Vishwadeep Khatri

Hi, Some of our clients have been implementing Lean Six Sigma. You may read more here -

Please go through various topics here - https://www.benchmarksixsigma.com/forum/forum/68-what-is-lean-six-sigma/ Let us know if you have specific questions based on the study.

Hi Ram Mohan, Good question there. If Cp is not equal to Cpk, Sigma level will not have any relation with Cp. If Cp is known, we can only guess the highest possible sigma level but cannot predict it.

Hi Alagesan, I would like to understand more about your scope and objective behind the wiring diagram creation to be able to answer this question.

Hi Bibek, You have made a good observation there. Lean Six Sigma helps you connect Business Analytics with a methodology for Business Problem Solving. The tools for descriptive, predictive and prescriptive analytics coupled with several other best in class management techniques that have process focus and project-driven outlook. The Green Belt will bring in the sequence that starts from a business case and well-defined problem till resolution of the problem with sustained results.

Q 85. Quiz on Force-Field Analysis "Kurt Lewin's Force-Field Analysis provides an overview of the balance between forces which drive change in a business and those which resist the change. Driving forces are those seeking change while Resisting (restraining) forces are those seeking to maintain the status quo. The analysis can help us decide whether we must go ahead with the change. Alternatively, we can think of strengthening the drivers and/or weakening the restraining forces. The technique is widely used for informed decision making, particularly in planning and implementing change management programs in organisations. Elaborate the use of the technique with suitable examples." This question is a part of Excellence Ambassador initiative and is open till Saturday, 7 July 2018. There is a reward for best answer in first 24 hours and another for best in 3 days. All rewards are mentioned here - https://www.benchmarksixsigma.com/forum/excellence-ambassador-rewards/ Please remember, your answer will not be visible immediately on responding. It will be made visible at about 7 PM IST on 09 July 2018. First 24 hours response time will finish at 12 PM IST on 01 July 2018. Your answer should not be copied from elsewhere. Plagiarized answers will not be approved. (and therefore will not be displayed)  All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/

Q 84. Quiz on SCAMPER "SCAMPER" is an acronym formed from the abbreviation of: Substitute, Combine, Adapt, Modify (Also magnify and minify), Put to another use, Eliminate, and Reverse. It is a lateral thinking technique which helps you generate ideas by encouraging you to ask seven different types of questions, which will help you understand how you can innovate and improve existing products, services and processes. These targeted, thought-provoking questions/ideas help boost creativity and find innovative answers to problems. Elaborate the use of the technique with a suitable example." This question is a part of Excellence Ambassador initiative and is open till Wednesday, 4 July 2018. There is a reward for best answer in first 24 hours and another for best in 3 days. All rewards are mentioned here - https://www.benchmarksixsigma.com/forum/excellence-ambassador-rewards/ Please remember, your answer will not be visible immediately on responding. It will be made visible at about 7 PM IST on 06 July 2018. First 24 hours response time will finish at 12 PM IST on 01 July 2018. Your answer should not be copied from elsewhere. Plagiarized answers will not be approved. (and therefore will not be displayed)  All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/

Many companies come across a great opportunity to improve business results when they plan the implementation of an ERP solution. There are not many, however, who utilize the opportunity very well. Here are common mistakes during ERP implementations - Not focusing on Business Objectives - ERP implementation is not a goal in itself. ERP implementation should be seen as a means to bigger organizational goals. It is important that the organizational goals (expectations from ERP implementation) be written down. This at the minimum requires a well facilitated senior management workshop. Not building capabilities to measure/ control the right things - An ERP can be a great enabler of excellence. If the planning pre-work is done well, it is possible to identify areas where data capture and validation is crucial for business results improvement. Not engaging key people in visualising, designing and bringing change - This is one of the biggest mistakes. Imagining that some people will design processes, and people who execute will just follow, does not work many times. We may end up missing out on real pain areas and fixing imaginary pain areas if we do not engage people. Once the right stakeholders are engaged, they bring out crucial points that we can just not afford to miss. There are a large number of practical elements which only folks in execution can elaborate. Not visualizing waste - There is a tremendous amount of wasteful activities in most non-automated processes. Visualizing wastes requires special skills in mapping processes. Value Stream Mapping with expert facilitation can help bring out big opportunities. Not utilizing creativity of our own people - People who are working on execution day-in and day-out have creative ideas. There are some powerful creativity tools that can help trigger more creative thoughts whole building a to-be map. Not visualizing failures/ risks in the proposed new process - An ERP solution can be implemented with trial and error with multiple iterations. It can also be done first time right with very few minor changes later. The difference lies in our ability to visualize and fix risks and failures in a to-be process. Lean Six Sigma methods have a big role to play here. Modifying processes as per ERP thoughts and not the other way round - Most modern ERPs have immense potential for customisation. One can plan a to-be process while considering customer needs, people capabilities and process demands and then bring to ERP team or do it the other way round (Create an ERP practitioner's experience based to-be solution and take it to execution folks and customers). World leading companies like Toyota have been very clear on this - One of the TPS (Toyota production system) Principles says this - "Use only reliable, thoroughly tested technology that serves your people and processes". For our people (including customers) and processes to be served well, it is important that we understand both well before harnessing technology. We should remember that ERP implementation can generate unique advantages for a company and can help offer flawless services with better guarantees to the customer. This undoubtedly creates potential to increase our revenues, sign new businesses, reduce costs and turnaround times. We have been noticing the above-listed mistakes in ERP implementation across industries. What are your thoughts? Have you noticed some of these mistakes? Please feel free to discuss your views here.

We are currently working as consultants with a few Pharmaceutical companies but cannot divulge their names here.

Hi everyone The files that carry fundamentals of maths that are used in Six Sigma are at this link - https://www.benchmarksixsigma.com/forum/files/category/10-basic-maths-for-six-sigma/ Please download and study all.

Hi, Please use this link to download pdf files for self-study - https://www.benchmarksixsigma.com/forum/files/category/10-basic-maths-for-six-sigma/ All the best.

Hi Pankaj, We start from very basics in Green Belt. There will be several people like you in the batch. Most calculations are done through rough templates and statistical tools that you will get during training. If you are committed, I believe you can overcome this hurdle with the Trainer’s support We also ensure that you do not lose touch with monthly webinars after training. Hope this helps.

Hi Shravan, Thanks for this question. Please use the link below to get your answers

Hi Anand, For Non IT processes, capability can be assessed using Sigma Level. This measure of process performance works for functions like accounting, HR as well. You may like to read more (about your other questions)here - 1. Six Sigma in HR - 2. Six Sigma in Services other than IT and ITES - https://www.benchmarksixsigma.com/forum/forum/37-applicability-in-services-other-than-itites/ 3. ISO and Six Sigma - Hope this helps.

Hi Susana, Waiting time ahead of consultation with the Doctor is a result of two components - Waiting for sample results to be available. Waiting after sample results are available. The patient is typically concerned about both. The Hospital may like to break it into two parts depending on the scope and objective of the improvement project. My view is - The time of activity 1 should not be deducted. It is best to have an integrated view so that wholesome solutions may emerge from the exercise.