iSixSigma

Trish G

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  • #198765

    Trish G
    Participant

    I would have to reinforce what has already been said, if you don’t understand how the benchmark measure you are using is derived, and subsequently what your company does to impact it, it is a useless measure. It may look nice on a scorecard, but how does it help you improve your business and the customer experience your company delivers?

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    #197660

    Trish G
    Participant

    BTW Xerox is not “done” with Lean Six Sigma. They feel as though it’s embedded in their culture to the extent they no longer need a centralized department dedicated to it. They have green belts and black belts decentralized through out the organization. It is the way they do business now, not a “special program”. That is not a fail for Six Sigma at all. That’s the transformation companies are looking for.

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    #197640

    Trish G
    Participant

    Middle management can be an especially tough nut to crack. They view the whole process improvement thing as just one more thing to do, and if they ignore it long enough, it will go away. One way I have been able to make inroads with this segment is to find just one middle manager that will work with you. Pick an improvement effort that has a higher profile if possible. Then give all of the credit for the success of the improvement to that management and his/her team. If you are seen as a glory hound coming into their shop to tell them how to do their work, you will not get much cooperation. But if the rest of the organization observes a manager getting kudos for an improvement you helped with, there will be a shift in the mindset, and you will actually start getting calls and requests for help. I experience this in my workplace now, and it took a few years to cultivate this, but it works, and all of the good intentions you have relative to removing waste and process improvement will begin to move forward.

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    #197631

    Trish G
    Participant

    What would that look like?

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    #197628

    Trish G
    Participant

    The fact that they are asking for a “10 to 20 minute” demonstration of Six Sigma is indicative of their misunderstanding of what it is. It’s a methodology that often can take six months or longer to apply to a problem. There are some lean tools that have exercises or demonstrations you can use that might take that long if they are insistent on a demonstration. I think this site actually had a theory of constraints example you could use, and there are some batch vs one piece flow demos out on u-tube you might be able to use.

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    #196931

    Trish G
    Participant

    “Hard savings” typically translates to eliminating FTE when it comes to process improvement. I like the IRR suggestion that would consider increased capacity and, subsequently increased revenue as a result of process improvement.

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    #196655

    Trish G
    Participant

    Where is the black belt?

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    #196653

    Trish G
    Participant

    Yes, maybe a little harsh. But…I think I have witnessed too many arbitrary goals being set by members of a senior management team with no understanding of process capabilities and providing no support for what needs to be done to reach that goal, and having their bonus tied to it, so process managers have a gun held to their head to meet the unattainable goal, so they game the data. ..and nothing of worth really gets accomplished. So a key phrase in your post in terms of what makes them “fine” I agree with, but find that to be a bit of fantasy in most corporations with your typical bureaucratic structure. I’m all for break through goals, but the understanding and expectations need to be set up front. The changes in the process can’t magically occur to bring about results.

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    #196648

    Trish G
    Participant

    Setting arbitrary goals is at best useless, at worst, dangerous. Targets need to be set understanding the processes capability of the process of focus. Setting targets beyond the capability of a process is fine, as long as it is understood by all stakeholders and leadership that the process needs to change to achieve it, which most always takes time and resources. So understanding baseline performance is key, in addition, understanding what best in class performance looks like helps to benchmark. So, finding out what your competitors are doing can be helpful as well.

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    #196254

    Trish G
    Participant

    I think you can use it. A defect for a loan would simply be an incorrect output, like any process. Did the application have all the information required and was it correct, or did the customer need an additional contact? Were the underwriting guidelines and algorithms followed correctly to get the correct output? Either booked loan or declination letter? Or did rework occur to correct errors? Not really all that ambiguous.

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    #196252

    Trish G
    Participant

    To clarify. If a customer applies for credit at a bank and does not qualify and receives a declination, this is not a defect of the process, this is how the process is designed.
    The only circumstance where a declination of credit might be a defect is if the process erroneously declined the customer when the customer’s application should have been accepted.

