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Vishwadeep Khatri

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Everything posted by Vishwadeep Khatri

  1. Dear SJ, Some of the topics that you initiated in this group can be pasted at Fraternity to initiate discussions. We are short of content on the Freternity. If you are able to finish the YahooGroups and articles pasting from this group to that one, I will be able to start inviting members there. Regards, VK
  2. ANUBHAV GUPTA REPLIED TO THIS TOPIC Although the mail was not meant for me I can throw some light on this. Desensitizing the Process to variation in the dominant cause is just like elimination a factor from the vital X. For example a paper gets torn by pen pressure which is then a Vital X we have modified the process to make paper double layered and now the pen pressure is not a vital X i.e. either it does not effect the paper at all or the coefficient of correlation amongst tear property and pen pressure has reduced drastically say from 0.9 to 0.02 Secondly, feedforward control refers to the correction we send to the output when we know that there is a particular shift in the result. e.g. if we are producing a salt solution to be packed in bottled at 10% concentration and a new process introduction has made our resultant solution to 9% instead of 10%. Hence we have two option. one is to monitor the concentration of output and vary input accordingly to achieve 10% (this is feedback, where we change input) or we just add another 1% of salt to the output solution (this is feedforward where we monitor output and accordingly alter the output itself and not the input). I hope this throws some light on the approach of these improvement techniques. Regards, Anubhav Gupta Process and Systems Improvement Manager Lancashire Double Glazing Ltd. Preston, UK
  3. Dear All, I have come across questions regarding improve phase where participants want to know specific techniques for how variation can be reduced. Fixing the obvious based on knowledge of a dominant cause of variation. This may include mistake proofing or removal of a vital X (if it is NVA). Desensitizing the process to variation in dominant cause. Feedforward control based on a dominant cause. Feedback control. Making the process robust to variation in causes. 100% inspection (automated is better here) or increased inspection. Moving the process center closer to the target (in case target is center of specification limits). If you want to discuss any of these in more detail, do post messages. These seven approaches can be used either in improve phase (to reduce variation and increase sigma level) or for process control in general (even if you are not doing a six sigma project)
  4. Dear All, Post your comments inthis discussion string by replying to this message. SURESH S POSTED THE FOLLOWING MESSAGE ON YAHOO GROUPS ON 28 JUN 2007. Hi Greetings, I am working for BoA, Medical billing project. As far as concerned about our process, we are not very sure when and what time we used to receive the files. Its not just simple as like data entry work, some of the claims need to be analysed using the concepts. One of the major factor is our team strength. Since it is a big client, we feel unease to balance the files equally to the users. Due to this, some of the users getting lot of transactions and few are getting very less transaction files. We would like to start a project to enhance the production of the individual, so that it should be satisfied with both the parties. (employee & employer). Hope the people related to Medical billing domain will surfacing the same one. Please advice if you have any sample project to focus on. Regards, Suresh S LATHA RANGAMANI POSTED THE FOLLOWING RESPONSE Hi Suresh, I have handled the Claims department and feel that this is what you can try to do: 1) First sort the claims according to the received date. 2) Next you should also sort it according to the value of each file 3) This you can distribute for processing as each claim prosessor will have the equal nos of files for transaction. Otherwise if you distribute it according to number, one person is likely to have less area of transaction and others will have more and the work will not get over. Let me know if this works out. Bye Latha GV VENKATESAN POSTED THE FOLLOWING COMMENT Pl. find below some of the suggestions: 1. Claim Categories should be defined with seperate group of claims allocated to each category. 2. Time required for analyzing each claim category must be established. 3. Now,sort the claims as per the recd., date - category - allocate to the team members accordingly. Regs/Gv
  5. I have found many people struggling with the question - "what should be the appropriate sample size for the kind of data I have?" Let us initiate this as a discussion string for everyone interested to participate in it. We shall be in the discussion all the while to take it forward.
