Senthilnathan G

Thank you Sir. Is there any prerequisite or eligibility to do Business Modelling Expert certification?

Even I'm eager to know such methodology. If such a problem given to me, I'll go through the service history to know about the best practices & opportunities and start working on reducing the variation between the support. I'll do dip check at regular intervals to identify the gaps between SOP and Support Understanding for solving a query which improve the Quality of Service with better TAT. Ill create a Internal Reference Data Management System which helps the support to contact the right person/data on time for resolving a query which inturn improve the TAT time. May be we can incorporate several such procedures to get it done if there isn't one proven methodology. If it's working fine , we can standardize it and create our own template ( re-visit at times ) and use it.

Is Process simulation ( Discrete event simulation ) that you're referring to ?

If I followed you correctly , You're looking for a proven methodology that helps to meet the SLA ( Both Quality & Quantity ) inline with your predefined protocols for a constantly changing customer requirements from Heath Insurance accounts ?

Correction of Error

In simple terms, COE speaks about Issue, Time lines, Impact, Stakeholders involved, Defect trend, RCA, Current Control/Preventive Mechanism, Recommendations/Suggestions to control, Feedback session between stakeholders on lesson Learned, Audit to check re-occurence of same defect or incident. CAPA also speaks about Issue, Effect, RCA, Corrective & Preventive Action. Is there any significant difference between COE & CAPA or I missed out any for CAPA ? If so, which is a better one in case of defect handling ? I bet on COE, which can be better documented and referred in case of repeat occurence ( Please correct me if I'm wrong )

Thank you Sir. I believe the simulation methods are very much important to narrow down multiple solutions. Whether the simulation topics are covered in Black Belt program?

Hi, After the LSSGB training, I believe there are many problems in a BPO Industry that can be addressed using Six Sigma. No doubt about that. But the time line for a green belt project is assumed to be 2-3 months. Is there any way to expedite the closure and see improvement or any way for phased improvement before closure that can be measured ? Because In a current market situation, any problem should be addressed and controlled swiftly. Even the sponser expects the same instead of waiting for 2-3 months to execute a project and witness the improvement. Are Agile concepts are handy here ? Or Agile is used only for Software Development or IT related projects ( incremental phased delivery where requirements are not fixed ) and it's not for BPO and other services ? Please suggest.

Consider, we want to study the stability of a process with respect to a current metric score of a process. It's a new process. We define control limits based on current metric score average. Based on the identified control limits and with the help of control chart we say the process is stable since there isn't any special cause variation. What if the defect rate against the metric is still high since the control limits are defined by process and client is not in picture here ? Provided the majority of people understanding in that process about a particular procedure is wrong which directly impacts the metric. In that case, how can we rely on control chart to determine process stability of a process ?

Hi, As an QA , one of our prime task is to control the defect % and keep it in control. In simple way, we can audit the transaction and consolidate the defect % and work on creating plan to control it by coaching on the opportunities. May be after six Sigma training or going through the methodologies used, several tools will come into our mind which help us to think and act in a different way. First we plot all defects and find the vital 20% and work on it which inturn reduce the defect number drastically. We can do AAA to understand all auditors along with other support functions are in same page and to rely on the audited data or not. We can use affinity diagram to categorise causes and work simultaneously. Likewise if we have all the concepts known, at every juncture during solving problem, one of the concept will come into our mind and we effectively use it. I believe this helps to stand different from a an QA who don't hold a six Sigma certification.

Hello All, Is Current RPN and New RPN are same ? It not, How Current RPN is different from New RPN ? . If New RPN is identified for a risk event for the first time, Before the recommended action or mitigation plan is implemented, how the number ( S, O, D ) change without the implementation ? Regards, Senthilnathan G