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Harsha Subbanna

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Harsha Subbanna last won the day on October 1 2018

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About Harsha Subbanna

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  • Birthday 07/01/1987

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  • Name
    Harsha Subbanna
  • Company
    Netapp
  • Designation
    Business analyst

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  1. Sisyphus will have a Snowball rolling effect similar Newtons 3rd law For every improvement made through CI there is an limiting point where it topple back in terms of Change management or Complete overhaul of Technology or process methodology include but not limited to Change of people all together. The tendency to stop this process is doing PDCA approach where during each phase we should not come down by keeping a wedge kind of mechanism of bench-marking. Approach of "Continuous" to be made to "Continual improvement" where there is a provision to standardized the achieved result at each stage and making that as a benchmark for the next process. Similarly usage of Horizontal deployment methodology will also leads to lesser work for doing similar improvement in other processes. (parallel process)(not re-inventing wheel). The Tipping point effect of changeover from Sisyphus to Snowball should be monitored and Controls to be standardized using risk elimination methodology by "Mistake proofing". similarly use of Corrective and preventive & predictive mechanism will help us to overcome the Sisyphus effect. There are additional ways of analysis and overcoming as FMEA and Re-FMEA after implemented solutions reduces the effect and "Lesson learnt" activity will help to reduce the effect of Sisyphus.
  2. The best example for practical application of this is "Exit poll" results and actual results one more practice approach is Stock pricing and moment of stock direction (expert advice on stock pre-market time) The exit poll is again a survey of known population /unknown population. but matters a lot different when it comes to total population the results on whole may be wrong but trends lead to results Similarly Stock pricing opinion during pre-hours looks like a guided projectile to movers and shakers of Stock market, but when it comes to actual stock price the market may gain or collapse based on crowds guided decision to pull on the famous quote" buy when everyone buys and sell when everyone" sells The things to be considered when taking Wisdom of crowds are 1) large diversity of opinion rather than fixed elements of yes, no, can't say 2) independent opinion solution 3) Across the population rather than concentrated crowds 4) gathering individual opinion into diversified baskets Additional to this collection to be made impartially and there should be no common guided opinion like "person A say so what will you say regarding the same" it should be not guided
  3. there are lot of interferences 1) Bench is in Push data mode vs mark in Pull data mode 2) Bench is hoping for acceptancy in group to provide data (lack of confidence) Vs Mark confidence on that he will apply what he has learnt and learn new things. 3) Bench expects support to perform and Mark is confident on his skills
  4. Process voice Process Voices captures the four distinct “voices” for any given process. The Voice of the Business (VOB) reflects the needs of management. The Voice of the Employee (VOE) relays what it feels like to work within the process. The Voice of the Customer (VOC) details the needs of the end user The Voice of the Process (VOP) lists the waste, rework and other observed process issues. (refernece : goleansixsigma website https://goleansixsigma.com/process-voices/) When we drill down only to VOC and VOB further down The voice of the customer identifies needs and requirements of customer The VoC gives the following aspects for the study of Affordability Need and expectations Accuracy Responsive Flexibility Friendliness Convenient The voice of the business is derived from financial information and data. The VoB gives the following aspects for the study of Process complexity. Strategic Direction of the business Financial capability Market share and its weakness Utilization of investment capital Research and development status Production environment and conditions And when we study VOC we also work on KANO model where We check for BASIC need of the customer, What our Product satisfy the need and When the customer is Delighted (delighted feature) 1)every patient to be treated immediately once he enter the hospital with in 15 min of entry (foot count is 10 patients per hr ) there are 2 doctors only and the Average time to diagnose is 10 min in the above case The foot count ratio to diagnose time and no of doctors create a perfect equilibrium, but when it comes to the Goal of within 15 min may not be addressed if foot count is all patients come in 1st 10 min of the hr and here we are talking about Averages Here VOC of service of delight within 15 min May become a conflict to address this The Business cannot add equal number of doctors to equal number of patients for various reasons. This may also result