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majkkk123_1

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About majkkk123_1

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    Special Metals Corporation
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    Manager Six Sigma
  1. Rahul, Well I realized after my last response that the 2 files I wanted to share with you as example were finally uploaded to folder "Ashok_SIPOC Matrix example". The names of these files are Spliced Coil Project Charter_SIPOC_PF v2.pdf and Root Cause Analysis_Matrix v2.xls. Hope these help you. Ashok
  2. Rahul, Sorry for delay in responding. I reviewed the SIPOC, but find myself asking a few questions. I am not sure if you will like me to document detailed thoughts on this forum or if you will like to share with me your email so I can provide you what I have to provide you in terms of examples. Attaching files here sometimes is tedious and very time consuming (I have been trying to upload couple files but have been unsuccessful.) Here is the start. Please help me get better understanding on some questions that come to my mind (if you can provide some explanation or make appropriate corrections..... your choice! 1. Why is an output of step "Interview is completed and is ready to be saved as a complete" not an input to the next step "Agent traces the pain areas in the call, if any and listens to them" and so on.....? 2. Supervisor is not an input as indicated in step "Confirms it with the sup and decides if the call can be saved." What do you feel should be appropriate input here... (my suggestion will be identify something in line with "decision tree criteria" or "Departmental/personal goals", etc.... 3. Have you used the SIPOC matrix to understand anecdotal importance of specific steps and inputs based on VOC/primary or secondary metrics of your projects? If you wish I can provide an example for your ready reference..... If you already have, then share it with me or an example that I can provide can guide you /walk you through the steps. Purpose is to ensure that ranking you get from the above exercise should align with the result you found with 5Why analysis. If the 2 are different, then one must evaluate which path to follow and why.
  3. Rahul, Your project is transactional in nature (my assumption based on the factors mentioned in your first question) Correct? Can you share with me or identify for me if you have developed a SIPOC (supplier, Input, Process, Output, Customer) diagram and then a SIPOC matrix which helps you prioritize various inputs and related steps in the process quantitatively? The above step will prepare you to develop surveys/ questionnaire, polls, etc to gather some data on various inputs which then will support or reject specific hypothesis. If you can share your process map and SIPOC, it will help me better understand what suggestions should I provide you. If the % defect is not a transaction but a product the above step will lead you in the right direction but then you will not need survey, polls, etc, but understand what attribute of the product is to be inproved and how to measure. There are other software that one can use and are not very costly to buy. I have used SPC Excel which will help do some of the analysis you wish to do, but is not as powerful as Minitab obviously. I believe if you uninstall Minitab from our computer and clear the registry, you should be able to install Minitab trial version one more time with a different identify (email, name, etc.) You can try it and it may work, as I am not sure how packages are developed for Indian market by Minitab. Hope it helps. Ashok
  4. Rahul, What is your project focused on (scope) with goal and metric so that you will be able to measure if your project is successful or not and if the changes implemented have sustained themselves for the benefit of company's bottom-line? Each of the statement you have listed can be a hypothesis in itself. Use data to prove or discount if your hypothesis is correct or not. Hope this helps, but I will be able to better guide you if you can answer my question above. With 5 why one is able to narrow the potential root causes as there is never one cause that create a quality defect. It has to be combination of two or more with OR / AND qualifier. Just like fire can not be without combination of air (oxygen) AND wood (fuel) AND heat. This might be off topic however, here is a good read for you for C&E --> http://curriculum.d91.k12.id.us/Curriculum%20Resources/Summer%20School%20Reading/Day%2010%20Cause%20and%20Effect/Cause%20and%20Effect%20Resource.pdf
  5. Dear Israr, To answer your question, can I ask a question? Which service industry or departments like marketing, creativity, management do you not see or observe the following? Excessive Transportation of paperwork Excessive Inventory of work to be completed at a desk or station Excessive Motion of people moving, twisting, turning, bending to complete work they have to Excessive Waiting to get a decision, information to complete their step in the whole process Multiple times processing (Over-processing) the same order to make it better or it comes back to him/her again to do something different Excessive production (Over-production) to keep employees busy or reduce the cost per unit (taking customer orders more than what can be processed within a time frame) Reprocessing a Defect that was processed wrong first time Not involving Employees who are the process experts but make changes based on perception what is done or based on here-say to provide a service My best guess is that you will say, I can see all of these every where. You may have to dig a little bit deeper and use SIPOC with the perspective of internal and external customers & suppliers in the whole value chain. I have typically used SIPOC with identified metrics for Inputs, Process and Outputs. This helps me to develop my project metrics and quantify the improvements made in output(s). If you like I can provide a template for your ready reference with an example (though from manufacturing world), which might help you think in similar manner. Let me know.
