iSixSigma

Gopi

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Viewing 14 posts - 1 through 14 (of 14 total)
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  • #183613

    Gopi
    Participant

    can you pls share me any sample snowball report ?
     
    Gopi C

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    #170916

    Gopi
    Participant

    Dear Gopinath,
    Can u pls. send me a copy of your papers at [email protected]
    I am presently working for ERP Implementation
    Thanks

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    #170915

    Gopi
    Participant

    Dear Gopinath,
    Can u pls. send me a copy of your papers at [email protected]
    I am presently working for ERP Implementation
    Thanks

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    #143401

    Gopi
    Participant

    Hi,
    I was on vacation for a few weeks and didn’t get to check mail. I’ve sent the paper to everyone who had mailed me about it. Apologies for the late response!
    If you mailed me or posted a request and I’ve missed you out, please do remind me at [email protected]
    cheers,
    Gopi
     

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    #141448

    Gopi
    Participant

    Pl send me your email address.
     
    regards,
    Gopi
     

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    #123486

    Gopi
    Participant

    I agree that matching projects to strategy is very important. Along with that, Champions need to learn how to prioritize and select projects – too many times the focus is on pet themes and top-of-mind issues, whether they are actually the most critical or not.
    Another area of training/orientation that I have found very useful is providing clarity on the role of the Champion – what he/she should do and (perhaps more important!) should not do.
    regards,
    Gopi

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    #123017

    Gopi
    Participant

    Renee,
    Six Sigma and Marketing Research can be extremely complementary – after all they both rely a lot on statistical analysis!
    Marketing Research (MR) focuses more on understanding customers needs/complaints, while Six Sigma (SS) can be used to bring about the process changes required as a response to those needs/complaints.
    You could also use SS tools and techniques to strengthen your MR  I’ve run an entire MR exercise as a SS project, and found that various SS tools helped improve the MR process.
    regards,
    Gopi

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    #123011

    Gopi
    Participant

    While not disagreeing with the other posts on this topic, here’s ny $0.02 worth!
    My view is that there are a number of benefits from having a good project management/tracking system….
    1. tracking projects, which, as mike and bbmole mentioned is no big deal
    2. creating a repository of projects and innovations, so that they can be re-used across the organization — a good system will allow you to search even by type of problem/issue, so that you can find solutions implemented to solve similar problems
    3. smooth workflow for projects — many projects get stuck awaiting approvals/sign-offs, or have incomplete documentation. Using a good system to manage the workflow of the project, with reminder and escalation mechanisms, ensures projects are completed faster and the necessary documents are complete.
    4. training platform — the repository serves as a great library for training new GBs and BBs
    5. Most important, a good system will also have a module for project selection, whereby the top management and champions can identify business issues, prioritize and identify critical areas for projects, and track the benefits from the projects.
    At my company we’ve developed a system that does all the above — and more! We’ve also had the benefit of being a vendor to GE and hence having a peep into how GE manages its Six Sigma efforts.
    If anyone would like any more information on what we’ve done, pl feel free to mail me at: [email protected]
     
     

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    #123003

    Gopi
    Participant

    The Six Sigma consulting practice (based in Chennai) of Satyam Computer Services provides Champion, Black Belt, Green Belt and Yellow Belt training, as well as project facilitation/mentoring services. You can email Hari at [email protected] or call him on 98403-56362.

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    #122397

    Gopi
    Participant

    SAP implementation is primarily to automate business processes. The ASAP (or any other methodology) draws upon two sources for the most part:
    – the existing business processes in the organization (whether manual or partly/fully automated)
    – the “best practices” embedded in SAP
    What Six Sigma is good at is something that ASAP does not do, i.e.,
    –         Linking process goals to overall business goals, measuring performance gaps and thus determining improvements required
    –         Improving the existing business processes before “hardwiring” them thru SAP. Identifying issues/bottlenecks unique to the organization (not generic or industry-wide) and resolving them
    Most of us would accept that the business processes in our organizations can do with an overhaul. What better time to do it than just before (or at the start of) an ERP implementation? This will ensure that the process that is plugged into the system is the best possible one for the organization.
    Six Sigma can also help the SAP implementation/roll-out process be more effective and efficient.  For instance, most ERP implementations don’t have explicit goals (such as “cut procurement cost by x%” or “reduce order-to-cash cycle time by y%”) and hence their effectiveness cannot be measured well. Viewing the entire ERP implementation through a Six Sigma lens helps in many ways, some of which are:
    –         bringing business CTQs (such as the metrics mentioned above) to the forefront and making them the gauges of success
    –         FMEA for risk mitigation (when you’re spending millions of $ on an application,
    –         Kano Analysis, Affinity Diagram and QFD for better understanding of user needs – one of the most significant reasons for delays and cost overruns in any IT project is the lack of understanding between business users and the IT deployment team
    –         Pugh Matrix for evaluating design/configuration options (also very useful to resolve opposing views amongst business users!)
    The approach I have outlined in my paper (for a copy pl mail me at [email protected]) is more focused on the business aspects of an ERP implementation – not the technical aspects that ASAP and other methodologies address well.
    Cheers,
    Gopi

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    #116313

    Gopi
    Participant

    your mail id pl – or mail me at [email protected]
     
    regards,
    Gopi

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    #104736

    Gopi
    Participant

    I have authored a paper on driving process change and ERP implementation through a Six Sigma approach. We have used a DFSS (DMADVR) approach and specific tools to ensure that the business processes are streamlined and the ERP implementation is in line with the business objectives. The approach also helps create a business case justification for the investment, so that the end results can be effectively measured.
    Pl contact me by mail: [email protected] and I’ll be happy to share the paper with you.
    regards,
    Gopi

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    #97370

    Gopi
    Participant

    shriram fuel injection industries limited : hyderabad,balanagar

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    #78904

    Gopi
    Participant

    Hi,
    I’m researching lean six sigma and am really interested in the experiences referred to, particularly with reference:

    project success (and failure) factors
    implementation methodologies
    project governance structures
    Any info would be useful. Pl. mail me at [email protected]
    Thanks!
    Gopi
     

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Viewing 14 posts - 1 through 14 (of 14 total)