Vishwadeep Khatri

Hello Sarang, 100% of automotive companies are using Six Sigma techniques. Many of them do not use the methodology called Six Sigma DMAIC or DMADV. If your question is about techniques, the answer is 100%. SPC, FMEA, QFD, DOE, etc.. they use mst of them. Regards, VK

Dear Praphul, 1. The project that you take should have unknown or unverified causes and unknown solution (when you begin). If solution can be found just by process mapping and brainstorming, there is no need to term it as a Six Sigma project. But you should still carry it out as the main objective is improvement. 2. Six Sigma requires use of Data Driven techniques. If you are not using data, it shall not be considered for project completion certificate. 3. Please post the hypothesis query in past participant forum. 4. Monetary benefits is not a mandatory requirement. However, good impact on a KPI should be visible. 5. To convince people that change is possible, you can carry out mistake proofing for some type of defects and showcase it. Also you may like to show with examples how extraordinary processes can make a difference. Best Regards, VK

Yes, the first check was REPEATABILITY, the second was a check on REPRODUCUBILITY as well as ACCURACY. Regards, VK

Hello Sarang, Most of the leading companies are using Six Sigma Concept. This is due to the fact they have gone for ISO/TS 16949 certification. If you go into details of this certification, you will realise that many of the Six Sigma techniques are required to be demonstrated for it. Regards, VK

Dear Viswanadh, I know hundreds of people who have done Green Belt projects and they are not from IIMs. Many of them have not yet undergone MBA.The qualification criteria varies a lot from company to company. A client of ours hired 5 B-Tech Engineers from Anna University, Chennai and sponsered them for Green Belt and Black Belt before taking them on board. There are good number of Insurance professionals (and those in banking and financial services who have had success stories). Some of them can be seen here - http://forum.benchmarksixsigma.com/page/media.html/_/banking-and-finance/ Regards, VK

I have observed in my recent interactions that people who have undergone Green Belt and Black Belt with small gap (and no project) have had impressive success stories. The fact that they did not carry out a Green Belt project first was no way a deterrent. Distinction in terms of project is based onthe following Black Belt project is relatively higher complexity (need for high rigour tools) BB project is cross functional (need to have soft skills and ability to handle resistance to change) BB project is longer duration (need to convince others persevere with data collection and analysis) BB project needs approval from higher ups (as it requires a "yes" for more resources) The important points to consider are What should a Green Belt do if a project turns out to be more complex than what was initially considered? What should a Green Belt do if a project turns out to have more cross functional linkages than what was initially considered. One answer is - "Take the advice of a Black Belt/MBB or refer to Fraternity for help" It is easy to understand that the Green Belt would have been better placed if he had undergone Black Belt already. Having undergone both programs, a person would not be perturbed by such happenings and shall be able to take up bigger challenges with confidence. Black Belt program also leads to better soft skills and ability to answer wide range of questions. No wonder, there are openings announced for Black Belts and Master Black Belts while Green Belt is considered a good additional qualification. Regards, VK

Dear Ashwini, Some identification ideas - Look for pain areas that have a good relation with key business metrics.For example - Relation with business benefits (like productivity or efficiency enhancement through training) Relation with internal customer impact Relation with external customer impact More ideas - Good projects may be identified in Improvement in training need identification process, Delivery effectiveness of specific high impact training modules Reducing Turnaround Time of training interventions. In any of these (selection should be on the basis of what makes more business sense), the important starting point may be the metric identification. If you have do not have good metrics in place, you may need to define such measures. Additionally, you may like to use Lean tools. (we do offer Lean Management Certification program with special emphasis on business processes like training) Best Regards, VK

I agree with Gaurav. We do not need to use the term Six Sigma in a company which is not exposed to the philosophy well. We have a good number of participants who have been using various Six Sigma techniques in process improvement initiatives but wisely avoid the terminology till some initial good assignments are completed. Six Sigma techniques are so powerful that each one if applied well has potential of bringing big benefits. However, in companies where senior management is driving Six Sigma, the scenario is different. Have a look at various perspectives at http://forum.benchmarksixsigma.com/blogs Regards, VK