  6. We have been looking at various ways of trying to convince management about utility of Six Sigma and the standard response is "It won't work here". Different ways of explaining about Six Sigma are -- 1. Explaining what is six sigma as a measure (standard deviations from the mean) etc - Problems encountered - You may find that people do not have much patience to understand this theory 2. Explaining Six Sigma is 3.4 defects per million Problems encountered - You may find many people objecting to the theory saying we do not millions of transactions and tons of data to apply this. 3. Doing a sample project. Problems encountered -You may find that unless others are convinced, initiating a project is not feasible. 4. Picking up a situation and showing possible benefits through Six Sigma. Problems encountered - It is difficult to generate belief. I feel you should try a presentation of a cause-benefit approach Y = F(X). A cause benefit explanation is easy to understand (In my opinion we need not touch concepts of standard deviation or statistics in the beginning at all.) The questions that you may ask others in the company are ... What is the Big Y for our business area/ functional area/ critical process? Do we know the Xs for the Y's that matter? (Y= Key process output variable, X = Key process input variable) Are we using Y = F(X) for business benefit? (Each key output is dependent on several key inputs). Are we currently focusing on Xs? ( or do we see most people focusing on Y's? Some may be targeting first level X's that need to be drilled further) Have we drilled down sufficiently deep into X's and further small "x's" that is required for best in class results for critical processes? Are we clear which among the X's are the vital X's that need more attention. Can we reach a consensus where we agree -- Each output variable is a result of certain input variables that need to be identified, understood, analyzed, improved and controlled? (with a structured methodology like D-M-A-I-C) You could customize an example of the kind covered during Green Belt Training. In Eureka Forbes Sales division --- If Y is Revenue, First level X's include Sales person's effectiveness is one of the VITAL X's. If we consider Y as Salesperson's effectiveness, one of the VITAL X's is training effectiveness. If we consider training effectiveness as the Y, one of the VITAL X's is training methodology. Just as the above example shows, have we done Y to X drill-down for key processes in the company? Are we sure we know all vital Xs for our processes? Will change in Y not require a change in vital Xs? Is it not worthwhile to do improvement projects for VITAL X's that can be changed. To keep it simple, Six Sigma methodology is all about -building measurability in Y, assuring good measurement system (reliability of data) for Y and later for X's, identifying X's, analyzing X's and thereby identifying and validating vital X's, improving VITAL X's; verifying their impact on Y and; controlling VITAL X's to sustain the improvement. Once the concept is well received, we can explain DMAIC. Best Wishes for your Six Sigma journey, Vishwadeep Khatri
  7. The most important group is the past participant group. It should not low on functionality. If we need to use the forum functionality, they need to be in main area.
  8. This means no categorization (no folders). All topics spread out as on a desktop. IN fusetalk we had category and sub category before topic. Can you please check - is it possible to buy forum functionality within subgroups.
  9. SJ, One concern - It seems add forum option does not exist in subgroups. It shows add topics but does not show add forums. VK
  10. SJ, That was good thinking. We must put open forum on a subgroup. Probably some announcements shall remain in the main group. Is it possible to move some of the existing main group contents to a subgroup. I guess they said it is feasible. Have you figured out how to move content from one subgroup or main group to another subgroup?
  11. One important feature that we have in Yahoo Groups is "add members". I am able to add members directly there. Lots of people never join voluntarily. We may lose all such past and future participants. Does this mean we live with both? and I keep using Yahoo Groups for bulk mailing to all. Regards, VK
  12. Dear SJ, I think we should start our group for past participants soon and inittiate productive discussion with them with forums and categories soon. The options are 1. New Groupsite (by invitation only) 2. Subgroup within this groupsite What do you think should be done? Regards, VK
  13. OPTION 3 - Additional pages (like summary page) If we create additional pages on the same website (possible with a paid option) which are very much like the summary page, we may manage everyone with a single address. So everyone is free to click on any page and explore what is happening there. This is possible with a paid option of additional pages. Students may get their own page while GB and BB can get their own pages. This makes it single address for all. CONCERN WITH ADDITIONAL PAGES One concern with additional pages is that students in an additional page creates an impression that the program is suitable for students as well and Senior Managers may start feeling out of place (the same reason why we do not have student's page on main website) Second concern with this approach is that competitors can see all the action when they get to know about our single address and may like to pounce back with a similar strategy.
