Giritharaprasad Rangasamy

Thanks much VK.

Hello Team, I am executing a GB project on Productivity improvement. All the required data are generated by the application thorough query to mine from application itself. in this case, do we need to do a Gage R&R Study? if Yes, what results should be considered as Operator and which result should be considered as Part to Part?

IDEAS I - Identify D - Define E - Explore A - Achieve S - Sustain

Hello All, First to explain on VOB and VOC, The Voice Of the Business are the needs, wants, expectations, and preferences of the people who runs the business itself like board advisors, Board members, Investors, Leadership/Executive teams. Examples where the voice will be captured are Account planning meetings, Revenue review meetings, board meetings, ISAT etc., VOB data can also be obtained from financial and market data analysis, competition analysis, employee surveys. predominantly the motive will be on increase profitability (Gross Margin, Operating Income) or top line : Revenue. The Voice Of the Customer are the needs, wants, expectations, and preferences of business’s customers, Clients, End users who pays for the service/product which they are consuming. Examples where the voice of customer will be captured are during Customer review/governance calls, Net Promoter Surveys, CSAT's, Market Research, Stand-up meetings etc., Predominantly their needs will emphasize on Quality, Time to Market, End User adaptability etc., How do they Compete: So we have the needs and the wants of two stakeholders to adhere to. The organization is doing business to sustain, to make profit, to accomplish a greater goals but this cannot be done at the cost of the customers. The same counts for the customers, they want the best products for the cheapest prices: how can the company deliver without going bankrupt? Because of the two angles, the VOC and VOB should always considered together. It’s up for the company to take up the challenge to find the match, the synergy between them. That’s why it’s so important to link concepts like VOC and VOB with the company strategy. Why does the company exist? Who are our customers? What do our customers want? And when are they satisfied and dissatisfied? I would like to call out an example from One of my Past employer. They got into a mutual agreement with his "permanent" Client, that I would be giving 10% of productivity improvement in turn You should give 20% of business growth YoY. by this way both the organization and the customer are dividing the improvement benefits. Let us say in FY '16, if they have 1000 FTE's as base the organization will give 100 (10%) as a productivity improvement for FY '17 and in turn the customer will give 200 FTE of new business at the end the business growth would be 10% YoY. This makes both the parties as winners. The deal will go of on a mutual agreement until the customer finds his business growth as rapid. Both Organization and customer can take any of the place in Primary or secondary Goal but for any improvement projects both should be benefited which will have their relationship as long lasting. If it the project results in One gain and One Lose, the relationship will not last long.

Originally, Every organization which tried to inculcate the lean culture, they should form a framework by showing the impacts of lean in each and every function of their organization, i.e. from Core Delivery to Support and enabling functions like Talent Acquisition, HR, RMG, Admin etc., Once the framework is finalized and approved by the sponsor, based on the VOB or financial statements, a priority order should be created to show which function to start with and the road map for next 6 to 12 months for lean inculcation. A governance team would be formed to review the progress on regular intervals along with the process owner, sponsor and the lean mentor. Once all the Push flow have been re engineered to Pull flow the continuous improvement will be in place.

A value adding activity is one that customer is willing to pay for. Now a days the organizations started cost optimization activities in terms of reducing the translations without impacting the output. for example, a timber company cuts down trees, which adds value to the wood because it can then be used. people may say that the customer is paying for the wood so it is value added. but cutting down the tree manually is a Non-Value added activity. A value adding activity is transformational by nature Same like the above answer. In this RPA world, even the activity is transformational, if it is handled manually it is NVA. Recently we implemented the Hiring bot in the Talent Acquisition team. in Hiring the sourcing of candidates is a pure NVA but hiring will not happen without sourcing. So we implemented the hiring bot which converts the JD's into Key attributes and sources profiles from social networks and job sites and proposed with closest recommendations. So RPA made even the Transformational activity into NVA. A value adding activity is done first time right. Partly agreed, but we might even end up with lot of NVA's during the FTR cycle as well. but if it is for the first time, then it is VA and if the process is going to be repeated then we should find a way to re-engineer the process by removing or automating most of the NVA activities

Lean Six Sigma is a methodology that helps us to organize our thoughts and approach the solution in a structured way. To innovate solution for any problem we should understand the history that we are working with. Six sigma is not to bound ourselves by the process. Lean Six sigma will enable us to innovate a design, bound the solution with a process to implement and execute flawlessly. Structured approach for a problem will always help us to address the right root-cause. Along with innovation, Six Sigma will also help us to validate the confidence level of the solution and understand the impact of the solution for the said problem. In such a way we can save the precious time and effort before implementation of the solution.