shalu1512

Hi VK, I believe, along with level of complexity of a pgm, its the participants prior exposure to quality and the structure that decide the length of any worshop. The various methodologies such as simulations, situations, exercises, practical examples etc used to deliver the training to make its participants understand the concepts at right pace plays an important role. I have attended an inhouse 3 days Lean session followed by excecution of a project in 7 days time which further clarified the concepts. Concepts like little's law, hijunka, supermarket, work load balance, kanban card, associate chart etc needs some time to sink in. An effective Lean workshop covering entire buquet of its tools and enabling participants to apply the philosophy, i think, just 2 days will not be sufficient.

Thanks once again VK, lot of things to look at, really! its not that easy as it was looking.

Hi VK, Interesting point. Let me make an attempt. DOE as the name suggests is a design where a lot of experimentation can be done wrt critical factors (x's) to arrive at a model (abstract)/equation which can deliver optimum output/performance. Wheras simulation model (physical) represents a system, cabable of demonstrating the expected working of a system and which can be affected by external conditions unlike DOE model which remains static always. To arrive at a simulation model initially, DOE equation can be the input. ie simulation is followed by DOE.But it may not be true in all cases. Wherever the results of simulation is seen and further improvement needs to be done in the model, DOE can then come into picture. Therefore, at a later stage of experiments and research work, the two can go hand in hand (following each other). Over to others!

Dear VK, Thanks for bringing in clarity on "r". As VB is suggesting, can we overlook p value? Rather my openion is that it would and should go hand in hand with "r" value. Like as you said if "r" =-0.3 and p=0.09 both are driving home the same point (as clarified in your post on "r" lying between -0.8 to +0.8). Request your view.

Hello Mahi, Any head way? let us know where you are and what have you done wrt above CC project.

Dear All, We all are aware of the benifits of call monitoring process in a call center. Its equally important to understand if there are any disadvantages too in this process. I invite everyone to discuss and debate should call monitoring process be talked about FREQUENTLY and conveyed to call taking agents LOUD & CLEAR always? Cheers, Shalini

Hello Kiran, Lets understand theory of each (of the above) one by one. Too many questions and responses may lead to some confusion. 1. Full Factorial: runs all possible combinations and develops a complete model Vs Fractional Factorial: rather than all possible combinations it runs only a subset of combinations and thus producing a fractional model. Can you now guess what could be the adv/ disadv of these 2 models wrt time/ resources required and deriving conclusions with some degree of confidence based on the models produced thereby??

Hi everyone, Lets assume Ho: There is no relationship between the two factors and Ha: there is a relatioship exsiting. And as we all know that Coefficient of correlation quantifies the relationship between the 2 variables/ factors with -1 suggesting a negative correlation and +1 for strong correlation. Now my question to the team: Is it possible to get a p value > 0.05 with coefficient of correlation coming negative (between -1 to 0)? Take care, Shalini

Hi Again , Kindly through some more light as in which channel you are looking at for defining the dashboard for CC transactional process? again which segment you would like to address? retail/ corporate/ merchant acquaring? under each of these you can further have following categories: retail purchase, credit period, interest EMI on call, Balance transfer, reward point system, utility payments etc. Post getting your response I can probably help you. Regds, Shalini

Hi Mahi, I'm working on minitab 15 version.. yes i know that its a brainstorming tool and is used to identify possible pottential causes. my problem is that if i want to create a C&E to 3rd level, it doesn't allow. can you pse suggest how to go further?

Dear All, I was trying to create a detailed Fish bone through Minitab however i could not go beyond the second level as there was no way to add further branches and thus create a detailed dig. Your assistance will be appreciated.

Alright let me twist this discussion with an eg ...manual inspection/ check with certain device: If a sales agent is suposed to collect a set of documents from a customer, his manual cross verification through a checklist with a square boxes (for doc collection) will immediately tell him whether he has collected all the relevant docs or not. Therefore, this check list will warns him of collecting either an inomplete or incorrect set of docs. Similarly, a stencil used for checking manually whether an application form is correctly filled or not aids in warning probable mistake/s and thus acting as mistake proofing (warning) device. Views please.

