iSixSigma

Rhonda

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Viewing 9 posts - 1 through 9 (of 9 total)
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  • #169324

    Rhonda
    Member

    Hi Jen,
    I would be interested in seeing a copy of the presentation as well. Please send it to [email protected].
    Thank you

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    #123906

    Rhonda
    Member

    Annon,
    I am sorry, what does STS stand for?
    Thanks, Rhonda

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    #123761

    Rhonda
    Member

    Thank you Annon!
    Unfortunately, ( I know this sounds bad) but we don’t have a said “independent” quality department.  My business segment is small – about 300 people and I am the only BB with about 32 GB from whom I incorporate from when necessary, but sometimes there are those who never get a project at all.  (My program I am attempting to outline, is for sister segments too.)  We are providing health services and most of our projects are transactional ones.  Each department is required to meet quality measures monthly.    You have given me food for thought, and I will certainly explore your idea.  Thank you!

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    #123758

    Rhonda
    Member

    Thank you for your response.  Who is responsible for ensuring the GB to participate in the 1-2 projects?  In my segment specifically, my GB are the managers — so we expect them to be using the skills.  I have been voluntarily monitoring them myself to complete at  least 1 project per year, however I can’t keep up and coach and do my own projects too.  There has to be a better way to approach this that maybe involves the managers, manager.

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    #112900

    Rhonda
    Member

    Nick,  I completed a project in Dec of last year on employee turnover.  We were very specific that it was “Voluntary” employee turnover that we were trying to reduce – it may help to get clarification on that.  Sounds like you are looking at Voluntary and Involuntary both.  Q: Is Involuntary really important to the customer
    My projects actual objective was to “Reduce the voluntary turnover as measured by annual voluntary terminations from 22% of workforce in 2002 to less than 15% by 12/31/2003 and sustain this level.”
    I actually was able to succeed with this project and further reduced it to 8% in 2004! 
    A couple of pointers.  Age, Race, and Sex had no bearing and HR although they provided this information, they did not want us to report on it.  Since it had no value in our findings, it was fine.  We did find that Location, Supervisor, Function (job), Length of Service, Reason for leaving, Education, Grade, Title, and any Exit Interview information was very helpful.  Unfortunately we did not have Exit interviews for everyone but now require an online one they can fill out privately before they leave.   
    Our data told us that the majority of employees left us before their first year and the next level was just a few before 2 years of service.  That was quite telling.  They were also from two specific job functions which led us to look at job titles next.   Root causes:  We determined that the job descriptions were not clear – therefore were filling positions inaccurately,  some supervisors had some employee/manager issues to name a few.  We ended up doing an employee survey.  The outcome resulted in us going temp to hire on our line staffing, we added some additional reason codes to our profiles for future analyis tracking, revised our job descriptions where it was needed, added in the online exit interview, and implemented some employee programs run by the employee committees to improve employee satisfaction such as recognizing years of service – something we had never done before.  (focused on 1, 2 & increments of 5 years of service) and a few other things I can’t think of without pulling out my report book.  I hope this helps you with your project!  Good luck!
    Rhonda 

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    #112896

    Rhonda
    Member

    Thank you for taking the time to explain this to me.  Yes, I was misunderstanding your comments.
    I have worked as a BB in the health insurance field the last two years improving what you call transactional processes rather than stated manufacturing ones.  Its nice to know I can call it something now!  You have been very helpful! Since Six Sigma is new to my company/industry – we are trying to borrow and mold as many of the concepts of Six Sigma and Lean into our organization as we can — that are applicable.  It has been a challenge when some of the metrics are intangible.
    Today is the first day I have attempted to participate in any discussion so I apologize if I was slow on the go.  You have been very helpful. Thank you again!
    Rhonda

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    #112889

    Rhonda
    Member

    Darth… I am sorry.  It was a typo.  I meant Transactional. 
    And just fyi.. this is not drivel… I really am serious in understanding the difference in Transactional projects vs. Lean or Six Sigma ones.  Any information you can provide would be very appreciated. 
    Rhonda 

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    #112882

    Rhonda
    Member

    Interesting topic since I think “transitional” applies to the type of project  I am working on.  Are the tools or methodologies different with transitional projects vs. Lean or Six Sigma?
    Curious, Rhonda

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    #66773

    Rhonda
    Member

    I work with the Six Sigma Black Belts-GE-all the time. My opinion is that a CQE with well-rounded experience and support can do anything a “certified” GE Black Belt can do. I have run into several projects where savings were questionable or inflated. I definitely agree that the buyer should be ware! Most Six Sigma programs are doing an excellent jobs of selling training.

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Viewing 9 posts - 1 through 9 (of 9 total)