KiranKumar
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Everything posted by KiranKumar
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Examples of Rework/ Useful Rework >> In Hospitality(where my experience lay most) Rework has hardly been of value; as far as when one is on Stage i.e Guest Service area. But, Yes, at a Product Development stage Eg : Creating a New Offering : Could be a Physical Facility - New Restaurant / a Dish / a Service Offering, "ReWork" tends to happen irrespective of the effort to "Get it Right First Time". Thought it might incur some incremental cost or Cost overrun, it helps in developing something Unique/ Best in Class/ Benchmark. It's could be 1) A New Age Restaurant like None 2) a Fusion Dish never offered before or 3) A New Bouquet Butler Service Design offering etc. Usually where ART / Component of Art is involved, such "Rework" is found to be inevitable, essential & beneficial !! Thank you
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Which among the three Business Analytics areas (Descriptive, Predictive and Prescriptive) are captured by the Lean Six Sigma community reasonably well and which areas still seem largely unexplored? Six Sigma as a Tool Kit does justice to all three Business Analytics areas. That said, when i look at the 3 from a relative basis, personally(though i could be wrong) the following sequence comes to mind : Descriptive : What happened in the past is best explained of the 3 areas. The data is in and the tools does a very good job in pulling out all statistical measures. Predictive : Between the Predictive & Prescriptive, Predictive gets more justice from the the Six Sigma Tool Kits/ experts ability to capture the trends and existing variables and make a decent estimate of the times to come Prescriptive area is the area that is fast evolving / changing; thanks to a rapidly changing business landscape. It is more to do with the multiplying pace of Change and variables falling in and out of the bucket that can influence / impact the Future !! The existing Tool Kits are having to evolve in tandem, to do enough justice to this area; making it the "Biggest Opportunity Space"
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Stable Process : A process which works within a "predictable range" of Performance Parameters. These processes usually are either seasoned and matured, or developed to perfection or have minimal possibility of Variation. The focus here is on "Stability". Such processes need minimum monitoring Capable Process : A process which can deliver the "Output" inspite of any possible variation in parameters that can affect the Outcome. In this case, the focus is on "Customer". It is capable as long as the rejection / defect rate is well within the prescribed standards. Such processes relatively need more attention than a Stable process. Is Stability Mandatory? Yes, that's the Wish. However, in a fast evolving world, processes are allowed or are cleared to be used before the "Best" Stability is attained. For Example, in the much publicized Galaxy Note 7 Fiasco which costed Samsung in Billions, the processes that were to validate the health of the battery in usage conditions might not have achieved the "Stability" standards. But, considering the tough timelines, the product was manufactured & released. It could also be that some factors that affect the "Stability" might have been missed : The X's !! That said, business would always love to have a Stable Process, thought in some situations they may not have a choice but to adopt a Unstable processes and strengthen the later checks to ensure desired "Excellence" Standards !! The Galaxy Note 7 Fiasco Detail : http://www.firstpost.com/tech/news-analysis/the-samsung-galaxy-note-7-fiasco-a-blow-by-blow-account-3695113.html
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Correlation, as a technique measures the extent to which two or more variables fluctuate together. It is used to perform "Basic Level Analysis". It helps in eliminating the insignificant factors while establishing "Degree of relationship" of few or several(sometimes 10 - 30 or more) X(Independent Variable) with the Y(The dependent Variable). That way, it helps in setting the foundation for further analysis and saves time by narrowing the Focus Areas. In today's day and time, many projects are hard pressed for time and provided with limited funds. Such tools help in enabling speedier progress.
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Ooops !! That’s a Twister …For a hardcore VOC proponent like me, it’s gonna need some serious thinking…Lets see… To me VOC is always a Gold Mine. But, thinking of the detrimental side of Overemphasis on VOC, I can only think of the situations where the Seller/Service provider misses in clearly identifying his Target Segment of customer and goes about trying to listen to “every” customer/guest and keeps altering the product/service offering. In doing this, the seller ends up confusing the buyers and eventually losing out on buyer patronage/preference. The lesson being : Never try to be Everything to Everyone !! Even in situations where we have a successful product/service offering, implementing changes/improvements in line with user VOC sometimes may involve significant cost input/ design alteration, thereby resulting in altering the Product / Service Offering's market perception. As long as the Seller has a “Well Identified Target Base” and the Offering meets those customers' expectations, I do not see overemphasis hurting !! Will look forward to some good examples from the other side...