Sujeet Singh says: Hi kk, From your test of HOV, you can easily see what all subgroups are not homogeneous; which are falling away in comparison to other subgroups. Now go for one way ANOVA test but make sure you remove the subgroups which are not lying in HOV. Regards, Sujeet Singh

What if HOV fails ? Written by kaushal kayal / about 21 hours ago / 1 Comment Hi Guys – just a simple query for experts here. I am conducting a hypothesis test on some potentially critical Xs with more than 2 sub categories each. The objective is to identify whether 1 or more of the sub groups is statistically significant. “Y” here is continuous & all the Xs are discrete. Have conducted tests of Normality & Stability. In order to proceed with ANOVA, i need to ensure homogeniety of variances. What test should i conduct if the HOV fails ?

Dear Ajay, There are many ways to answer this. You can have a look at what many of our participants have had to say in this regard by clicking the following link http://forum.benchmarksixsigma.com/blogs/ Best Regards, VK

Hello Sonali, For this you need to communicate with customers of college canteen (students) and capture their expectations. You may like to talk to the canteen owner to know his pain areas (or problems that the canteen administration people face). In general terms the CTQs could be Revenue Cost due to wastage or losses Availability of key items Timeliness of service Having mentioned these, the Six Sigma project CTQ should invariably be derived from process owners or customers or business owner. Regards, VK

Hi Mohan, You may have a look at this video to get inputs on Six Sigma Case Study in a KPO environment. http://forum.benchmarksixsigma.com/page/media.html/_/business-strategy/six-sigma-in-strategy-suvendu-mahapatra-r23 Regards, VK

Santhosh, The correct control chart for variable sample size and defectives is p chart. Crossing a lower limit in a defects or defectives control chart is not a worrisome issue. (as you are charting defects/defectives - lower the better). However, in such a case, you may like to investigate the reason for an extraordinarily good performance. Regards, VK

Hello Niranjan, Opportunities should be same as the number of inspection check list items prepared by a subject matter expert for the process. Generally companies concur to take only the critical elements as opportunities. Regards, VK

Hi Roopa, You can have a look at videos on the following link -http://forum.benchma...page/media.html You can also take part in discussions at the following link - http://forum.benchma...ce-and-banking/ Best Regards, VK

Hello Bhuvana, The best method for you to use is simulation. In a simulation model, you need to input values for each product and costs (based on past data and known trends). Best Regards, VK

Using wikipedia as a source, you can notice that Pre-Press includes the following - Typesetting involves the presentation of textual material in graphic form on paper or some other medium. Before the advent of desktop publishing, typesetting of printed material was produced in print shops by compositors or typesetters working by hand, and later with machines. Copy-editing, is the work that an editor does to improve the formatting, style, and accuracy of a manuscript.Copy-editing is done prior to the work of proofreaders, who handle documents before final publication. Markup is an artificial language using a set of annotations to text that give instructions regarding the structure of text or how it is to be displayed. Markup languages have been in use for centuries, and in recent years have also been used in computer typesetting and word-processing systems. Proofing involves creating an accurate facsimile of the artwork before beginning production runs. This serves as a bond between the printer and their customer that the final product meets an agreed upon standard. Proofs in general can be done for all parts (images, illustrations, texts and colors) of print product. In this part, three types of proofing should be checked and printed out: the print-ready PDF files, the printer's proof and the imposition proof. Print-ready PDF files should be made after the layout using preflight at the printing house. The printer's proof should be printed out in high-resolution and checked by the customer. The imposition proof, which is usually done by the printers, should also be printed out to check and adjust the printing press. Proofreading traditionally means reading a proof copy of a text in order to detect and correct any errors. Modern proofreading often requires reading copy at earlier stages as well. Screening and adjustment of a continuous-tone of images such as photographs Imposition, or the combination of many pages into a single signature form. Separation, or specifying images or text to be put on plates applying individual printing media (inks, varnishes, etc.) to a common print. Manufacturing of plates The usage of different materials of plates should meet the needs of printing method. Usually rubber, plastic,aluminum are used for plates as well as film which is the photomechanical exposure and processing of light-sensitive emulsion on a printing plate. Manufacturing of plates should be well planned and delivered beforehand. Also, the cost should be calculated as well. Manufacturing of a high-quality print (PDF) file, which is used for the final printing. Paper select, choosing a proper paper is also a very important step in prepress. You may apply Six Sigma to pre-press activities if you identify chronic pain areas in any of the steps.