Hi Jagadish, I feel the following areas may be looked at: 1. Error % pertaining to paying/ payout of trades/ transactions 2. Beyond TAT instances of trades getting passed to your internal system for settlement 3. Number of instances of wrongly booking the brokerage. Apart from doing a typical Six Sigma project, you may also look at the existing dashboard of your Business Head and look at the opportunities to improvise it further by making it more meaningful. Best Wishes,

Dear All, As mistake proofing can be done in 3 different ways: warning/ shutdown/ auto correction, will it be right to say that manual inspection/ check/audit based on a checklist/ stencil is also an approach of mistake proofing (warning)? Views invited, Shalini

Dear Luqman, My compliments for your name... never heard before! By the way does it follow LUCK man's phonetics? Coming to your query, look at the various categories that you might be having within contracts dept. To begin with identify the segments where the conversion is the least. Or you may also look at the process of marketing/approaching a client, what are the various channels of securing contracts and then how do you negosiate on a deal? Who are the people responsible for negosiating? their competence etc. I hope that this would enable you to take a lead. Good Day Shalini

Hi Jagadish, As this field (IB) is quite vast, before responding to your query would request you to pse throw some light on few things:- 1. Are you a part of Investment Banking or Corporate Finance? what's your role? 2. What's the size of the dept/ org? 3. What's the core function of your Org? (Front office/ middle office/ back office) 4. Do you deal with long term (Capital Investment) decision or short term decision ( Working capital Management) 5. Is your org quality driven or has at least some focus? As philosophy of quality is something that can be applied anywhere, so prima-facie I feel there should'nt be any derth of taking up Six Sigma projects in IB as well. (Refer the discussions that we had under the topic "how to prove your capability in a new org"). Your responce on above would help me to understand and suggest some projects. Regards, Shalini

Thanks everyone for giving valuable inputs. As aptly said by each one of you, that it should be conducted on a bigger scale at the end of control phase, I completely agree. However, as Tushar and Mani has mentioned that we may have small and medium celeberations in bewtween. Let me share how i did this. Recently I conducted a contest in which some screening was done based on the kind of work that has gone into each projects and did some branding around which made participants feel proud and lucky to be a part of the contest. Next week organising a floor walk by their country business head and Quality head to have a look at the work done by project leaders. All this is practically helping me in keeping the motivation and excitement of PLs high. By the end of this visit, their control phase will be over and will organise a detailed celeberation event (final R&R). Regards,

Hi Manian, To my mind, considering both factors (lead and lag) in isolation may not be a right thing for a SS practitioner as the objective for any organisation is drawn based on its Mission. Therefore, whether the emphasis should be on cost reduction or C- sat improvement, would be solely driven by Mission of any org. Thnkx,

Dear Sanjay, Thanks for further bringing clarity on R sq and R sq Adj. Kindly let us know where do we find option for checking VIF value in MINITAB?

Dear Shantanu, Response on above awaited, Regds Shalini

Dear Partha, Zero inspection is a philosophy practiced by Toyota who are known for their world class performance and capabilities. They use Total Quality Management and Just-in-Time concepts. Suppliers are trained by their customers in quality management. Supplier quality becomes so reliable that their raw material can go straight to the customer's production line for immediate usage without the need for inspection and storage. By training all suppliers and operators to do their work right the first time, high quality at all stages can be achieved, thus making it possible for the company to reduce and eventually eliminate all forms of inspections. Zero inspection will subsequently result in lower operating costs, shorter manufacturing lead time, and lower inventories. However, although the 4th option suggested above by VK, is an approach to reduce variation but it may not be effective as any kind of feedback follows a path which in- turn takes its own time, may lead to caliberation issues between the 2 operators (giver and taker) and finally leads to rework. All three are non value add!

Friends, It would be interesting to have some more responses on above, Anxiously looking forward ....

Hello Everyone, Currently I'm driving various Small Improvement Projects through A3 in my organisation. Most of them are either in Improve or Ctrl phase. Would like to invite your views on what should be the appropriate time for conducting Rewards and Recognition? Ideally I should wait for sustenance/ control phase to showcase the desired targeted results however the confusion is for how long I should wait for this period to get over as the I feel this period might discharge the energy levels/ momentum gained on the floor. Yet another thought is can this R&R be done at implementation or Improve phase itself after appropriately vetting the reasons for actionables which will further enhance and motivate my team for doing the good work or will it be too early to celebrate? Suggestions pls....

Let me take this discussion little forward... Sirs, I agree that any kind of inspection is completely NVA. Now as inspection/ monitoring or auditing would definitely involve some feedback ....can we say then feedback as an activity to correct the process further, to control the possible variation would also be NVA and therefore is not a good mechanism of controlling a process? looking f/wd for your responce,

Dear Priya, If only effectiveness of a trg pgm needs to be assessed then rather than taking it as six sigma project, you just carry out the paired t test on trainees performance (before and after performance) for a suitable duration. But if you need to improve upon the training process itself then probably doing a project around it would make a sense.