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  1. A supplier is compressions molding a silicon part. For this production process I am thinking of creating/ calculate PPM (Parts Per Million). Since supplier manufacturer 10,000 to 20,000 parts per lot, its not feasible to visually check every part in the lot for defective units to calculate the PPM Can you give me guidelines on selecting samples from the lot to calculate the PPM.
  2. Hi friends while i was doing dpmo calculation i found that i got some interactions with a dpmo of 0 and some with dpmo of 10^6. how can we infer both of these values and calculate the sigma value?
  3. Q. 160 Hypothesis Testing - Business Success for any company depends on Continuous Improvement(CI) . CI requires creating hypothesis and testing them frequently. Most organizations create and test hypothesis (do trials for new ideas or carry on small experiments). For some reason, most professionals do not carry out statistical testing of hypothesis on sample data and tend to rely on gut feeling. It is seen that most Green Belt professionals do not use it while they have been trained on it. What are the key reasons for lack of use of this powerful family of statistical tests? 
  4. Q. 159 In how many ways can a Process FMEA relate with a Lean Six Sigma DMAIC 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 a
  5. Q. 158 Even when well established measures of process performance exist, why do Six Sigma professionals insist on a Z score during Measure phase of a 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
  6. Q. 155 Explain the practical application of Central Limit Theorem while collecting and analyzing data. Provide a few practical examples to support your responses. 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 ev
  7. Q. 154 Give some good examples, preferably from different Industries, where a Lean Six Sigma project was considered successful w.r.t Primary Metric (CTQ) but was later understood to be a big failure due to adverse impact on Secondary Metric. 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 r
  8. Q. 146 Tollgate Reviews are checkpoints in a Six Sigma project. What are the objectives of completing tollgate reviews? When all should a tollgate review be carried out in a DMAIC or DMADV project? Who must be present in every tollgate review and who are the "if-needed" participants?  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 pa
  9. Q. 140 There have been different ways to look at Six Sigma. Six Sigma has evolved a lot in the last 32 years. It all started with a metric. Six Sigma Metric - Sigma level and Sigma shift (Z scores and Z shift). Lean Six Sigma Methodologies -DMAIC, DMADV, IDOV, DFSS, TLC etc. Lean Six Sigma Management Systems -Competence building, Curricula, Certification, Projects, Business cases, Business value generation, Strategic linkages, MBB becoming a requirement for leadership roles etc. Lean Six Sigma Philosophy -Zero defect thinking, Preventive approaches, Process thinking, De
  10. Q. 139 In which phase of DMAIC, can hypothesis testing NOT be used? Explain with reasons. 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
  11. Q. 138 In many industries, it is costly to do trials while establishing solution for a problem. Verifying improved process capability with very few samples is not easy. What are the approaches for decision making with a few samples? 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
  12. Q. 135 Process and Project are terms used in the Business Improvement or Six Sigma world, while the term project is used in the Project Management realm. What are the key differences in a Project and a Process? Can the terms be used interchangeably? Give examples to support your answer. 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
  13. Q. 133 How is FMECA different from FMEA? When is FMECA supposed to be carried out? What is the value FMECA brings if a company is already using FMEA? 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 Stand
  14. Q. 131 The basic tenet of the EFQM model (European Foundation for Quality Management) is Bench-marking. Explain the 8 core values of the EFQM Model. Compare the RADAR cycle (EFQM Model) to DMAIC (Six Sigma). 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
  15. Q. 130 Y = F(X) indicates that we need to improve inputs and improve the process to get better outputs than what we got earlier. Is it possible to let one of the two remain at a below industry average level (inputs or process) and focus heavily on the other one to generate excellent results? Give examples to explain your answer. 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
  16. Q. 129 Y=f(X) forms a very important part of a Six Sigma or DMAIC project. What are the various tools that can be used to list all possible Xs for an output Y. 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 Ind
  17. 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 th
  18. Q. 116 While using Quality Management Systems, you may come across two terms - "Special Process" - used in ISO9001 and "Special Requirement" used in AS9100D. Compare and contrast the two terms 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 questi
  19. 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-busines
  20. Q5 - There are many experts who consider the presence of a process as a significant roadblock in the effort towards creative design work. It is also understood that there are many innovations that happened purely by accident. Is there any value in the use of Lean Six Sigma in the world of product innovation? Why/ Why not? Note for forum visitors - Two questions are asked every week on this platform. One on Tuesday and the other on Friday. The previous question gets locked when the new question appears. All questions so far can be seen here - https://www.benchmarks
  21. 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.benchmarksixsig
  22. Q3. Dashboard, Numbers, Metrics, CTQs, are commonly used terms in the domain of Business Excellence. Here are conflicting views by two Management Gurus - What is your view on this? Is measurement essential for good management? Why? Why Not? What did Edward W Deming mean by his statement? 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/
  23. 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?
  24. 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
  25. How do you think Pareto Analysis is misused? Please remember your answer should not exceed three sentences.
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