The document discusses Lean Six Sigma and provides definitions, principles, and guidance on its application. Some key points:
1. Lean Six Sigma is a framework that provides a structured approach to eliminate waste and improve customer satisfaction. It aims to fix processes to improve outcomes.
2. Measurement is key to Lean Six Sigma as it allows for identification of problems and tracking of improvements. Processes must have measurable outcomes.
3. Lean Six Sigma can be applied to both manufacturing and service industries by focusing on eliminating waste and defects across the entire lifecycle of a product or service.
Lean Six Sigma For Municipal GovernmentStephen Deas
This presentation took place June 4, 2009 at the Texas Municipal Human Resources Association mid year conference in San Antonio, Texas. The presentation was given by Waters Consulting, Inc. and Quality Minds, Inc. The presentation covers using lean six sigma to improve municipal government and the role of Human Resources in the lean six sigma initiatives within municipal governments
Lean Six Sigma For Municipal GovernmentStephen Deas
This presentation took place June 4, 2009 at the Texas Municipal Human Resources Association mid year conference in San Antonio, Texas. The presentation was given by Waters Consulting, Inc. and Quality Minds, Inc. The presentation covers using lean six sigma to improve municipal government and the role of Human Resources in the lean six sigma initiatives within municipal governments
Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
Lean Six Sigma Yellow Belt Certification BrochurePartner
Lean Six Sigma Green Belt Training and Certification Program Brochure by eXample Consulting Group (SMS "leansigma" to 56070 for program schedules or visit http://www.examplecg.com (or) E-mail to sixsigma at examplecg.com)
six sigma is a vibrant topic in quality management
i had made this one in my total quality management subject in mba.
u can take this but leave a comment if u like it
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
Applicability and results of lean six sigma implementation in various industries like automotives, continuous process plants, manufacturing, engineering parts, textiles, Information technology, telecom and R&D to name a few. Also deals with the advantage levered by a six sigma trained student or professional.
It has been designed for businesses/entrepreneurs by making it simple and efficient, so they can easily understand and implement it.
I have tried to make it comprehensive presentation to train employees, staff, companies for them to adopt Lean 6 Sigma or just Lean, what tools to use, reduce the errors in the process whether in the commercial sector, manufacturing sector, service sector or in defence, thus improving the productivity and profitability in today's competitive business environment.
Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
Lean Six Sigma Yellow Belt Certification BrochurePartner
Lean Six Sigma Green Belt Training and Certification Program Brochure by eXample Consulting Group (SMS "leansigma" to 56070 for program schedules or visit http://www.examplecg.com (or) E-mail to sixsigma at examplecg.com)
six sigma is a vibrant topic in quality management
i had made this one in my total quality management subject in mba.
u can take this but leave a comment if u like it
This presentation is for the personnel who are going to be a part of Six Sigma project as process owner or team member & need to know the basics.
The scope of this presentation is “Overview” & “Define” of Six Sigma.
Applicability and results of lean six sigma implementation in various industries like automotives, continuous process plants, manufacturing, engineering parts, textiles, Information technology, telecom and R&D to name a few. Also deals with the advantage levered by a six sigma trained student or professional.
It has been designed for businesses/entrepreneurs by making it simple and efficient, so they can easily understand and implement it.
I have tried to make it comprehensive presentation to train employees, staff, companies for them to adopt Lean 6 Sigma or just Lean, what tools to use, reduce the errors in the process whether in the commercial sector, manufacturing sector, service sector or in defence, thus improving the productivity and profitability in today's competitive business environment.
www.evidek.com
Introduction to lean six sigma. Principles of Lean Six Sigma presented through case studies illustrating how top companies use this approach to improve processes and gain competitive advantage. This is chapter one from a new book that will be available soon. Contact us at info@evidek.com for more information.
Versão 11 do modelo SCOR (2015)
SCOR quick reference guide by apics (apics.org)
http://www.apics.org/docs/default-source/scc-non-research/apicsscc_scor_quick_reference_guide.pdf
12th annual asian lean six sigma and business excellence surveyIQPC
Recently, Process Excellence Network conducted an online survey on lean six sigma and business excellence . Some valuable statistics emerged from the results. Have a look at what your colleagues and peers in the industry had to say…
This presentation offers one perspective on how Lean Six Sigma, CMMI, and other best practice models and standards can be combined to leverage the best features of each. Lean Six Sigma and CMMI differences and similarities are examined, including how they typically differ in terms of deployment, investment, and ROI.