  14. General Points in favour of subgroup 1. Single web address for all. So it is easy to manage. 2. Everybody can see the same common area. 3. Standard announcements for all and single email can handle announcements for all. 4. Invitation to subgroup is easy. We need to get people in to common pool and invite the ones we want in subgroups. General Points against subgroup (in favour of separate collective site) 1. Bulk mail can be sent with a customized message suitable for members in the entire homogenous group so no one gets "annoying" messages. 2. Inviting people to separate sites is easy through periodic bulk emails sent to the main group. The standard bulk emails sent to main group can carry this message as a footer always so that they can choose to unsubscribe from current site and subscribe to a more meaningful site. 3. Each site can be advertised on each of the others so that everyone knows whether they are at the right place. Probably it makes sense to discuss the specific target segments and see the pros and cons of having one of the two options. Target - STUDENTS 1. Students probably need to be member to be in both (general and student) sections. They need to know about all general stuff plus stuff specifically for them. 2. If we are too keen to rope in students in a big way, we must have a separate groupsite for them. MY OPINION - We need to have a separate groupsite for students Target - Green Beltsor Belts 1. It should not hurt if all get all communication. There are people who are not Green Belts but know a lot about techniques or may have been practicing them. 2. There are others who are Black Belts but have never practiced a single thing. MY OPINION - We may like to have subgroups here What are your views?
  15. Hi Maninder, Good that you asked this question. Can you let me know which aspects of HR do you handle? If you wanted to bring improvement in one HR area, what would it be? Based on your interest area, I can give you some more examples.
  16. Delhi - 9811370943, Chennai - 7838547711, Bangalore 9212668855, Mumbai - 9212223366, Hyderabad - 9811370932, Ahmedabad - 9212223366, Pune - 8010959575, Kolkata - 8010959575 All India toll free number 18001023003
  17. Dear All, The most common question we have faced while training 15000 plus professionals over the years has been - How will Six Sigma help me in my job/profile? OR Will it be useful in such and such profile? My answer is -" If you consider yourself as an improvement oriented person, Six Sigma is for you. Interestingly, this holds true irrespective of your job profile" Let us try to understand this better. Each job profile has its challenges (more commonly called "problems"). Most of these problems or challenges can be addressed if world best techniques are used. Techniques that are timeless, universally applicable, logically sound, and conceptually very powerful. These techniques can solve small and big problems in a job profile, can address improvements in a department, and have a potential of turning around a company from brink of closure to epitome of success. I am sure you can visualize that these techniques can not be the outcome of special effort of an individual, or a department or an organization, or even an era of global development. These techniques are compiled from global wisdom across industries, across centuries, across continents. When such classic approaches come together in a single road map, no problem remains too big, no challenge is insurmountable. These improvement techniques are covered in three levels of courses conducted by Benchmark Six Sigma - Green Belt, Black Belt and Master Black Belt. As in Karate, the belts relate to levels of mastery achieved in the domain. Now coming back to the question - How will Six Sigma help me in my job/profile? Let me ask some questions to help you answer your question - 1. Do you face problems and challenges in you profile? If not, do you wish to ensure that your way of doing things is "the best practice"? 2. Do you have an opportunity of leading/ initiating/ recommending changes that would deliver results, results that are more consistent and better than ever before? 3. In your profile, do you think involving others in an improvement journey shall require a structured approach? 4. Do you want to learn techniques that you can apply yourself in the current profile to measure, analyze and improve processes? 5. Do you think you would like to be referred as a "positive change agent" or an "improvement oriented person" or may be "an improvement expert"? If the answer to all the above is yes, you can surely benefit by applying Six Sigma in your current profile.There are two types of people who can not benefit from Six Sigma - 1. Those who do not find any "problems" or "opportunities for improvement" and 2. Those who do not wish to take up the best available approaches to tackle them.