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    #196240

    Trish G
    Participant

    It’s an interesting approach. It appears to me that there is a ton of overlap. At the very least, 2 & 3 directly impact 4 and 1 (the cost control piece anyway). To the extent that measures would be very similar or at least highly related

    To get a handle on our enterprise wide process capabilities, we use a process classification framework, it helps us understand our process portfolio, beyond that we have process leaders and team who are accountable for the effectiveness and efficiency of that process. The process is defined end to end, and those actively managing the process form that team and work collaboratively to improve it. We use a process maturity continuum to gauge each process, and to gauge our process portfolio as a whole. We do prioritize processes using financial impact, customer impact, and risk as criteria. The higher the prioritization, the higher level of maturity is expected, and the more process management resources (BPM Dept.) can be utilized.

    The goals of the organization, including process capability and employee development are aligned and managed balanced scorecard style.
    Best of luck

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    #196223

    Trish G
    Participant

    Just out of curiosity, what are the other 3 components to your “CI strategic alignment model” beyond employee effectiveness and business partner support?

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    #196218

    Trish G
    Participant

    First of all, why are changes being made in the process? If it is to improve efficiency downstream (your business partners), understanding what they need from your process is the first step, the changes are then focused around process improvement to improve the output that your business partners need.
    So let’s use a mortgage processing process as an example, the Underwriting might be receiving applications with numerous errors, forcing them to re-contact the customer. The Originations department might consider a project improvement to decrease errors and omissions. The metric might be % application with errors, and/or number of customers contacted.

    Regarding your associate effectiveness and capabilities metric, I’ll piggy back on John’s post. It probably is a number of measures that would be indicative of a capable and skilled workforce. Turnover, % performing at a “meets requirements of their job”, % receiving training…or the like. You could even develop an index of these measures.

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    #196190

    Trish G
    Participant

    Chris- I’ve been in the services industry for 20+ years, mostly in financial services. Although I will admit metrics are probably not used to the extent they are used in manufacturing, or as easy to establish, but they are definitely used. Transactional processes especially.

    The employee development metric is a little harder to land on, but not impossible. It could be established through one or two questions on an employee sat survey, or through performance plan goal setting.

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    #196186

    Trish G
    Participant

    Why would transactional business support process not be conducive to efficiency measures? How do you…or better yet your internal customers define “making life better”. Do you have service level agreements in place? When do internal customers downstream from these processes need the completed output? Is there a level of quality they are expecting?

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    #195524

    Trish G
    Participant

    The “real pain” in the process is the company you work for only pays lip service to process improvement and has no real commitment, other than wasting your time and energy. I concur that looking for other employment might be a good option

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    #195356

    Trish G
    Participant

    Here is a template

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    #195275

    Trish G
    Participant

    My experience with SPSS has been in a market research capacity, and its my impression that is what the software is designed for, survey results.

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    #195183

    Trish G
    Participant

    I have always found SigmaXL to be useful at a very reasonable price

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    #195179

    Trish G
    Participant

    The other thing you might be able to do if the salary thing is a problem is to calculate how much more capacity is gained by the saved time, so something like “we can process 5 more applications an hour”

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    #194747

    Trish G
    Participant

    So your problem is your customers are not attending their appointments? I know nothing of the business you’re in, but I would suggest you start with fleshing the problem out a little more.

    Given your data, what percentage of the appointments are not being kept? At what frequency? How does this compare with your industry? Is it really a problem, or is the problem isolated to one person and they are complaining?
    Next, what is the nature of the data you have? Is any of it voice of customer, surveys, complaints, or other feedback? If not you need to ask your customers why they are not attending the appointments? Are your wait times out of whack for your industry? Need to begin to determine possible root causes for the no-shows?

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    #194693

    Trish G
    Participant

    If it is used as a working document, i.e. the assigned action items to develop controls for risks that are documented are followed up on, I think it would be a really good tool for SOX control deployment.

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    #194653

    Trish G
    Participant

    So I have to ask…what value do you see in using predictive models to forecast an employee’s future errors? Wouldn’t your time be better spent actually mitigating the errors using poke yoke or the like?

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    #194509

    Trish G
    Participant

    Vahid
    From what I can decipher from your post, it sounds like you have frontline bank employees taking applications or opening accounts and not getting all the required information at the point of customer contact. So the follow up letter is in itself a sign that a defect took place, no defect, no follow up letter required. Mistake proofing tactics would depend on how this information is being taken in the first place. Is it a paper application? Then highlighting in yellow the most often missing information (based on your analysis) will help to mitigate. Is the application electronic? Then add hard edits in the required fields. If they have provided info in the past, the system should be able to populate these fields. The idea would be to not have to send out any follow up information requests.

