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Found 20 results

  1. Job Summary: As a Senior Process Excellence Analyst, you will be a significant contributor to our process excellence team, helping Business Processes by Performing analysis of current controls identify gaps and suggest enhancements to address deficiencies and Provide technical expertise, training, facilitation and tools to promote continuous improvement efforts across Corporate and Operations as well as with customers and industry partners. Roles & Responsibilities: Capture objectives based on business unit needs to be combined with a thorough understanding of enterprise business systems and industry requirements Work with senior managers, SMEs, and users to identify requirements and be responsible for Business Requirement Documents (BRD's), using use cases, workflow, screen mock-ups, and spreadsheet models. Perform analysis of current controls identify gaps and suggest enhancements to address deficiencies. Provide technical expertise, training, facilitation, and tools to promote continuous improvement efforts across Corporate and Operations as well as with customers and industry partners Manage the monitoring, measurement, and review of internal processes, especially those that affect the quality control program/project deliverables. Review products, processes, and systems on an ongoing basis to understand current environments and identify process improvement opportunities Application of continuous improvement and quality procedures, including but not limited to promoting, training, coaching and assisting in the implementation Perform a role in the development and implementation of major systems. This role may interface with multiple business units such as accounting/finance, claims, operations, physician clinics, customer service, executive management, and sales and marketing Applies knowledge of managed care operating environment and underlying systems data to all major production systems used for delivery of services to internal and external clients Uses strong critical thinking skills along with managed care, or physician office business knowledge to have insight and understanding of business concepts, tools and processes that are needed for making sound decisions in the contact of the company’s business Understand customer needs and requirements to develop and implement effective quality assurance and quality control processes Oversee all deliverable development procedures to identify deviations from quality standards, provide feedback and guidance to Corporate and Operations leadership Audit and improve compliance and quality of deliverables to our customers Keep accurate documentation and perform statistical analysis Gather relevant data and develop metrics to measure adherence to business process improvements and monitor performance Coordinate with business and technology partners to get feedback and sign off's. Write or contribute to test scenarios and drive UAT planning and implementation. Provide analysis and interpretation of UAT results. Additional job duties or responsibilities may be assigned Qualifications and Requirements: · Overall 6-10 years' experience in business analysis, reporting, system integration, business transformation, project management preferred. · Bachelor’s degree in Computer Science, Information Systems or related technical field · 3+ years’ of process improvement, business process reengineering, and/or quality management experience Six Sigma Black Belt/Green Belt certification desired · Expertise in Six Sigma Lean Principles and able to train others · Change Management Skills, Excellent analytical and problem-solving skills · Demonstrated ability to manage multiple projects successfully is required · Previous experience leading or assisting process change projects related to the implementation and use of the principles of Six Sigma/Process Improvement · Experience in business process reengineering and software development life cycle is a plus · Experience in system analysis and writing business and functional specifications is a plus. · Strong data analysis, data mapping and reconciliation skills. · Good communication and organizational skills including the ability to compile and contribute to management level presentations. · Understand limitations of technology, identify trade-offs and drive prioritization across teams. · Be able to identify opportunities to solve business problems. · Able to facilitate groups – Meetings/Training/Workshop setting · Advanced MS Excel skills Additional Skills and Experience: · Extensive knowledge of the Health Care Industry and related business functions · Experience in one or more of the following areas: systems design, database programming experience, HL7 integration, X12 integration, EDI, practice management system implementation and support, EMR system implementation and support, Claim adjudication system implementation and support, Care Management system implementation and support · Candidates should be flexible/willing to work across this delivery landscape which includes and not limited to Agile Applications Development, Support and Deployment. Interested candidates can apply at hr@eigertech.in Process Excellence.docx
  2. Q. 151 Explain the key features of a Chaku Chaku production line as per Lean Management Systems. Are there any specific situations where using a Chaku Chaku system is better than using a fully automated line?  Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.
  3. Q. 141 While Lean is about continuous improvement in processes, some of the Lean Tools are such that they have a significant scope of “Continuous Improvement” in terms of how they are used. Provide examples of few such Lean tools which encourage very good scope of almost unending customization and enhancement in themselves.  Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.
  4. Q. 128 A consensus driven guess or SWAG is a part of Lean Terminology. Knowing fully well that we are taking a risk of wrong decision, are SWAGs unavoidable? Give example(s) to support your response. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.
  5. Q. 126 While implementing Lean, abnormalities need to be highlighted. If "Nominal conditions" are not finalized for a process, it is virtually impossible to highlight what should be considered abnormal. Explain what goes into defining "Nominal conditions" and what are common challenges in finalizing them. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.
  6. Q. 123 The wastes that are categorised in seven categories in Toyota and remembered as WORMPIT or TIMWOOD widely, were categorised as ten types called CLOSED MITT at Boeing. Compare and contract CLOSED MITT with the classical seven wastes. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.