Hi Tushar, This topic has emerged from a Gallup study that resulted in a book "Human Sigma: Managing the Employee-Customer Encounter" Although their are a lot of welcome thoughts and concepts, the book does not provide detailed approach on "how to" go about improving human sigma. It does not seem that the topic has matured enough yet. It relates a lot to measuring effectiveness or satisfaction in employee-customer encounters. You can read more in the book. Regards, VK

Dear Deepak, It seems you have a unique situation. One tool that you may like to learn and use for the purpose of metric finalisation and prioritization is QFD. Once you have finalised the metric, you can use benchmarking to set expected performance. A good list of metric can be found in table f of COPC. Regards,

Dear Sathish, You can use Sigma Level as a metric which can be calculated in several ways. For one sided tolerance and normally distributed data, the method works out as Sigma Level = (upper specification limit - average)/ standard deviation OR Sigma Level = (average - lower specification limit)/ standard deviation Regards, VK

The best time to apply Six Sigma tools in network marketing is while designing the network marketing system. The company should carry out simulations, DFMEA, and benchmarking while designing the system. Another opportunity to apply tools is to analyze data so that the right push can be provided at the branches in the system. However, these opportunities lie with the company planning the whole system and not with individual who are parts of the system. Individuals can at best try and get opinions on what their branch members feel and then try to see if they can address the biggest reasons that create a bottleneck in the chain growth. The possible Xs are Communication Quality that leads to meetings for presentations. The quality and content of presentations The trust inducing evidence that is used. The support provided to network members for helping them to reach next level. The promotional media mix (like bulk emails, sms) etc. Ability to choose members who have networking abilities.. As you can probably understand, each factor above could be taken up as a Six Sigma project objective. There is scope for testing hypotheses, analysing data (especially if are able to get into a reasonable following network) The opportunity of success through the tools depend on your level in the network and the obvious biggest scope for improvement lies with the company running the system (more scope in design stage as discussed earlier) The biggest barrier generally is the belief that in any kind of network marketing, majority of members lose money and a small minority gains well at the expense of losing members. Most people feel "A member who induces others into the system stands a big risk of spoiling his relationships". Herein lies the biggest challenge for an individual networker. Regards, VK

Hello All, Have a look at some developments in Six Sigma implementation at US Army through links shown below: http://www.armyobt.army.mil/about-continuous-process-improvement.html http://www.armyobt.army.mil/news-process-improvement-specialists.html http://www.army.mil/-news/2010/03/26/36470-process-improvement-specialists-earn-lss-master-black-belt-certification/index.html Regards, VK

Dear Ganesh, In the MBB program, the important elements covered are - Six Sigma Deployment Strategies Ways of integrating Lean and Six Sigma Advanced elements in MSA Important elements from multivariate (multiple Y's and multiple X's) analysis. Advanced DOE and Taguchi Methodology Simulation techniques and various applications Forecasting techniques and applications Integrating BPR (Business Process Re-Engineering) and ToC (Theory of Constraints) with Six Sigma. Soft Skills to address various types of resistance in Six Sigma deployment Managing/ Reviewing/ Controlling multiple Six Sigma projects in a company. Regards, VK

