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Vishwadeep Khatri

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About Vishwadeep Khatri

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  • Name
    Vishwadeep Khatri
  • Company
    Benchmark Six Sigma
  • Designation
    Founder CEO

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  1. 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.
  2. Vishwadeep Khatri

    Six Sigma in pharmaceutical sector

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

    Weak With Math But Wish To Excel With Six Sigma

    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.
  4. 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.
  5. 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.
  6. Hi Shravan, Thanks for this question. Please use the link below to get your answers
  7. Vishwadeep Khatri

    Process Certification

    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.
  8. Vishwadeep Khatri

    Value stream map at a clinic

    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.
  9. Vishwadeep Khatri

    Why lean six sigma?

    Hi Sudharshan, Traditionally, Lean tools were more popular in waste elimination and thereby reducing Lead Time (or turnaround time) while Six Sigma was associated with defects or variation reduction. It was observed that most processes need accuracy as well as speed. It made perfect business sense to blend the two toolkits so that trained professionals get exposed to both and do not achieve one objective at the expense of the other.
  10. Vishwadeep Khatri

    What is Six Sigma, DMAIC Methodology?

    Hi Tony, If I were to select just two, I would be happy to include A tool that make use of Why - Why Analysis. Probably an Ishikawa Diagram or a Fault Tree Analysis. A tool that identifies failure modes and fixes the risk associated with them - FMEA.
  11. Q 85. Quiz on Process Width This is a multiple choice question carrying 100 points for the right answer. Flash quiz closes in four hours - 7:30 PM IST on 14th March 2018.
  12. Q 84. Quiz on Specification Width This is a multiple choice question carrying 100 points for the right answer. Flash quiz closes in four hours - 7:30 PM IST on 13th March 2018.
  13. Q 84. There is a very active discussion with 100,000 plus views and hundreds of comments on LinkedIn. https://www.linkedin.com/feed/update/urn:li:activity:6377417931038425088 How would you summarise the VOC for Airtel and Vodafone based on this discussion? This question is a part of Excellence Ambassador initiative and is open for 1 day.. There is a reward of 5000 points for best answer. All rewards are mentioned here - https://www.benchmarksixsigma.com/forum/excellence-ambassador-rewards/. The scoreboard is here - https://www.benchmarksixsigma.com/forum/business-excellence-scoreboard/ All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/
  14. Q83. Before supporting Lean Six Sigma, the Leadership team wants to see evidence that Lean Six Sigma will work for them. So, they want to see spectacular success in some trial projects in their own company. In the absence of the Leadership buy-in, Lean Six Sigma team cannot deliver results even in the "Proof of Concept" projects as - The areas with biggest gaps are cross-functional in nature and require strong leadership support. Chronic problems that need to be addressed to generate great results in trial projects need the involvement of subject matter experts who will not put in time and effort unless top management is behind the initiative. What should the Lean Six Sigma Enthusiast do to break this deadlock? This Short Answer Question is a part of Excellence Ambassador initiative and is open for 4 hours. All rewards are mentioned here - https://www.benchmarksixsigma.com/forum/excellence-ambassador-rewards/ Kindly note that the word limit is 100 words.
  15. Q 82. Quiz on Continuous and Discrete Data - This is a multiple choice question carrying 100 points for the right answer. Flash quiz closes in four hours - 7 PM IST on 8th March 2018.
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