A "low-calorie" approach to LSS deployment is described. The role of LSS in relation to CMMI specific and generic goals is examined. Direct and indirect connections between LSS and CMMI are examined in the context of specific Process Areas in order to clarify when and how they are likely to interact and which may be regarded as 'first'.
The topic of PPM Benefits realization is one we’re hearing more & more often in speaking with clients, prospects, and industry analysts. Even organizations with well-oiled project delivery machines often struggle with measuring the actual value they are creating.
In this insightful webcast, you'll gain practical advice for addressing this next frontier of PPM practice. Susan Go, Senior Solution Consultant at PowerSteering Software, explores ways to create a reliable, repeatable process for measuring the business benefits derived from project outcomes and your PMO organization. She shares insights and tangible field examples gleaned from hands-on experience with hundreds of global deployments, so you'll come away with actionable tips for getting started with:
*Defining, tracking, and measuring both quantitative and qualitative benefits
*Leveraging a top-down portfolio management approach to drive business value
*"Auditing" benefit validity at every phase, from estimation through project completion & beyond
*Structuring the PMO to increase accountability, executive support, and organizational buy-in
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
IDC & Gomez Webinar --Best Practices: Protect Your Online Revenue Through Web...Compuware APM
Did you know that 85% of users complain about slow response time? Poor web application performance can directly impact your bottom line
The success of your critical eBusiness initiatives depends on your ability to deliver quality web experiences. Unfortunately, 65% of applications are not properly load tested prior to launch, resulting in lost revenue, increased support costs and brand damage. So how can you ensure success when launching new applications, adding features, deploying new infrastructure, rolling out marketing campaigns, or preparing for seasonal spikes like the holiday shopping season?
Join us as our guest speaker, Melinda Ballou, IDC’s Program Director for Application Life-Cycle Management research discusses challenges, drivers and best practices for effective web performance testing and quality life-cycle management for today’s rich and complex applications. Additional topics that Imad Mouline, Gomez’s CTO will cover in this session are:
Best practices for ensuring the success of critical eBusiness initiatives
The end-user experience and business impact of emerging web technologies like Rich Internet Applications, virtualization, cloud computing and Web 2.0
A new approach for web performance and load testing that’s easy to use, delivered on-demand, and enables you to find and fix problems before they impact customers
Who Should Watch: Line of Business and eCommerce Managers, Interactive Marketing, Brand Managers, Project Managers and IT Operations Executives.
The ROI of Scaling Agile - How to justify the investment in terms your CFO wi...Steve Elliott
You know the benefits of moving through an Agile transformation but the inevitable question always comes up - Does Agile really improve cost, schedule, productivity, quality and customer satisfaction compared to traditional methods?
Join Scott Blacker, VP of Products at AgileCraft and Phillip Manketo, Senior Agile Consultant at Eliassen Group, for an one-hour session as they share insight into how to justify your Agile investment.
Many organisations that we encounter in New Zealand are keen on what Agile promises. Why then are they not realising the promises sought at the scale necessary to make a substantial difference for an overall customer offering or line of business? Why are many organisations on their 2nd, 3rd or 4th attempt at “Agile Transformation”? Why are so many Scrum Masters and Agile Coaches still frustrated by many of the same ongoing frictions experienced before the pandemic with even less ability to address them?
Many years of experiences across the Tasman and consultation with change agents around the world reveal clear answers. There is a set of relatively straightforward choices that make the difference between whether an organisation struggles for years with the problems above or finds the path of sustainable, world class agility at scale. For a commercial organisation, this means competitive advantage. For a public sector organisation, this means stakeholder trust and delightful experiences. For employees it means less friction and more engagement.
During this session we will share insights around the following questions with reference to experience reports.
Why do many scaled Agile adoptions stall out after the first 1-2 years rather than improve continuously?
Why does the most popular way to scale incur high coordination overheads and fall short of high agility?
Is there a way to eliminate dependencies and have knowledge and skills be the constraint on agility, rather than structure and process?
Why does setting up Scrum Teams for each component of a product make it unlikely that everyone is working on the right things?
Why does delegating responsibility for Agile transformation outcomes to internal Agile Coaches or external management consultants result in “change theatre”?
What are the key leadership questions that can unlock up to 95% of your organisation’s performance?
What changes are necessary for your scaled Agile adoption to be sustained beyond the tenure of the leader who introduced it?
What is an alternative scaling model and adoption approach addressing all of the above issues that New Zealand is yet to benefit from?
See more clearly what’s limiting the effectiveness and longevity of your scaled Agile adoption. Discover options never experienced before in New Zealand.