We had this discussion at another platform recently. For everyone's benefit I am posting it here. Manish Rawat Management Operations Trainee at Avery Dennison I would like to study the penetration of the Six Sigma concept at bottom level & sustenance of the project carried out years ago Venugopal R. Manager-Quality at Moog, Controls India I would review the performance of key indicators and evaluate the effect of six sigma on improvements in KPI Mamoon Md.Abdullah Al Head of Enterprise IT Projects,BRAC Bank Ltd I would examine and assess the impact of Six Sigma in every business processes and derived improvements/benefits that ultimately contributes or complements the strategic intents/goals of the company. Vishwadeep Khatri Principal Consultant, Benchmark Six Sigma Good comments by Manish, Venugopal, and Mamoon. Sustenance of improved process performance, Impact on strategic intents (or KPIs) of the company - all seem valid and good methods. Do these seem enough for assessing maturity? Would someone like to add to these? Prasad Vemuri Intelenet Global Services For me the most mature six sigma organization is where there are no more six sigma projects to be done in the organization. Now coming to the level of maturity of the process, I would say assess the Cost, performance and quality of the manufacturing process using probably metrics like OEE ( of course OEE in its true sense, not the fudged OEE that we normally see on the shop floor) and then see if we are close to 85%(You can set your own target while starting the six sigma program). At the start of the sigma program, say your OEE was 40% and now after 5 years of implementation it is 47% then your program is about 15% effective ( 7/45)% (actual improved OEE/Delta Target OEE)%. One more thing that you can measure would be the plant overall sigma level. Again integrity in the data while reporting is a must. But to some extent it will take mostly quality into account. So we can leave it to the discretion of the management to decide as to which is most important, or inline withe mission and vision of the company for profitability. V.B. Manian Outsourcing/Offshoring Professional The leads given by all so far (viz, KPIs, Performance metrics aligned with the Business mission & vision, OEE, sigma level, etc) are good indicators to keep us all (as SS professionals) on our feet. However, the driving factor of any SS project/initiative/business can be summed up in two broad terms, viz 'Business Profits' & 'Customer Satisfaction' (demonstrated by increase in customer base). The level of growth in these two over the years (since the company/business became one to operate at Six Sigma level) with continued sustenance of the same should give a fair idea on its level of maturity as a SS company/organisation. Prasad Vemuri Manian, You have a very good point, but I have a follow up question. How will you measure it? V.B. Manian Outsourcing/Offshoring Professional Hi Prasad. Six Sigma is defined as a measure of Quality that strives for perfection with benefits to both the business & its customer(s). Herein, the term measure applies to the level of performance from a (six) sigma perspective and not financial/customer base perspective. Increase in business profits & customer satisfaction (resulting in increased customer base) with continual improvement are the additional confirmed benefits of operating at six sigma level of performance, which cannot be quantified/measured in specific terms, & are variable from business to business. As mentioned in my previous post, sustained growth in these are an indicator of the level of maturity of a company/organisation operating at six sigma level of performance over a period of time. & your input OEE/Sigma level is an indicator of the measurable performance. Hope this clarifies. Vishwadeep Khatri Principal Consultant, Benchmark Six Sigma Dear Mr. Manian, My inference from your comment is that irrespective of business benefits, if a company reaches Six Sigma performance level in its important processes, it should be considered mature in the implementation journey. Am I summarizing it correctly? V.B. Manian Outsourcing/Offshoring Professional Hi VK Sir, As mentioned in my previous post, Increased business benefits & customer satisfaction alongwith continual improvement are the CORNERSTONES of a Six Sigma process by its ACCEPTED DEFINITION in business language. So, a company/business operating at Six Sigma level of performance (in its key processes) over a sustained period of time MUST be invariably accompanied by the above two (increased business benefits & customer satisfaction) all long, & NOT irrespective of it (per your inference), to be used as a yardstick in gauging its maturity level from a Six Sigma