  6. Dear Sankar, Answer by Vishwadeep on Mar 25, 2011 10:57PM should help answer part of your question. Now I strongly suggest that you definitely find a champion in your company who will be able to help you if roadblocks have to be removed, unless you the the top honcho who sits in the corner office with windows and has the final say. Mentoring can be provided by your trainer (probably, not sure) or through this network, which is not the best option, but is one to consider. Best of luck in your journey. Feel free to reach out to me, if I can I will help you out.
  7. Dear Miguel, Good question!. I have heard the same also that sigma levels for industries exist, but in my humble opinion, knowing the same does not help. Industry is a very broad term and comprises of multitude of attributes. If you wish to use the same to benchmark, I suggest to look at competitors who produce the same product or provide service and then ask for values of specific performance indicators. I have not been able to help you in your specific question, but hope it gives you a direction. Best of Luck
  8. Dear Sanyogita, My suggestion will be to do a high level value stream map on a product family that is most value to the company. (Value can be defined based on a lot of things, so be careful to select a product family). Product is a generic term which can be replaced by service also. FMEA is also good tool also, but my first preference is VSM. FMEA does not identify waste, but does identify failure modes which typically drives improvement efforts in certain areas of the system. You will find a lot of waste when you validate the current VSM when you walk the process backwards. It will give you a good start on your project and help you to focus in specific scope which should be in your area of work, unless you are a full time resource to work on projects. Best of luck
  9. Rahul, Formats are required to present the information in "an easy to read" for your audience. I will suggest that you should not be much worried about if it is in EXCEL, WORD, POWER POINT or any combination. The content of the charter is what matters the most. I am attaching a Power point version of charter with an illustration for your ready reference. Hope this helps. Ashok P.S. File is located in Project Charter Example_Ashok folder. File name is "SS 105A Charter & Goal Statement(reference).pdf"
  10. Pooja, Qudos to you! For explaining to your dad what six sigma is in simple terms that he can relate to. I sometimes experience that SS experts forget that an answer to a question should be at the level of understanding of the person asking question, not at your level of understanding. To be able to do so, one has to be humble and put oneself in the individual's shoes and reflect how the answer you are going to provide will clarify or cloud the topic further. Good job. Ashok
  11. Anil, There are many steps in a product lifecycle. A new product starts to manifest itself based on VOC, benchmarking, feasibility studies and market survey in design phase. At this stage of a product cycle DFMEA (Design Failure Mode Effects Analysis) and DRBFM (Design Review Based on Failure Mode) documents should be developed by design team in conjuction with production team. The next step is to develop prototype part to test the waters about product design which helps to outline a rough sketch around the process steps & sequence, tools, machines, materials and layout of the production line (including the manpower requirements, if demand is known). At this stage Process flow, PFMEA, Control Plans are developed with help of design team and supplier(s). I have experienced including customer in the team pays well on the long term. These documents are tagged as PROTOTYPE phase documents in product life cycle. Production floor uses Prototype control plan as bible to manufacture and verify the product & process are meeting the design intent. Lot of corrections are done on these documents and should be coordinated by project manager or designee. The next phase in product life cyce is Pre-Launch. Customer gives a letter of intent or a small PO and commitment to buy product from you (an organization) with some disclaimers. At this phase, product is typically made with better understanding and knowledge attained (from proto-type phase) by manufacturing team and design team in consultation with customer. The corrections made to Prototype PF, PFMEA & CP are now titled as PRE-LAUNCH documents as the product produced during this phase is sent to customer for trying out in their production lines and identify the packaging, sequencing, logisitical, etc. details. Next phase in the product life cycle is Production when customer gives you a order and schedule to produce and deliver parts using standard packing, delivery schedule and other tangible & untangible requirements. The manufacturing team typically has responsibility to convert the Prelaunch documents to Production documents and release them offically with a set handed over to Customer (in automotive it is called PPAP) and release the same to the production line, suppliers, etc. Hope this generalized explanation helps. If there are more questions, please feel free to ask.
