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Found 8 results

  1. Q. 157 While solving problems, root cause analysis is considered as an obvious step. When is it that one should refer to a “cause” as the “root cause”? (or a set of “causes” as “root causes”) The most comprehensive answer wins. Do try to consider varying situations. If answers are similar in detail, those with examples will get preference over others. Please remember, your answer will not be visible immediately on responding. It will be made visible at about 5 PM IST on 10th May 2019, Friday to all 53000+ members. It is okay to research various online sources to learn and formulate your answer but when you submit your answer, make sure that it does not have content that is copied from elsewhere. Plagiarized answers will not be approved. (and therefore will not be displayed)  All Questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ All rewards are mentioned here - https://www.benchmarksixsigma.com/forum/excellence-rewards/
  2. Q. 144 How does Sensitivity Analysis relate with Root Cause Analysis?  Please remember, your answer will not be visible immediately on responding. It will be made visible at about 5 PM IST on 22nd March 2019, Friday to all 53000+ members. It is okay to research various online sources to learn and formulate your answer but when you submit your answer, make sure that it does not have content that is copied from elsewhere. Plagiarized answers will not be approved. (and therefore will not be displayed)  All Questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ All rewards are mentioned here - https://www.benchmarksixsigma.com/forum/excellence-rewards/
  3. 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. This question is open till 5 PM Indian Standard Time on Tuesday, 22nd January 2019. If your answer is selected as the best answer, your name will be permanently displayed in the World's best business excellence dictionary in the making - https://www.benchmarksixsigma.com/forum/business-excellence-dictionary-glossary/ Please remember, your answer will not be visible immediately on responding. It will be made visible at about 5 PM IST on 22nd January 2019, Tuesday to all 53000+ members. It is okay to research various online sources to learn and formulate your answer but when you submit your answer, make sure that it does not have content that is copied from elsewhere. Plagiarized answers will not be approved. (and therefore will not be displayed)  All Questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/ All rewards are mentioned here - https://www.benchmarksixsigma.com/forum/excellence-rewards/
  4. Q 43. While DMAIC is a more popular approach as compared to 8D Problem Solving, would you prefer to use 8D over DMAIC in some situations? Why/ Why not? This question is a part of the November Episode and can be answered by approved Excellence Ambassadors till 10 PM on November 13, 2017. There are many rewards. Being regular earns you a reward. Even a streak of 3 good answers can get you a reward. Rewards are mentioned here - https://www.benchmarksixsigma.com/forum/excellence-ambassador-rewards/ All questions so far can be seen here - https://www.benchmarksixsigma.com/forum/lean-six-sigma-business-excellence-questions/
  5. Q2. Root cause analysis is essential to problem-solving. However, there are four possibilities - (you may watch this video to understand more - https://tinyurl.com/ybtjmnof ) A cause may be necessary but not sufficient for a problem to occur. A cause may be sufficient but not necessary for a problem to happen. A cause may be neither sufficient nor necessary for a problem to occur. A cause may be both sufficient and necessary for a problem to occur. How should our approach to problem-solving change for each of the above situations? 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. Remember - Your answer will not show when you submit. It will be made visible only at 4 PM tomorrow. May the best answer win. All the best! Cheers to the Spirit of Excellence! This is the Excellence Ambassador Episode 1 - Only registered and approved club members will be able to respond to questions between 4th September and 29th September 2017. One daily question is announced at 4 PM on each working day and will be closed for responses at 4 PM on the next working day. Once responses are locked at 4 PM on next day, they will be made visible to everyone. Each Excellence Ambassador (and other readers) will be asked to vote on the answers of the day by upvoting or downvoting. The voting will close at 6:30 PM and best response will be selected out of ranked responses at 7 PM. One response will be marked as the best answer and will remain on our forum as a reference for future visitors. Together, the Excellence Ambassadors will build the best Business Excellence Glossary.
  6. How do you think Pareto Analysis is misused? Please remember your answer should not exceed three sentences.
  7. With respect to complex process improvement projects - One argument goes like this - "Most of the times, it is not difficult to find a solution to a problem. The most difficult part is nailing the root cause. If the root cause is unclear or misunderstood, the attempts at solution do not work; it just seems that the solution is so hard to find. However, if the root cause is understood precisely, the solution shall just come and sit on your lap. (or you will know soon that there is no solution if the root cause is absolutely out of your span of control)". Another argument goes like this - "In most projects, the root cause of problems are found spending lesser time and effort. It is the sustainable solution that is tough to find. One needs to try various alternative solutions and this means some sort of trials/ pilots/ benchmarking/ brainstorming/ simulations are needed. More energy therefore needs to spent in evaluating alternative solutions so that we choose nothing but the best" If you dig into your experience and think hard on this, which point of view would you support over the other?
  8. Fishbone Diagram or the Ishikawa Diagram is criticized for an inability to distinguish between necessary and sufficient conditions. The Ishikawa diagram merely shows causes of an event. Necessary conditions - A set of circumstance in absence of which, the event cannot occur. Sufficient set of conditions - A set of conditions which if present will ensure that the event will occur. Just to distinguish these, here is an example. Writing an exam is a necessary condition to pass the exam but is not a sufficient condition. If you are drawing a fishbone diagram for "only a few people pass an exam" - you may mention "many people do not write the exam" as one reason. This is not a sufficient condition - even if more people had written the exam, it may not have ensured that more would have cleared. In many cases, people who do not write are the people who lack confidence or knowledge. Well, this opens a room for debate. How would the necessary/sufficient distinction make our root cause analysis more useful? Please explain with an example.
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