  18. Six Sigma example projects in Software Development Reducing schedule slippagesReducing number of bugs being detected in the field during usage of the product.Reducing rework in requirements development process to incorporate customer expectationsReducing time and cost overruns in project planning phase due to inaccuracies in the estimation processIncreasing defects detection early in the process so that costs are less compared to defect dtection later in the project.Reducing or eliminating invoicing errorsReducing rework (All work done to fix an application after it has been delivered to a customer is rework. This includes corrections to features or functions that are incorrect, and also may include "missed requirements" - things the customer expected but did not receive.Reducing Customer complaintsReducing complaint resolution timeImproving defect containment effectiveness (DCE)Reducing appraisal cost per defect by phase and appraisal type (by project and in total) Reducing effort variance normalized by size.Improving the efficiency (conversions) in sales processes.Improve the forecast accuracyControl spending over time Examples of companies who have been implementing Six Sigma in Software Development- Among users in the software development, Satyam, Wipro, Patni, Accenture, TCS, Cognizant, are few of the names that have had good results. Benchmark Six Sigma has had more than 600 participants (with development or testing background) in the eight cities in recent times participating and benefiting from Green Belt and Black Belt training including those from InfosysOracleWiproSISL (Siemens Information Systems Pvt Ltd.) The key ideas from Six Sigma applicable to software development are - We should develop methods which capture defects/bugs early in the development process as cost of fixing increases if they are found in later phase.We should look for opportunities to make the requirements assessment, coding and testing to be first time right so that we can reduce the need for testing as much as possibleBetter data collection and analysis can help in scientific approaches for improvement in all areas be it software estimation, scope creep, delivered defects or rework.
  19. If you are a Risk Management Professional, Lean Six Sigma learning shall help in the following ways. Six Sigma and Risk Assessment a. Six Sigma is a robust methodology when it comes to Risk Management. Tools like FDM and FMEA covered in Green Belt Certification and the ones like QFD and DFMEA focus on this area. b. Participants get conceptual inputs, study examples and carry out an exercise with these tools. Streamlining the operations of an organization. a. Six Sigma improvement projects result in streamlining of operations. b. In addition to modelling processes, you also learn how to create new processes or change existing processes using powerful tried and tested management techniques. Relationship with Sarbanes Oxley compliance which involves documenting the risks and identifying the controls as per the SOX Act,2002 The Green Belt program provides many inputs regarding process control. The most important one is statistical process control (SPC)Mistake proofing techniques to avoid or eliminate the impact of human errors is also covered in the program.Relationship of Six Sigma with Internal Audit, Business Process Review, Basel II,etc. a. Green Belt program provides inputs how to avoid blaming people and get better results from processes. b. Quite a few techniques relate to process review and analysis and this includes graphical, quantitative and qualitative tools.
  20. We have had participation in our training programs from 1. Glaxo Smithcline Pharma 2. Apotex 3. Jammi Pharma 4. Torrent Pharma 5. Lupin Pharma 6. Avetis Pharma 7. Sun Pharma 8. Eli Lilly 9. Jubilant Biosys 10. Astrazeneca India Pvt Ltd 11. Indus Pharma All participants have identified good improvement opportunities from the training program and have benefited. Some of them were at Director positions, others were from Production and Quality.
  21. Six Sigma projects identification in Marketing and Sales In Marketing and Sales, the following Six Sigma projects are carried out. Improving customer feedback and response processes Improving advertisement effectiveness Creating better media mix (for advertising and sales promotion) Reducing response or shipment delays. Reducing or eliminating invoicing errors Reducing or eliminating damaged product Eliminating the possibility of wrong shipping Eliminating the possibility of incorrect loading or stacking in transport Reducing or eliminating out of stocks situations Ensuring perfect shelf arrangements Addressing warranties calls appropriately Reducing Customer complaints Reducing complaint resolution time Improving coordination and communication between sales, delivery, merchandising, and support personnel Improving Customer Satisfaction Index Improving the efficiency (conversions) in sales processes. Improve the forecast accuracy Control spending over time Improve Days Sales Outstanding (DSO) - the average time taken by a company to collect payment from its customers. Reduce electronic financial transaction costs. Improving specific aspects of client relationship management New market development Improving the pricing process Increasing branding effectiveness Improving channel effectiveness Improving lead management Enhancing service levels Examples of global leaders who have been implementing Six Sigma in Sales - General Electric uses Six Sigma to improve sales effectiveness by improving forecast reliability, pricing strategies, or pricing variation. DuPont is using Six Sigma in driving research development, product development, and applications. Bombardier has many Six Sigma projects growth projects to increase sales volume and sales margins. Professionals with business development profiles from following sectors have participated and benefited from our programs. IT Companies Construction Companies Life Insurance Banking sector Computer Hardware and Networking companies Petrol Stations Hotel industry Education Sector
  22. Human Resource Development provides wonderful opportunities for Six Sigma implementation. In HR, the following types of projects are commonly carried out. The list only shows examples and is by no means exhaustive. Reduce the time required to hire an employee Improve employee on-boarding and orientation processes Reduce expenditures for Recruitment Improve timeliness and the value of employee performance reviews Reduce absenteeism Improve training efficiency Improve employee satisfaction Identify and correct retention issues Reduce Incentive Compensation errors Eliminate Overpayments to Terminated Salaried Employees Improving grievance handling process. Consolidation of employee information databases Integration of multiple payroll systems for remote locations Increase job posting hit rate Design of job posting templates for recruiters Increase retention using exit interview information Comments welcome!