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    #194454

    Trish G
    Participant

    AJ,
    There are some roadmaps and tool descriptions on this site that will help match tools to phases and deliverables.
    Manage by fact to me simply means using data to make decisions; I am not familiar with it as a stand-alone methodology.
    Lean and Six Sigma are typically used together to address both waste and defects/variation in a process. They complement each other.
    That being said:
    Most organizations have a Black Belt or Mater Black Belt or a Quality expert of some sort available to mentor new Green Belts and guide new implementations. Does your organization have someone like this? If so, involve them, if not, you have a hard road to hoe.
    What sort of training did you receive; did it cover what tools to use in what situations at all? I’m thinking throwing someone in a project with very little training is also precarious. You really need a mentor on your first several projects.

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    #194452

    Trish G
    Participant

    Lean’s focus is more of removing waste in a process, and improving cycle time and capacity. Six Sigma concentrates on improving a process’s effectiveness, mitigating errors and variation of process performance, it also sends an organization down the path of data driven decisions.

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    #194442

    Trish G
    Participant

    Matt,
    A swim lane flow is a process flow with another dimension that distinguishes what area is responsible for the step in the box. If you google swim lane you will see what they look like, if you have five or less departments involved, they are fairly easy to make in Visio

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    #194437

    Trish G
    Participant

    Typically a SIPOC is done in the “Define” phase of a DMAIC process improvement project. It helps with a few things; it gives you a view of the scope of the project, helps to identify who is involved and with whom “voice of customer” data needs to be gathered from, and a starting point for determining what needs to measured (inputs, outputs).

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    #194363

    Trish G
    Participant

    Justin, you mention that the owner and president are behind you. What does that mean? Have they communicated the importance of Lean in their organization to the management staff? Have they aligned any of the plant manager’s goals with it? Or did they just approve your attempt to implement it and send you on your way? If it’s the latter, you are engaged in an act of futility.

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    #194302

    Trish G
    Participant

    Interesting,I’ve never worked in healthcare directly, can you give me an example of where you might use DOE in a hospital setting?

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    #193553

    Trish G
    Participant

    As humans, we are mot really all that good at doing these tasks error free. 100% inspection is a really wasteful practice, although when it is regulatory, I understand why you are doing it
    You have done some analysis around why you think the errors are happening,and they seem to be broad causes, but unless you are willing to address some of the reasons you list constantly. training etc It might be good to do a “deep dive” analysis around what the errors are and do some error proofing.

    Is there any way to have the forms on a system with hard edits? If it has to be manual can you pre-fill the parts that are error prone, and they can use the appropriate pre-filled form? can you highlight those areas?, yellow post it note them?

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    #193551

    Trish G
    Participant

    Chris…I’ll let some of the stat gurus on the site answer thatone for you

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    #193549

    Trish G
    Participant

    Chris, I would use just an I-MR chart for the data

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    #193466

    Trish G
    Participant

    Usually when I’m asked to be involved in a current state analysis, there is some sort of issue surfacing. Leaders don’t typically want you knowing how the sausage is made in their area unless something is going wrong and it’s becoming obvious to the organization, this is where the motivation comes in. If this is the case, an analysis detailing and estimating the future costs of doing nothing can be rather compelling. My goal when I get involved with these types of analysis is to make the business case compelling enough (assuming the problem is significant) that the stakeholder would feel foolish if he/she were to do nothing.

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    #193331

    Trish G
    Participant

    Knew I would get some lively feedback. Thanks all… I also have a hard time understanding why being “data driven” could hinder innovation, and the assertion that being data driven encourages managers to ignore intuition or anomalous data??… that’s quite a leap.

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    #193245

    Trish G
    Participant

    May I ask why are you engaged in Green Belt Certification if you do not do SS projects?

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    #193200

    Trish G
    Participant

    Phew…thanks Mike, I was worried I was going to have people take their shoes off before entering target setting meetings.