in poor feedback from customer with the delight expectation and waiting time Many examples can be made such as 1) Medicine should be sweet for Patients but Due to the ingredients of chemical composition Business cannot make the Medicines sweet 2) Cost of Service to be cheaper in Hotel but Business needs to cater many other needs which make it costlier including profit margin 3) Food should be served Hot in Fast food during winter/rainy season (pizza Delivery) but business cannot put a hot oven while transport and deliver HOT due to its infrastructure, working model and costing needs 4) Reaching destination in Fastest Possible time at average 60km/hr but there are problems with Vehicle max speed and cost to power ratios, quantity and mode of transport. The funny VOC to VOB is in organisation conflicts between boss and employee Boss orders the employee at 6.00pm Today that he needs the presentation by morning 9.00am tomorrow at the same time The presentation should have 6 days of data to be recorded for which the process implemented yesterday. Which result in a conflict of process, process environment, expectation and need of Customer (BOSS)
  5. Earlier it use to be 7 waste Now Made as 8 waste in nature It come under MUDA of Japanese Term conversion as "Waste" To remember the 8 Wastes, you can use the acronym, “DOWNTIME.” •Defects – Products or services that are out of specification that require resources to correct. •Overproduction – Producing too much of a product before it is ready to be sold. •Waiting – Waiting for the previous step in the process to complete. •Non-Utilized Talent – Employees that are not effectively engaged in the process •Transportation – Transporting items or information that is not required to perform the process from one location to another. •Inventory – Inventory or information that is sitting idle (not being processed). •Motion – People, information or equipment making unnecessary motion due to work space layout, ergonomic issues or searching for misplaced items. •Extra Processing – Performing any activity that is not necessary to produce a functioning product or service. With respect to the above Question We can put to Good Use In organisation by ways such as Alert or Warnings , Reduce or try to Eliminate depending upon the Nature of waste. Considering Mechanical System 1) We can reduce or eliminate Defects by control methods including Mistake proofing /Poke yoke 2) we can reduce or eliminate Overproduction by changing from PUSH system to Pull System , Made to Stoke to Made to order , Reverse Kanban ordering and super market. 3)Waiting is tricky but need to Reduce by methods such as SMED (single minute exchange of Dies),Line Balancing, controlled Inventory /safety stock( again a waste if inventory). 4) Transportation by using conveyors instead of human motions , plant layout reorganization from process to product layout , cell systems etc...re-planing activity to have less motion and movements , using ergonomic design of Work benches and assembly lines 5) Inventory Complete elimination may not be possible but reduction should be made using methods such as batch production , pull Kanban and made to order etc... 6)Motion here motion is for human and transportation is for Products so motion can be worked out with Ergonomic study , moving assembly line (car assembly line), usage of jigs for manufacturing and assembly, usage of Power-tools and automation. 7) Extra processing / over processing this needs to be addressed by working on VA and NVA (value added and Non Value added ) study . eliminating process depending on functional need of the products rather than aesthetics. controlled working environment rather than safety stock ( working towards the mean rater than UCL )which may sometime process to rework ( myth of keeping stock to rework rather than scrap / salvage allowance ) the 8th waste Talent utilization is done by considering the views of all members and allocating roles and responsibility depending upon talent and behavior rather than hierarchy and influential / favoritism , utilizing everyone in stand up meetings andsolving problems as a team
  6. This in Particular is example of Calculation is in Gauges (mechanical relevant )related to costing and selection of method of manufacturing Practicale example : 1) Shaft/Rod of 50mm Dia (50mm Dia is central tendency) tolerance ranges a)+/- 0.5mm (range become 49.5-50.5 is spread) b)+/-0.2mm(range becomes 49.8-50.2 is spread) c)+/-0.05 mm(range becomes 49.95-50.05 is spread) d)+/-0.02mm(range becomes 49.98-50.02 is spread) when we look at the vales mean /dimension 50 which central tendency is irrelevant but the tolerance plays a very vital role in selection of Manufacturing Methods i.e turning, grinding, honing and lapping etc.... at the same time methods of measuring the values from vernier caliper , micrometer , dial gauges etc.. for Inspection Methods and Instruments in fact it also defines the process and costing ie for a) only turning is ok / extruded rod itself in some case (bright bars) for d ) turning grinding and honing may be required which in turn defines no of process to be done and cost exponential varies as you go to more precision manufacturing method .
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