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I have limited exposure to the "variety" in Process/Business Activity diagrams; however will attempt to share what i learned on this subject: SIPOC and Product Charts are one of the most basic Process Map Capturing tools. They identify the key stakeholders and establishes their presence and involvement in the stated activity. Most of the associates in organizations can easily relate to and prepare these diagrams. In a Flow Chart(5000 ft view), we capture the movement of information and material at a Micro Level. A Time Motion Study if overlapped with the Flow chart, makes it even more useful. A Swimlane brings clarity to “Who does What” : i.e Role & Responsibility distribution. However, the Value Stream Mapping (VSM) is looked at as a “Higher level work flow capture (30000 ft view)” which could encompass: Several Processes which might be interlinked and looking at this level sometimes yields Improvement Opportunities which otherwise are difficult to capture at a Flow Chart/Swim lane level. Experienced this while working with HSBC. It’s very important to make as many aspects of a Process/Business visible, as it would simplify the ease of Operation. This also helps pick up Improvement Opportunities on an ongoing basis: Continuous Improvement.
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Question 3 - While correction is generally unavoidable, corrective actions and preventive actions are mostly optional. Describe the three terms with suitable example(s). Correction: It’s Reactive. It is initiated as per an SOP(Standard Operating procedure) or for the first time. Either way, it is likely to cost the business/ activity in terms of : Time, Effort, Money & last but not the least : Cost of Poor Quality(COPQ). It’s about the “Immediate Solution”. Eg : The Omlette cooked by the Chef disintegrated while flipping on the Pan. The Correction is : Replace the Omlette by preparing another one. Corrective Action: Corrective action usually emerge from the 5 Why done on a Defect or Error that has occurred. Corrective action usually rectify the defect that has occurred. It is also documented for future reference and involve a Root Cause Analysis(RCA). Eg : Having made note of the “disintegrating” while cooking, the Chef raises the Heat level so that the Omlette base solidifies faster and thereby reducing the chance of disintegration. The Chef will also flip the Omlette more carefully/delicately so as to ensure the situation is addressed for the “Moment”. Preventive Action: Preventive Action is the approach where the documented Error/Defect is worked upon so as to ensure that the same does not occur ever after. Often referred to as : Permanent Solution. This would sometimes involve a change in process or creating a New Process or changing a Product or Machinery with the end goal being : Permanent Solution/ Pokayoke. Eg : The wet grinder’s in hotels today have a lid with a Auto Shutoff feature wherein the machine halts when the lid is raised. Most Kitchen equipment in hotels are “High Risk” and the only way to ensure no injuries is to implement Pokayoke Solution to the potential risk or recorded risk. Are there situations where both preventive action and corrective action are undesirable and correction is the only preferred action? In some “High Sensitive” situations, the “Correction” or Plan of Correction becomes the only way. Let’s explain with two Examples: 1) High Profile VVIP Visit/Social Event: This is a Once in a life time event wherein “Failure” is not an option. In such situations an FMEA is prepared to anticipate all possible failure possibilities and corrective plan is kept ready just in case it is required. This could involve some cost overruns; but is worth the effort considering the Importance of the event. The same can also be related to a “Life Saving” Operation in an Operation Theatre. “Time” could be a vital factor in not allowing the situation to be addressed by a Corrective/Preventive action. 2) A more Scientific Example: The Space Shuttle: In this case, the immediate ‘Correction” to any deviation to the Planned sequence of events in Ascent/Descent could make a difference of Success/Failure of the mission.
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I will try to answer this question in 2 parts : Part 1 : Checksheets in their original form are almost obsolete. The Utilization of Cheksheets might have gone out of fashion. However, I still notice that Checksheets are often utilized in Operations where : 1) The Work Nature is repetitive and thereby a Checksheet ensures better compliance 2) The Operator role does not require a Higher level of Education Qualification, thereby the Checklist becomes the easiest tool to relate to and be utilized for gain. I Have seen it being used in Malls & Restaurants in the Restrooms, capturing the series of activities - timing & repetition in form of time stamps. It also is used as a Audit Document in some basic roles, thereby serving 2 purposes: Job being done / Audit trail left behind for documentation. In Hotels, the Supervisor uses the Checklist to verify the Quality of Room making, perform Cleanliness audits etc. The Kitchen Support resource places the Checklists for the other personnel to update day to day Breakage and so on…For that matter, even when you visit a Service Centre(2 wheeler/ 4 wheeler), the service personnel use a Checklist to ensure all detail is well captured/noted/recorded. Part 2 : Do you think it will be removed completely as a QC topic in education of quality or do you think it will continue in its original form or in a modified form? I do not think Checksheet will ever be “completely” removed. As long as the contribution of “Maximum Employees” matter, educating them on Checklists will matter. Simple Solutions to complex problems being the mantra adopted for robust solutions, Checksheets will have a role to play, predominantly in sustaining Excellence & unearthing gaps in an established process/business.
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