  7. Q. 121 It is noticed that data collected for problem solving during Gemba walks is not always reliable. A useful approach for evaluating data is the "KNOT technique". Explain the utility of KNOT technique with a suitable example. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.
  8. Q. 118 "Bells and Whistles" in a product or service are likely to be considered Non Value adding in the "Lean" language. However, they seem to be desirable in certain occasions. Explain with examples, if such features in products and services should be a part of solution in a Lean Six Sigma project. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term. Important Note - To be able to answer, you need to sign up or sign in 
  9. Q. 110 Gemba Walk was developed at Toyota while Management By Walking Around (MBWA) traces its origin to HP. Two world class companies using two methodologies where managers walk the shopfloor. Is it just a case of having different names or are the two fundamentally different? Elaborate with suitable examples. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.
  10. Q. 108 Changeover is a constant across all domains and industries. The time spent in changeover from one product to another or from one service to another is a loss of productive time. Single Minute Exchange of Die (SMED) is a powerful Lean tool that helps in reducing the time loss during changeovers. Highlight the key steps involved in SMED using relevant examples. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.
  11. Q. 97 Lean and Six Sigma are two different approaches for process excellence, where Lean focuses on efficiency and Six Sigma focuses on effectiveness. In the more recent times, Lean and Six Sigma have been combined to form Lean Six Sigma. What are some of the advantages and disadvantages of combining the two approaches? Highlight with relevant examples. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.
  12. Q14. What is a pacemaker process? Explain the importance and relevance of selecting an activity as pacemaker process in a value stream. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening 5 PM as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary at https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ along with the related term.
  13. Q6. There is enough information on how and why 5S is effective in manufacturing. While everyone may agree that 5S makes sense in workplace organization even in services, the question is - Does 5S actually save enough money when implemented outside manufacturing? If yes, how? Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All Questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening 5 PM as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary along with the related term.
  14. Q4 - Explain the meaning of Kaizen, Kaikaku and Kakushin (The three approaches used in Lean Implementation). How are the three different from each other? How do they complement each other? What would a company lose if one of these as a concept was not utilised? Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All Questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening 5 PM as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary along with the related term.
  15. Q1 - How would you define, compare and contrast the following terms - Personal Excellence, Process Excellence, Operational Excellence and Business Excellence? (In your answer to this question, please explore these in detail and you may like to cover the following and more - You may like to explain how these are related. You may like to mention if it is possible to achieve one in absence of another? What should an Organisation actually pursue? What kind of approaches, techniques do you think are naturally likely to be included in these terms, etc.) You may like to carry out research over the internet, talk to your partner, and colleagues while framing your response. Each club may submit maximum two responses, one by each member. Please write the answer in your own words. Please do not copy and present someone else's explanation as your own. As Excellence Enthusiasts, we are against plagiarism. Note for website visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. All Questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ Please visit the forum home page at https://www.benchmarksixsigma.com/forum/ to respond to the latest question open till the next Tuesday/ Friday evening 5 PM as per Indian Standard Time. The best answer is always shown at the top among responses and the author finds honorable mention in our Business Excellence dictionary along with the related term.
  16. How do you think Pareto Analysis is misused? Please remember your answer should not exceed three sentences.
  17. The quiz is suitable for those who have just got exposed to Six Sigma.
  18. Hi everyone, I have noticed in the corporate world that Detection rating in FMEA has multiple interpretations. Let us explore this. When you assess detection rating, what is the question you ask? A. What is the probability of the failure being detected and corrected before impacting the customer OR B. What is the probability of failure being detected (irrespective of timely correction) before customer is impacted? OR C. What is the probability of failure being detected or prevented (through detection of cause) before customer is impacted? OR D. What is the probability of the cause of failure being detected and corrected before failure occurs? OR E. What is the probability of the cause of failure being detected (irrespective of correction) without impacting the customer? Do mention your views. Remember, you may get on the leaderboard of this forum if your response is liked a lot by others.
  19. Came across an article about how FMCG giants use Lean and Six Sigma techniques to improve their process efficiency.. Having low "time to market" is a leadership strategy.. this is achieved through Lean Six Sigma initiatives.
  20. Lean Expert Certification Course Outline: Prepare to lead change Key elements in Change Management Define process measures and scope OEE, Takt time, Little's law SIPOC and scope document Document existing business processes Mid-level maps (Swimlane) Detailed Process Map BPMN 2.0 VSM using IGRAFX Analyze value stream and eliminate waste Using Pitch and Runner Workload / Resource Balancing Continuous flow Set up time and SMED Pull System and Kanban Heijunka Box Discrete event simulation using IGRAFX Analyze risks and implement controls FMEA (Failure Mode and Effects Analysis) FTA (Fault Tree Analysis) Human Error Analysis using HTA (Hierarchical Task Analysis) Poka Yoke and Visual Controls Standardize operations Standardization and Standard Work Late Point Differentiation Risk Mitigation Plan Build a culture of Kaizens Kaizen A3 problem solving
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