Companies are re-imagining their business in a digital avatar. Data is the new literacy of our age. How are professionals who are not data scientists to contributed? My talk shows how people can enable digital transformation no matter where they are in an organization. You do not have to know coding to thrive in the digital age.
Given at Monsanto India's Women's Network, Prasiti.
Completed Reproducible Research from Data Science Track offered by Johns Hopkins University. Thanks to Prof. Caffo, Peng and Leek. Thanks to my peers who graded homework assignments and came back with thoughtful comments.
Thanks for Professors Caffo, Peng and Leek for illuminating material. Thanks to my peers who have graded my assignments and come back with thoughtful comments. Coursera rocks!
The ladder is commonly cited as a metaphor for career path. However, a ladder has only so many rungs. Smart leaders know that there is not one ladder in any organization and use that knowledge to accelerate career growth. Here's a new metaphor drawn from meteoric career graphs for you to apply.
Traditional agriculture evokes images of soil and dirt, bags of seed and tractors with ploughs? Tradition dies hard in agriculture, yet the winds of change are blowing. Big Data, Mobility and the Internet of Things are whipping up a storm. Here's a view from one IT team in Bangalore that's in the thick of the transformation.
Everyone desires a fruitful career path. Yet, individuals, teams and organizations often fail to pay attention to career path. Want a framework to get a dialogue started? Here's one that has worked in almost every kind of organization. Use it, and share your experience with others.
Global warming, epidemic outbreaks, geo-political uncertainty .. constant turbulence seems to be the new normal. Do you have what it takes to lead in turbulent times? Shackleton's failed attempt to journey across Antartica makes a compelling study of leadership in turbulent times. One of the most sought-after studies in Harvard Business School's case-book, shall inspire and educate you.
You probably remember the last time you received feedback from your boss. When was the last time you received feedback from a peer? Research shows that peer-peer feedback is one the most effective ways to shape the culture and create a Great Place to Work. Yet, it is also one of the most under-utilized. We use Focused Feedback as a tool to make a habit of peer-peer feedback.
Don't tell employees what to do. Rather, tell them what needs to be accomplished. Let them figure out how to do it. More likely than not, they shall devise a better way than any manager can think of.
Gamification is the new rage! Can it be applied to weighty corporate matters, like, say, IT Strategy? What if I told you, you can, and showed you how. And what if I could save you a ton of money along the way? Tell me what it is worth to you.
How many IT professionals can claim to be applying their IT skills to solve world hunger? Today's Agri-Biotech industry is pushing the frontiers of technology, propelled by innovative IT. Advances in Genetics have rendered it feasible to engineer crops, much like an automobile or a cell-phone. Agri-Biotech offers some of the most compelling career options for bright and curious minds in IT.
Ever wondered about successful change enablement? We live in times where change is the only constant. What if there were a secret recipe for leading change successfully? Wouldn't that be worth a lot to you? There is such a recipe and it is a proven one. Read on, and beware! What you find may change your life.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
5. • Six-Sigma is process-
focused
Fix the process, and the
outcome shall take care of
itself.
• A process has
measurable outcomes
Measurement is a
prerequisite to
improvement
• The outcomes follow
the laws of statistics
Normal Distribution
6.
7. Tightening the bell-curve
means reducing the spread
to make a process reliable
When acceptable variation is within 6 of the mean,
the no. of defects is only 3.4 per million opportunities.
10. Lean Six-Sigma is a
framework that provides
a structured approach to
eliminate waste and improve
customer satisfaction
11. Generic architecture that can be customized
IS to the needs of a specific problem
framework IS An opportunity for to knock oneself out with
statistics
NOT
A series of logical steps with a quantifiable
IS business outcome
structure
IS A substitute for work!
NOT
A defect, a.k.a. customer pain
IS
waste
IS Second-guessing the customer
NOT
The consumer of a process output
customer IS
IS Only the consumer of the company’s product
or service
NOT
14. NO PAIN NO GAIN
Culture of Empowerment Six-Sigma likely to succeed
Employees set their own goals based
on team goals
Employees are the source of ideas
Employees are responsible for their and managers facilitate successful
career path and managers provide outcomes
development feedback to set them up
for success
NO PAIN NO PAIN
Culture of Dependency Six-Sigma likely to fail
Managers set goals for employees
An employee must take manager’s
permission when stepping outside
the scope of assigned tasks
Managers hand out report-cards to
employees judging past performance
15. HOW DOES LEAN SIX-SIGMA APPLY TO SERVICES AS FOR MANUFACTURING?
16. MANUFACTURING OR SERVICES
OUTCOMES ARE PRODUCED BY A
LEAN PRINCIPLES CAN BE APPLIED TO:
•Suitcases lost at an airport
•Rooms not available in time
for check-in at a hotel
When acceptable variation is within 6 of the mean,
the no. of defects is only 3.4 per million opportunities.
