K Venugopal -

Dear Ms. Anusha, We can do six sigma projects in Performance Appraisal. Now the concept is getting changed into Competency Mapping and Assessment. PA is given by the line managers for their subordinates and the format is usually one with punctuality, discipline, trustworthy etc. But comp. mapping is a matrix with an assessment of various soft skills like communication, interpersonal skill, negotiation skill, reasoning, logic and analytical thinking, innovation, and creativity, decision making, trouble shooting and trustworthiness, of course. These will be tested by monitoring day-to-day activities of sub-ordinates and it will be exposed when they face a crisis. Here, six sigma has a wide role. Each department has, say, 25 employees. We have a comp. assessment of 6 out of 10 score average. (DEFINE) Then the objective of SS project should be to raise the comp. level at least one point within one year. (MEASURE) Now the counter-measures are (ANALYSE) Do a gap analysis for each employee where he is not up to the level required for the job. This consolidated gap analysis of all employees will give you the training plan for the next year. (IMPROVE) Arranging training programs for the needy persons. (CONTROL) Now we have to maintain and sustain the knowledge level of other persons by refreshing them with other programs. I think you may have some idea of your requirement. If not enough, come back again. Regards, k Venugopal

Dear Ms Priyanka, In public health department, you have some data. For example, no. of people attending health centre (six sigma parameter is repetitive patients among total ). This % is to be minimised from Two sigma to each stage upto 6 sigma. No. of cases in each catagory of disease (No. of Repetition in each catagory and try for 6 sigma). No. of medicines not available while patients are waiting (We have to maintain stock). / Value of medicines thrown for crossing expiry dates / Total value of medicines bought. This % is to be minimised upto 6 sigma. You can take such parameters. K Venugopal

Dear Sirs SS can be calculated from the improvement in key result indicators directly related to the profit of the organisation. Paper mills have a lot of constraints which cannot be optimized fully in all areas of production as well as marketing etc.. Hence, first step, we can choose the major areas of operation such as production, service & utilities,maintenance and marketing. Next, we will fix them what are all the process parameters which are key to profit-making. In this list, we can get some 20 numbers. Current performance status to be consolidated. Create a benchmark. Fix some targets which are simple to attain. The errors or gaps or rejections or loss of finished products or complaints are measured with respect to total outcomes is now say, 7%. Then we are at 93% level...that is 3 sigma level. Now I expect your response on this. I will come back soon. Thanks and regards, k venugopal

Dear Mr Aseem Sharma / Mr VK, First of all I thank you for the response from you which is healthy to this industry in general. However, here in our organisation, we have one paid consultant for the implementation for guidance and training, I can afford limited information on this ongoing strategy. But I can upload some presentations which show light to take up SS in paper manufacturing companies. Thank you and come back soon. Regards k venugopal

Dear Sir, This is one good move. Six Sigma in Paper Industry and Chemical manufacturing industries will be tough job to be taken. As mentioned by Mr Aseem, it is having many constraints. We are a 360TPD pulp and paper mill going in the path of SS from 2006. Now we are at 3 sigma. If this knowledge sharing done it will be useful for all who will get courage to start SS in their industries. Best wishes, k venugopal 9345964864

Dear All As a lean tools trainer, I like to add some light to this discussion. As Mr VK mentioned, Effectiveness of training and impact of training are the objective of SS in Training. The indicators are : Competency Mapping and Production / Productivity improvement. Through competency mapping, the evaluation is to be objective and not subjective. Impact of training is generally improvement in production and reduction in losses / rejections. If you want more precise, you can impart training function-wise so that after training program, you can see the improvement in that areas. Thus the effectiveness. Regards, k venugopal

Dear Mr Sanjay, I like to add one interesting finding ( the real thing) to this discussion about the disgruntled employees. This is to be enlisted by the respective line managers. In our organisation, during such exercise, we, after getting the list saw 2% of total employees contribute this catagory. Their social background is studied. We have a notion that if they are financially independent, they pay less interest in this job. But to our shock, all are financially depending this job. Those who earning by outside activities additionally are not only disgruntled but also serious at work. They knew how tough is getting money in a job! Then we warned , counseled and make them better by job rotation. Regards, k venugopal

Dear Sir, I think the basic maths skill is a must in implementing this 6 Sigma. Hence a person who is well versed in Statistical techniques can do a lot better than anybody. An organisation wont take chances in implementation part with non-maths employees / officers. People more than 40 is common in corporate level decision making roles. But, those who monitor , guide, train and audit 6 sigma should be Statistical expert. General logical and analytical skill is enough for understanding SS. But successful implementation part in an organisation should not be taken lighter manner, which is investment involved. -k venugopal, Erode

Dear Mr Ahmad, The basic analytical ability is the first need for a quality manager. He / she can draft a management system for any field of functions / processes. The knowledge of documentation of QMS is must. Six sigma certification like black belt is favourable. Then, he /she has to meet targets and result oriented. Generally, the QMS manager will be at least have a thorough knowledge in 50 % of any field or process. K Venugopal

Dear Mr Chandrakumar, I have agreed the points given by Mr VK. If we conclude this discussion topic, only two points are primarily considered. 1. The 'Incubator' period for the implementation of Six Sigma will be a little tough time (during knowledge sharing by employees and create a culture), which the managment dont want to wait. 2. There is no ownership on the organisation they are working (even for the top executives). There is no vision. OK Sir ? K Venugopal JM (World Class Manufacturing), SPB Ltd, Erode. Tamilnadu

Sir, Though Six Sigma is widely known as a lean tool to continuous improvement in process and system, many CEOs are not willing to implement SS in their concern. This is because, they dont have the measurable parameters in their processes and systems. Moreover, the measurable status they dont want it to be transparent. Again, the growth of the firm itself they dont want to be known to all their employees. Finally, they dont know how to implement SS in their product specifically. This need an SS expert, but their compensation is much so that they (CEOs) immediately withdraw the plan of deploying SS. Any objections, please....?

Hi Mr Viswadeep, I have experience of 20 years in quality assurance and seven in HRD- Training and development. Now I am on guiding and training Six Sigma concepts gradually in our medium size organisation. I am not any belt holder. But I knew basic concepts on lean tools. Now Six sigma in HR means first we should know what is our status in HR activities by way of an exhaustive HR Audit. This is being done by me with another senior manager bi-annually.Now I read these posts and fully agree with what are the areas to make lean of HRD functions as you mentioned in your earlier post: Reduce the time required to hire an employee ( we can include cost also) Improve employee on-boarding and orientation processes (we can include afternoon plant visits during induction) Reduce expenditures for Recruitment ( by netverdising, campus selection etc.) Improve timeliness and the value of employee performance reviews ( more object oriented) Reduce absenteeism (a permanent one) Improve training efficiency ( exports and constant upgradation of material) Improve employee satisfaction ( rewards and awards now and then with recognition) Identify and correct retention issues ( honestly try to eliminate) Reduce Incentive Compensation errors Eliminate Overpayment to Terminated Salaried Employees Improving grievance handling process. Consolidation of employee information databases (constant updation) Integration of multiple payroll systems for remote locations Increase job posting hit rate Design of job posting templates for recruiters (line managers to give training on this) Increase retention using exit interview information. Really a detailed study. Wish more to come. Thanks K Venugopal Erode