perspective. Vishwadeep Khatri Principal Consultant, Benchmark Six Sigma Interesting response but still little unclear to me. Are you saying that if a company tries to reach Six Sigma level of performance and achieves it (for important processes), the company is surely going to reap business benefits and have high customer satisfaction? V.B. Manian Outsourcing/Offshoring Professional Hi again VK sir The fundamental reason as to why SS is so much sought after as a professional discipline & object of business contention with its growing influence over the professional & business community at large is mainly because of the win-win situation it creates for both the business (profits) and its customer/s (satisfaction) apart from other things (increased productivity, better quality, continual improvement, etc). There may be a few one of cases where some of the expected outcomes of a supposed SS process may not be realised due to certain prevailing business &/or other conditions, but the situation can always be improved in the time to come through continued application of SS & other business efforts to fructify the same (unaccomplised objectives). Hope this answers your question. Vishwajit joshi Manager – Continuous Improvement at Integreon Managed Solutions India Pvt Ltd The key elements for assessing Six Sigma maturity in a organization can be broadly viewed at two levels viz results/effectiveness and progress on program/initiative. Some of the KPIs (aligned with Balanced Scorecard quadrants) for assessing effectiveness of Six Sigma program can be - 1. Financial KPIs - Net savings from Six Sigma projects (include all reduced costs, increased revenue, increased sales, improved margins etc) 2. Customer KPIs - CSat ratings, responsiveness, MTBF, MTTR 3. Process KPIs - COPQ, Process maturity, productivity, quality 4. Learning & Growth KPIs - Six Sigma DNA, New products/services Some of the KPIs for assessing progress on Six Sigma initiative can be - 1. Training penetration - % of organization covered under various trainings like Six Sigma overview, Yellow belt, Green belt, Black belt etc 2. Projects coverage - % of organization (in terms of functions or processes) covered under projects implementations 3. Projects selection - ad hoc or low hanging opportunities indicate low maturity of program whereas projects aligned with organization startegy, innovation, new product/service introduction etc indicate higher maturity of program 4. Six Sigma assets - processes for Six Sigma trainings, projects, certifcation etc are well defined and implemented, digitized tools are in use, reporting is real time and structured 5. Culture - strong leadership support, Six Sigma is integrated with organizational processes (strategic goals and objectives, appraisals), critical mass is covered and believes in the approach Of course there can be other additional or different KPIs for particular situations and depending on the organization's strategy and environment, but these are the generic ones which can serve as the starting point. Ashok Muthuswamy, PMP, CPIM, CSSBB Global Program Manager at HP, Supply Chain Strategist, Lean Sigma Black Belt I am going to respond to VK's question asking whether six sigma will ensure business benefits... The answer is yes and no. It certainly contributes when it comes to productivity and bottom line improvement. However, the long term strategy formulation and deployment is the key for sustained business benefits. Six sigma can only help facilitate the strategy formulation/deployment, but not substitute that. Let me use Motorola as an example here. While Motorola pursued lean sigma approach to optimize its operation, it failed in developing a longer term strategy and direction. One of their well known failure is the lack of being able to foresee the switch to digital cell phones and develop appropriate products. This resulted in a huge disadvantage for them despite coming up with path breaking phones such as Startalk, Pockettalk, etc., that they released in the mid 1990s. Finally, they caught up and did release Razr, but couldn't repeat that success either. One of their issues is not coming up with products fast enough, over reliance on the existing products to do the selling, etc. Now they have been pushed to the backseat by agile players like Nokia, Samsung, etc. Motorola is even being split into two different companies now, clearly signaling the end of their domination. The bottom line is that the six sigma is a great optimization tool. It will help you streamline your operations, product design and eliminate waste throughout the value stream. However, it is not a substitute for long term vision and a farsighted corporate strategy. It can aid but not substitute the vision.