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RajneeshKumar

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    Rajneesh Kumar
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  1. Dear All, I beg to differ on the issue. Being on the technical side of Six Sigma, it always seems to make more sense to carry Six Sigma undertakings for the purpose of reducing costs. Then thinking of passing on the benefits incurred to the customers and strive to enhance customer satisfaction. If we make progress along this thought-line, then no doubt there would be cost-reduction benefits obtained. Yet this is the same thought-line which, after giving initial cost-reduction advantages, has failed either to provide sustenance of benefits, or bring about desired change in overall culture of organization. There are profound examples of companies which adopted six sigma, but failed to become truly Six Sigma companies. They've always wondered--how other companies like GE, Motorola (with its second avatar of Six Sigma practices) have been far more successful in this arena of Six Sigma. The prime-most reason has been that they focused most of their Six Sigma efforts/initiatives and projects on less-important Y's driving their companies. They failed to correctly embrace Six Sigma from right vantage points. First, they didn't realize that it should stem from company's Big Y's where customer's successes (even more than satisfaction or loyalty) is paramount to the company itself. Second, they failed to see their process from the point of view of-- 'Where' and 'how' their own processes adds & contributes to customers' successes. Well, they must learn to forget viewing their own processes as internal processes and essentially see them as small processes in the scheme of things at their customers. This understanding is far more broader and enriching than their current understanding of VOC as they know it. And they should design their Big Y's from this understanding and all the projects or drill-down metrics should be derived from that only. Jack Welch, the CEO of General Electric, while setting GE for Six Sigma, clearly elaborated: ".....................So the financial rationale for embarking on this quality journey is clear. But beyond the pure financials, there are even more important rewards that will come with dramatically improved quality. Among them: the unlimited growth from selling products and services universally recognized by customers as being on a completely different plane of quality than those of our competitors; and the resulting pride, job satisfaction and job security from this volume growth for GE employees......... ...............By 2000, we want to be an even better company, a company not just better in quality than its competitors – we are that today – but a company 10,000 times better than its competitors. That recognition will come not from us but from our customers." My point of view is that untill and unless, companies embrace the similar approach for their Six Sigma endeavors, they won't be able to think of high-hanging fruits, forget even to touch those. I'm of the opinion that the quest for cost reduction is just like loosing the entire dimesions of Six Sigma in the maze of lowly-hanging fruits. With thanks, RK
  2. There is nothing which compares to the effectiveness of Six Sigma when it comes to improving a company/organization’s operational efficiency, raising its productivity, and lowering its costs. Six Sigma improves design processes, gets products to market faster with fewer defects, and builds customer loyalty. Perhaps the biggest but most unheralded benefit of Six Sigma is its capacity to develop a cadre of great leaders. We need to understand the fact that Six Sigma is one of the great management innovation happened during the last 30 years and an extremely powerful way to boost a company’s competitiveness. Yet, Six Sigma causes a lot of anxiety and confusion. If it is done right, it is energizing and incredibly rewarding. It can even be a fun, because a lot of creativity is also involved. You just have to understand—what Six Sigma really is. Six Sigma is about a lot of statistics, but—it is very much more. We need to know what Six Sigma is all about and why it matters so much. “Six Sigma is a quality program that, when all is said and done, improves your customer’s experience, lowers your costs, and builds better leaders”—Jack Welch Six Sigma establishes that by reducing waste and inefficiency and by developing a company’s products and internal processes so that customers get what they want, when they want it, and when you promised it. We all know that making your customers to stick with your company, you need to meet or exceed their expectations, which is exactly what Six Sigma helps you do. One thing that is sure to kill stickiness is inconsistency in service or products. Consider the following hypothetical example. Suppose you are a manufacturer of spare-parts and you promise your customer of 10 days delivery. You start with making a record of say, three deliveries and you find that your customers receive their parts on day 5, 10, and 15. Your average delivery time is 10 days. Then you record the next 3 deliveries to your customers and your