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    #193194

    Trish G
    Participant

    Wouldn’t any misuse of statistical methods along with threats and intimidation be “statistical terrorism”, why does it just pertain to Pp and Ppk??

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    #193136

    Trish G
    Participant

    That’s pretty much the template, I work for a credit union so yes this is used with banking procedures

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    #193133

    Trish G
    Participant

    Majid, this is what we use, the questions we use are on the template, so when someone submits a procedure for publishing, we need to know what the purpose of the procedure is, any exeptions, if there are required forms associated with the procedure, the detailed steps, steps associated with a system, the template is filled out and the procedures have standards so there is consistency for all published procedures.

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    #193131

    Trish G
    Participant

    Try again

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    #193130

    Trish G
    Participant

    Katie,
    I keep getting my emails I send to you bounced back, both with the attachment or not.

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    #193124

    Trish G
    Participant

    Hi Majid…Katie is working on it for me..would not upload

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    #193120

    Trish G
    Participant

    hmm…its just a one page work doc

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    #193119

    Trish G
    Participant

    Majid,
    Attached is a template we use when we have process owners documenting a procedure for the first time

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    #192947

    Trish G
    Participant

    Thanks for all the advice. There is no crying in banking. We are implementing Process Management in our organization. We are setting up dashboards that process teams can measure and monitor key measures that affect our customers and our business. We want to be able to monitor over time and detect significant changes; I was taught that control charts are a great way to do this. I am a Wheeler fan as well. I am currently exposing senior managers and process teams on the concept of control charts. They don’t seem to have a problem comprehending it so far.

    My only question was how people might have addressed considerable daily volume and the variation in it. I don’t want to “average” all of the sensitivity out of it. I have had some interesting advice from the string and it’s much appreciated.

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    #192813

    Trish G
    Participant

    Civilization was built on the brewing of beer

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    #192770

    Trish G
    Participant

    Thanks Paul, I have Mini and SigmaXL so I can establish the limits using historical data, and throw them into our BI software for the process team so that they can pick up on any specical cause going forward

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    #192755

    Trish G
    Participant

    Wow, intense discussion. I typically subscribe to Wheeler’s use of using the I Chart. I have in this instance as well. As Steve pointed out, we tend to get some volume so it gets a little thick. Not only will we measure “end to end”, but we do measures cycle times of the contributing units to enable us to pinpoint bottlenecks. The other wrinkle is that we are using a BI software called Tableau. It is very end user friendly, but its not really all that statistical in nature. I’ll be recreating a “control chart” in this environment, another reason I wanted to land on static limits. I think I will continue to use the I chart and let it be a little think on data for now. I appreciate all the discussion

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    #192741

    Trish G
    Participant

    Got it…thanks

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    #192739

    Trish G
    Participant

    Thanks Paul…When I attempt the EWMA chart in Mini its still asking for a subgroup size..how do I get around this…

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    #192736

    Trish G
    Participant

    We have had some efforts that say yield .5 FTE. Since this is not really hard $ savings, I have represented the improvement with an increase in capacity. We are a growing company and so .5 FTE may translate to XX more applications,

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    #192732

    Trish G
    Participant

    @rbutler Robert Thanks for your input

    We struggle with measuring the mortgage process because of all of the variation in it. That variation is often is caused by customer response time paperwork needed etc, to a lesser extent appraisal turnarounds and of course, changes in regulations that occur.

    This is a personal lines process, so we do not write hotels or commercial properties with this process, not even rentals, so the complexity of the process relative to properties are not all that different. Our foot print is mostly local.

    We have one unit of 6 people who originate mortgages over the phone.

    Cycle time is less a concern for new property purchases (the timing is dictated by a number of other things other than the process in these instances) then for refinances which has been the bulk of our volume in recent years. We have rate lock obligations to meet and we sell on the secondary market and cycle time has an affect on the money we make on those sales.

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    #192729

    Trish G
    Participant

    Steve, Darth , Chris et al,

    Thanks for all the feedback. I will look at the variation for the subgroups. The 25% thing using the average subgroup size will be a lot easier. I hadn’t heard that before. I have looked at the individual plots but when you get up to 60 or so a day, it gets to look like a Rorschach ink block test.