17.
18. Constructs products Unpacks and installs Help-desk
Development Testing Deployment Launch App Support Engineering
Assures fitness for use Imparts training Maintenance
19.
20. BEFORE
Lean Six-Sigma
view of
Each department has its success
own
Firmly rooted in its specialization
that
The success of one has very little to do with
of
22. BRAHMA [God of Creation] SHIVA [God of Destruction]
VISHNU [God of Sustenance]
23. BUILD PRODUCT SUSTAIN PRODUCT RETIRE PRODUCT
Creates new Channels Ramps-down
D products S change-requests S usage
Assures fitness Refines and Retires old
T for use D improves product D product
Ramps-up users Assures system
S quickly T integrity T
D Development T Testing S Support Helpdesk
24. AFTER
Lean Six-Sigma
Mindset spills-over departmental lines
as Functions participate in acts of creation, sustenance and destruction
to serve a customer through the IT product lifecycle
31. DEFINE
1. Customer Requirements
Voice of Customer (Voc) Effort must
State the customer’s
pain area
connect
• Starting point for
launching an effort with the
• Speak the customer’s business of
language the organization.
Return on Investment
(RoI)
Build the Business Case
E.g. An initiative to reduce the
volume of customer support
requests may use a template for
RoI as
Cost to support tickets
on recurring basis
v.
Cost to implement
application-fix
34. S
1. A process is a series
of steps
I 2. Each step is a verb
representing an
action taken, such as
• Define
•
P •
Plan
Analyze
• Submit
• Summarize
3. The action adds value
O – or it should be
eliminated
C
35. S
1. Each step in a process
produces an outcome
I 2. The outcome is a
noun, representing
output delivered,
such as:
P • Product Definition
• Forecast of Sales
3. The outcome is
associated with
O Critical to Quality
metrics (CTQs)
C
36. S
1. Each output has an
intended recipient
I called customer
2. The customer signs-
off on the output
based on its CTQs.
P S/he may:
• Accept
unconditionally
• Accept conditionally,
O with left-on-table
items clearly listed
• Reject
C
37. S
1. A process consumes
inputs
2. Each input is a noun,
I representing an input
consumed, which
could be the output
of a previous step
P 3. Each input may be
qualified by CTQs and
require the sign-off of
O process owner
C
38. S
1. The provider of an
input is called
supplier
I 2. The supplier of an
input is accountable
for satisfying CTQs
and negotiating sign-
P off by customer
O
C
39. DEFINE
3. Potential PROJECT CHARTER
1. Project Title & 2. Project Manager & Effort
3. Business Need must
connect
Description Authority Level Why is the project
What is the project? Who is given authority to being done
lead the project and can
he/she determine, manage
and approve changes to
budget, staffing, schedule,
with the
etc. business of
the organization.
4. Business Case 5. Resource Pre- 6. Stakeholder Analysis
Financial or other Assignment Who will affect or be
basis that justifies the Men & Materials affected by the
project project – as known to
date.
40. DEFINE
3. Potential PROJECT CHARTER
6. Stakeholder Analysis 7. Deliverables SMART Goals Effort must
connect
• Stakeholder End-result of the • Specific
Requirements as project in terms of • Measurable
with the
known specific outcomes and
• Triple Constraints the tangible form in
• Attainable
Model (Pentagon) which they will be • Realistic
delivered. business of
• Time-bound
the organization.
8. Constraints & • Sponsor
Assumptions Authorizes the
A constraint is any project.
limiting factor and an
assumption is something
taken to be true but
which may not be true.
Risk
41.
42.
43.
44. DEFINE establishes there is a problem.
MEASURE sizes the problem, and
VALIDATES some of the assumptions.
Is it as big as we thought? BIGGER?
45. MEASURE
4. Refined Project Definition
5. Capable Measurement System
6. Data Collection
Cast the
objective
Measurement Plan
in measurable
To collect data to
corroborate the
business case made in
Run Chart
terms.
Data
DEFINE phase.
• What data is relevant to Speaks!
collect ..
• .. to establish the magnitude
of the problem?
• How it shall be collected?
• How it shall be presented?