find that they receive their parts on day 2, 7, and 12. This time your average delivery time is 7 days. You would state that there is a big improvement in the customer experience. This is not the reality—you might have done some internal process or cost improvement. What would your customers experience? Nothing, but inconsistency! If you use Six Sigma, your customers would receive all three deliveries on day 10, or in the worst case, on day 9, and day 11. In other words, Six Sigma is not about averages. It is about ‘variation’ and removing it from your customer’s interface with you. To remove variation, Six Sigma requires companies to unpick their entire supply and distribution chains and the design of their products. The objective is to wash out anything that might cause waste, inefficiency, or a customer to get annoyed with your unpredictability. So, that’s Six Sigma—the elimination of unpleasant surprises and broken promises. From 30,000-feets, Six Sigma has two primary applications. First, it can be used to remove the variation in routine, relatively simple, repetitive tasks—activities that happen over and over again. And second, it can be used to make sure large, complex projects go right the very first time. Examples of the first kind of application are a large number of Call Centers in India or other parts of the world. They use Six Sigma to make sure the phone is answered after the same number of rings for each incoming inquiry. Credit Card processing facilities use it to make sure people receive accurate bills on the same day every month. The second application of Six Sigma is the territory of engineers and scientists involved in multipart endeavors that sometimes take years to complete. If you are spending hundreds of millions of dollars on a new jet-engine or a gas turbine, you cannot afford to figure out process or design inconsistencies late in the game. Six Sigma is incredibly effective in discovering them on the drawing board, i.e., the computer screen. Obviously, the amount of Six Sigma training and education required depends upon where and how you intend to apply it. Yet, Remember: Six Sigma is not for every corner of a company. Jamming it into creative processes, such as Ad-copy writing, new marketing initiatives, or one-off transactions like investment banking, make little sense with Six Sigma. When deploying Six Sigma, it’s important not to stifle creativity for the sake of operational efficiencies. For example, successful Research and development (R&D) involves a good deal of original creative thinking. Research may actually suffer from too much rigor and focus on error prevention. Cutting-edge research is necessarily trial and error and requires a high tolerance for failure. The chaos of exploring new ideas is not something to be managed out of the system; it is expected and encouraged. To the extent that it involves process design and product testing, including the concept of manufacturability, Six Sigma will certainly make a contribution to the development part of R&D. The objective is to selectively apply Six Sigma to those areas where it provides benefit. Six Sigma is meant for and has its most meaningful impact on repetitive internal processes and complex new product designs. You better not look for statisticians or experts for marching your company on the path of Six Sigma. They might be great, but for relatively straight-forward projects, you just need everyone in your company to understand Six Sigma. You don’t see Six Sigma as the purview of experts, you see Six Sigma in the blood of your company. Thanks. (The article is originally published at my blog at wordpress.com)
  3. Dear Kandan, I just came across of your queries today. For e-learning, I would suggest that: Your starting point should always be: Y=f(X1+X2+X3..............+Xn) First, build a large sample of errors/defects (types) and their respective sources (Categories) for a specified duration, for which you've access to. Next, build Pareto Charts for identification of most recurring defect types and which areas (source categories) are showing maximum defects/error. Then take a call, about what should be your first GB Project. If you've time and resources, then you can operate upon 2-3 GB projects simultaneously. Once you receive good improvement via a project, then repeat the pareto and project identification exercise iratively, till you feel satisfied. I believe that you would require a series of GB/BB projects to really bring Sigma level improvement in the overall domain of e-learning, as it is very complex and technical area. With thanks, RK
  4. Get a sample size of 30 to 100 with different settings on the basis of time, shift, days, weeks etc and find out the DPMO out of your first level data-recordings and apply the appropriate formula or use sigma level calculator. Same procedure, after the improvement. Caution: If you have empirical data of similar observations available before you've started your project, then use this data first in the 'Define phase' itself, so as to validate MSA, Capability Analysis as well as sigma-level. Yet do your own Measure-phase calculation newly derived sample and data observed. With thanks, RK
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