  12. Babu, If I understand your question correctly, you are looking to improve process used in your company who provides mortgage to potential home buyers or current home owners when refinancing. Correct? Gauri is correct that you should seslect projects using 80-20 rule. However Process Accuracy, Man Power Utilization or Turn Around Time are just the metrics your company looks at, to ensure that over time the company is heading to TRUE NORTH. Start from identifying a Sponsor. Next will be a meeting with a Sponsor/Champion who is feeling the pain if something goes South in the process and does not meet expectation of customer, business or employees. No Sponsor means No project OR Waste of your and team members time. Collect Voice of Customer (internal & External customers where ever possible). May not have to go out to talk to mortgagee, but customer surveys, conversation with employees who take customer service calls or inquiries/application for mortgage can give you tons of information. Identify what are his/her (sponsor's) expectations from you as a change agent. Draw a 10K feet level process map and identify all (major) stakeholders and do a Risk Analysis by interviewing the stakeholders which will indicate to you what are their expectations as the process must be impacting them somehow (that is why you identified them as stakeholder). Now develop a charter with problem statement, current metric level (quantified) (primary and secondary to keep check & balance on improvements made by the team), duration of project, team members proposed by stakeholders, sponsor or even you and the goal where metrics should be at the time of project completion. Hope this gives you a good start. Contact me if you need more details and specifics. Best of luck. Ashok
  13. Here is one thing I should have mentioned in my post dated Oct 11th, 2010. During steps 2 & 3, team should identify Key Process Inputs (KPI) and Key Process Outputs (KPO) which are derived from Voice of Customer, Drawings, Machine / tool manufacturers, Design reviews, etc. The failure modes on the KPI & KPO should be evaluated very throughly using cause map and 5 Why tools. An effect can be a potential cause in another process step. Here is the format I use for documenting FMEA. FMEA_-_AIAG_Ver4.xls Hope this helps. Ashok
  14. Ajish, In my humble opinion the best way to learn FMEA is to do it. Every iteration will give you some insight. However if you go to the following website you can search for FMEA. My learning of this tool was based on reading AIAG 6 pack (when TS16949 was not yet published) and applying the learnings of various tools in projects. http://global.ihs.co...dards/AIAG.html Hope it is helpful. Ashok
  15. Anil, Preventive control will stop the process to make a defect. If a set up approval, work instruction or a check chart will proactively stop the process to avoid a defect (visual, dimensional, functional, safety, etc.) then it may be considered as a preventive control. However, in my experience I have never considered them as such. You have to evaluate it based on the environment, culture, technology, people and process where you are trying to document a FMEA. Be pragmatic and stay consistent with your assumptions and thinking, as FMEA is a living document. Yes, in a failure mode, one can identify a detection and a prevention control. However, if a control will stop the process to avoid a defect, why should there be an active detection control maintained after it has been proven that the prevention control is effective and does not trigger as a "hit and a miss"? Hope this answers your questions. Sorry for a late response. Ashok
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