Hi,

I'm Deenadayalan, I'm working as Sr. Processing Executive in Inautix Technologies India Pvt. Ltd (BPO), Chennai, I'm going to do six sigma GB Project for Transport - Cab Issues in our company, so anyone could provide the transportation project details to me.

Thanks,
Deena..
9841265685

Dear Deena,

Each project is unique in itself. Most projects shall have confidential data and a situation different from yours. Please pose your specific questions related to the project.

Best Regards,

VK

Hi Vishwa,

Thanks for your reply.

I'd like to do Project in transportation on the following areas, can you please provide project details on the below issues and also please let me know, the below CTQ is correct or not.

The CTQ for the below is : "Cabs shortage & Routes"

1. Vendors are not providing the cabs on time to the employees.

2. Vendors are not properly arranging the routes

3. Employees are not coming at the specified or scheduled time.

If you can provide the project charter, it would be grateful.

Thanks

Deena

Dear Sir,

Greetings.

Maybe you need to build a QFD for all three points.... Additionally as Abhishek has said assigning measureable metrices will help you get a SMART statment.

Having said this... i have always believed that if management understands & agrees to the PAIN caused by a particular problem a project leader usually gets a go ahead quickly & jumps to measure phase.... once you have a go ahead then brainstorming sessions & MBB or champion leading the project usually help quickly resolve these trival many...

This is my personal remarks & i would like to know your views on the same...

Regards

Sachin Manan

Good to see the suggestions and comments. There is a need to finalize a metric. QFD is relevant and could be used here.

To build the discussion back to Dina's focus( my feeling is that Dina needs some direction to identify a measure that relates closely to pain), may I ask everyone for ideas on CTQ options that we may suggest Dina to consider ?

Hi All,

Thanks for your replies.

As Vishwa said, I need some correct direction to identify the measure for the project.

And there is no Quality Team in our company (Six Sigma), I'm the first person to start the project with six sigma.

So, I need your guidance & suggestion to achieve my goal in our company.

Thanks

Deena..

Some options are

- cab utilisation efficiency = cab hours used/ cab hours available

- COTA = cab on time arrival %

- COTD = cab on time departure %

You may decide on one pain area to start with and start collecting data for it.

COTA or COTD shall need supporting data ( for each instance when failure occurs ). Once you have the data you can do Pareto analysis to find the critical X's.

More views welcome.

Best Regards,

VK

Hi Deena,

 

The CTQ you have mentioned needs a set of metrics, let me try taking the issues one by one.

• Vendors are not providing the cabs on time to the employees:

In my experience of working on Transport projects, several times, vendors either do not know our CTQs or don't want to know them. For any project to be successful, you need to first ensure that they know their performance. Is there data tracking in place?? If yes, how?? There has to be an independent person noting down the times (am assuming no system tracking is available). In our company, all rosters are signed & time noted physically by a guard on departure/arrival. You need to capture On time arrival & departure, publish the metrics and then decide. Real time, they would know, but daily or weekly summary is what you need to ensure. Are there multiple vendors?? If yes, a display board in your cab drop area displaying total no. of cabs & No. arrived/departed on time would be a good start.

From a project metric perspective, Drop time + 10 mins & Arrival + 20 mins could be your target.

• Vendors are not properly arranging the routes:

Who is deciding this?? Employees?? In that case, not the best judges. In my experience, this is a constant pain area - you can never create the perfect route that everyone is happy with..unless you can get a Routing software in place, and then invariably, the blame shifts to the software

I would advice you to stay away from this a a metric. To address this problem, you may incorporate other measures; like:

- not having more than a specified no. in a cab

- Zone wise routing so that cabs don't go all around the city picking up people

- a strong feedback & escalation process so that employee concerns are heard and actioned upon.

• Employees are not coming at the specified or scheduled time:

This is termed as No show % , which is a ratio between employees boarding the cab vs. employees rostered. Typical problem, another pain area, can be only addressed through discipline. Employees will always say "business requirement" & vendors will complain about cabs going half full. This also leads to other problems, like delayed departures for instance. For Eg, if 5 people were rostered, but only 3 turn up, vendor may try to rearrange routes during dropping time so that he has to use 1 less cab- that may lead to any of the 1st two problems you cited. In my previous company, we managed to get No show % down from 20odd to 3-4% by doing just one thing - first thing every morning, top leadership would receive list of defaulters (with name, manager, process). It was done for an organisation which had 3000 employees, so I feel this can work anywhere; but the first thing to ensure is leadership buy-in. No one likes to receive such an email 1st thing in the morning, so the rest will follow

Great comments with relevant details, Lata.

Cheers!