be required to set up such a process. Deploying 4 Eye Principle generally attracts the discussions in the Con
  5. In Business Excellence domain Improvement Kata refers to a Practice of conscious decision making, that's developed over a period of time through consistent practice, deployment, experimentation, and working towards a guided target and not just try storming on a trial and error basis to find a feasible solution. Improvement Kata when applied within the Lean principles aims to deploy continuous improvement for achieving business excellence functional strategic goals. The mindset of deploying Improvement kata is to make sure the practice a daily activity so that habit becomes autonomic in nature.
  6. CEDAC is a modification to the Cause and Effect Diagram, with addition of Cards, hence the name Cause and Effect Diagram Adding Cards (CEDAC). As the name suggests the process involves adding Cards to a typical cause and effect diagram construction exercise, these cards are typically 3X5 (cm) in size or post-it notes. This approach elaborates on the original process and involves the inclusion of ideas, opportunities outside the functional team, where many more members from related processes and departments can be asked to participate in the brainstorming exercise to share their ideas while the
  7. The expectations to strike a maximum Via policy of Maximum gain with Minimum investment is age-old. The philosophy to optimize the resources and gain maximum profits is always the underlying objective of a profit-making organization or a Function within an organization. The same holds true for a Continuous Improvement Function in an organization where they would want to gain maximum improvement in a process with minimal effort, disruption, and Cost. When we put Investment ( In Money, People, Material, Time, etc.) and Return ( Profits, Better Skilled Employees, Improved Durability, etc.) in a f
  8. Cherry Picking a task or a project may yield quick results but most often taking too narrow a view strategy in a larger scheme of things. Also, the level at which the decision is made to invest, and take up a project in an organization or CI as a function is relatively dependent on the hierarchy at which the decision making is taking place. A cherry-picking exercise done at the higher hierarchy level may not be the same for a decision-maker who lies at a lower level of the hierarchy pyramid. But if we base the decisions to take projects basis the Effort Vs result Matrix as shown in
  9. Hype Cycle was conceptualized by Jackie Fenn in 1995, while working for Gartner as an Analyst and Gartner subsequently after years insisting and lobbying with the industry started with the annual Hype cycle visualization for new and emerging technologies and branded the tool as Hype Cycle. Hype Cycle is technology life cycle stages Graphical demonstration passing through Conception to Maturity to Widespread adoption. There are pre dominantly 5 stages in a Hype cycle but then we can build sub stages as well within those broad stages of a technology lifecycle. Mostly used by marketing and t
  10. Trystorming refers to Brainstorming on steroids and Putting in Practice the idea being discussed in pilot environment and then evaluating the output to continue or exit. It emphasis what can be done right now rather than deliberating and discussing the possible solutions and prioritizing with the larger group over multiple sessions of discussions and finding common ground. Some of the Examples where Trystorming can be successfully implemented : 1. A non-destructive / disruptive process , where the change can happen in parallel to the exiting process . While the
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