46. FIND THE “Y” AS IN
Y characterizes the process in a way that the customer cares about
47. MEASURE
S I P O C
Cast the
objective
C O P I S in measurable
y f (x) terms.
Lean Six-Sigma, “y” is simply something
about the process that the customer would
care about
Data
Traditional six-sigma treats “y” as a
measurable characteristic of the process
Speaks!
output
Lean Six-Sigma, “y” can simply be the
number of tickets logged by an IT Helpdesk
in a particular category.
48. MEASURE
CASE-STUDY
Cast the
Background
One wireless company had a objective
17% (170,000 parts per
million) level of rejected
in measurable
terms.
service orders.
There were over 30,000
errors per month, which, at
Data
RUN CHART – Defects per week over a 6
an average cost of USD month window
12.50 to fix (wage cost only),
cost USD 375,000 per
month. Over 50 temporary
workers had been hired to
deal with the 2-month Speaks!
backlog of unfixed errors.
The objective was to cut this
level of rejects in half (9%)
by the end of the year. PARETO – 80% defects from 6
transaction codes
51. The requirements for adding, changing, and deleting data are often
too loose, too tight, or nonexistent, which leads to errors and rejected
transactions that must be corrected manually by people hunched over
computer terminals for 8 hours a day.
52. MEASURE
CASE-STUDY
Cast the
Outcome objective
Programmers took 4 months to in measurable
terms.
implement the solution. The changes
completely eliminated the two top
service-affecting errors, and three of the
four record-affecting changes. It cut total
errors by 77%. This reduction translated
to USD 299,426 per month in savings—
Data
over USD 3 Million per year. Speaks!
Root-cause analysis showed that the top categories could be eliminated by
baking appropriate business rules into IT
53. A significant
BUILD PRODUCT SUSTAIN PRODUCT HowPRODUCT the
RETIRE does
chunk of lean support
projects can helpdesk see
originate in the itself?
maintenance (a.) I am here to
resolve as many
phase of the tickets as fast as
lifecycle possible
Although projects can (b.) Why do these
start in any phase. tickets arise in the 1st
place? I am here to
eliminate tickets for
Creates new Channels Ramps-down
good.
D products S change-requests S usage
Assures fitness Refines and Retires old
T for use D improves product D product
Ramps-up users Assures system
S quickly T integrity T
D Development T Testing S Support Helpdesk
54.
55.
56.
57.
58. ANALYZE
7. Enumeration of Potential ‘X’ 8. Ranking & Prioritization
Statistical Tools Find the
• Pareto Analysis root causes
• Ishikawa
• ANOVA
Group Activities
• Brainstorm
and identify
• Design of Experiments • Sticky-Notes the vital few.
Software
• Excel
• QI Macros for SPC
• Minitab
59. ANALYZE
Find the
root causes
and identify
the vital few.
And all for the want of a horseshoe nail.
60.
61.
62.
63.
64. IMPROVE
9. Define focus ‘X’ 10. Fix ‘X’
Focus on
the vital few
to drive
business
outcomes.
Decide which root causes to focus
on, and how
65.
66.
67.
68. CONTROL is the counterpart of
MEASURE. Measure sizes the problem.
CONTROL shows it has gone away or
diminished as a result of IMPROVE.
71. Senior Manager
Monsanto
Sanjay Bhatikar, PhD Bangalore, INDIA
sanjay.bhatikar@gmail.com
Editor's Notes
Valuestream (depict)Who owns QualityNon S-x-Sigma ViewSilosDeveloper: I own Quality. Measured by Code CoverageTester: I own Quality. Measured by DDESupport: I own Quality. Measured by SLAs.No Silos – Focus on CustomerAll own Quality, which is connect with CustomerBrahma: CreationValue-stream puts new products in the hands of the customerDevelopment: Constructs new productsTesting: Assures that expected functionality is deliveredSupport: Helps new users up the rampVishnu: SustenanceSupport: Channels product improvement opportunities to developmentDevelopment: Implements product improvementTesting: Assures that incremental benefit is deliveredValue-stream produces improvement based on feedbackShiva: DestructionSupport: Stewards products nearing the end of their life-cycle Development: Retires the productMahesh:
Mindset spills-over departmental lines as Functions participate in acts of creation, sustenance and destructionto serve a customer through the lifecycle
.
Here is where Lean differs from traditional six-sigma ..
Here is where Lean differs from traditional six-sigma ..
Right Panel:Credibility! Support the assumptions underlying the business case prepared in DEFINE step. Make sure the data lend credence to the financial justification.