  23. Example Six Sigma projects in HR In HR, the following types of projects are commonly carried out. The list only shows examples and is by no means exhaustive. Reduce the time required to hire an employeeImprove employee on-boarding and orientation processesReduce expenditures for RecruitmentImprove timeliness and the value of employee performance reviewsReduce absenteeismImprove training efficiencyImprove employee satisfactionIdentify and correct retention issuesReduce Incentive Compensation errorsEliminate Overpayments to Terminated Salaried EmployeesImproving grievance handling process.Consolidation of employee information databasesIntegration of multiple payroll systems for remote locationsIncrease job posting hit rateDesign of job posting templates for recruitersIncrease retention using exit interview informationBenchmark Six Sigma has had participation in training programs from HR functions of leading organizations. This post has been promoted to an article
  24. Common Lean Six Sigma Implementation in Finance and Banking are listed below. Reducing Financial RiskSimulation for financial decisionsNew product design of financial instrumentsImproving portfolio strategyOn operational level - Reducing documentation errorsImproving the reconciliation processes.Reducing response delays.Reducing or eliminating invoicing errorsEliminating the possibility of erroneous data entryReducing audit non conformities.Reducing salary issue turn around timeControl spending over timeReduce electronic financial transaction costs.Reducing complaints.Enhancing (internal or external) customer satisfactionImproving customer feedback and response processesAmong users in the financial services industry, early pioneers include GE Capital, Sun Trust Banks, Citigroup, and JPMorgan Chase & Co. JPMorgan Chase & Co. is the second largest bank in the US. With Six Sigma, it has generated wonderful results through expense reduction, revenue increase and enhanced customer satisfaction. American Express began with Six Sigma in 1998. It has benefited with billions of dollars of benefits since then. Bank of America started with Six Sigma in 2001 and has announced huge savings through increased savings, increased revenue and enhanced customer satisfaction. Among Indian companies, Benchmark Six Sigma has had participation from good number of financial sector participants in recent training programs. Few of them are - IDBI, Reffco Sify, Cholamandalam Financial Services, Metlife, Max New York Life, HDFC Bank, ICICI Bank, ABN AMRO Some of the leading implementers of Lean Six Sigma (LSS) globally are in the BFSI domain are Bank of America, JPF (Life Insurance), Barclays Stockbrokers (Stockbroking), Fidelity Investments (Mutual Funds), ICICI Bank, American Express, HSBC, Deutche Bank, First Data Corporation (payment processing), JPMorgan Chase, Lloyd's TSB, UBS, and Citibank. Today, Benchmark Six Sigma trained professionals operate from all these organizations.
  25. Textile/ Fashion Houses/ Export Houses or Buying Houses have potential of applying Six Sigma in following improvement projects Improving first sample approval percentages while working with buyers Improving buyer satisfaction levels Increasing repeat business Improving supplier evaluation processes Improving AQL performance in shipments. Improving merchandiser performance Reducing non conformances in audits by buyers Reducing Business Risks Improving processes at the source (including fabric purchase and inspection, stitching, embroidery, packing and shipping) to reduce rejections at later stages. Eliminating manufacturing errors/ defects Reducing costs. Reducing delays. Reducing rejections in shipments.
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