    The dashboard is being designed for the people who manage the process and is broken into the different units that will be using it; we also established a pipeline measure so that we can react to volume that will begin to grind into our cycle time measure.

    Thanks guys, you’ve been most helpful.

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    #192304

    Trish G
    Participant

    Robert, thanks for the insight on how it all evolved, and articulating the point about taking the education part of it at face value, and making the experience/success be the focal point, better than I could. The horse has been disposed of.

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    #192301

    Trish G
    Participant

    Gary…I think we are too, and I think we both know that projects used for cert with ASQ could be gamed as well. There is a lot of controversy over the certification thing, I usually let it be.

    As someone ( to Zolton’s point) who has been involved in hiring and cleaning up after other people’s hires, you really need to be good at vetting experience, and often it’s a crap shoot. I do know that if someone has taken a cert test, Villanova, ASQ they have at least understood the concepts; the experience at previous positions should help me determine if they have ever used it and can apply it.
    Anyway…the horese is dead…for now (-:

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    #192297

    Trish G
    Participant

    I’ve had the good fortune to learn from both. Real world experience certainly trumps, but the certification program online or otherwise can help with a broader understanding and fills in some a number of gaps. Not to mention that many employers are looking for these initials now regardless of one’s experience.

    I’ve made the analogy before (and noticed it in this string as well) that the certification programs are good for knowledge, but can never replace experience, much like a MBA or other degree. You wouldn’t put a 25 year old MBA in a leadership position (or at least most wouldn’t). The certification needs to be taken at face value much as a degree would, understanding that it covers a body of knowledge.

    So I guess my beef isn’t with disagreeing with the limitations of any certification vs. experience. Its with the aspersions such as lack of “creditability or rigor” and “false claims” cast to a certification program that is rather comprehensive and many people WHO HAVE ACTUALLY GONE THROUGH IT found to be quite adequate.

    I do understand that there are a number of “certification mills” out there, but I don’t believe that quality colleges are interested in putting their name and reputation on the line to be one of them.

    And yes Gary, I’m sure those 6 years make all the difference; however George and many of the other members of the facility I encountered were experienced and credentialed and clearly understood what they were talking about.

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    #190975

    Trish G
    Participant

    The certification issue is, and has been, a source of controversy in this forum for sometime. You will find that Stan will abruptly dismiss any and all training offered by anyone, except on the job mentorship provide by him I presume.

    I do understand his concerns. There is currently no governing body overseeing content of material and eligibility for certification, and any entity can offer one. ASQ has established themselves as a de facto authority on LSS certification, and many businesses look see them as such.

    There are also a fair number of colleges offering education and certification. I have been working with process improvement in some form or fashion for 15 years now I’ve been through in Villanova’s classes and certification in the past year and found the material to be comprehensive and the instructor to be very attentive. I felt it was very worthwhile as I gained some knowledge of a few tools and approaches I had not used or were familiar with. I’m guessing any college with an above average reputation will offer a decent quality certification program to maintain that reputation. I think it is worth the time and money spent for those of us who will not get a chance to work with Stan.

    That being said, just as a 20 something just out of grad school is not qualified to be a C level executive or even a middle manager, a LSS certification does not qualify someone to run process improvement projects. Just like an MBA, it lays a solid foundation of knowledge to begin the long arduous task of gaining experience. If employers are looking for certifications from ASQ or elsewhere, they also need to be able to substantiate experience from a prospective employee or they may find themselves with a quality leader who can not perform at that level.

    There! I’ve said my peace regarding LSS education and certification. I’m done….

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    #190913

    Trish G
    Participant

    Great…I will give that a try, thanks much

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    #190906

    Trish G
    Participant

    Thanks , i was also looking at the Lognormal distribution..any thoughts on that one

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    #190292

    Trish G
    Participant

    Actually if you are interested in the field, I do recommend going through Villanova’s belt classes. They are very compressive and I found the mentor/prof to be very attentive. However, I compare it to a 20 something getting an MBA, you wouldn’t expect that person to come out and run a company, or to do it very well. There is no governing body for certification, so those hiring need to make sure that someone with a “certification” from anywhere, have the experience to go along with it, it takes some good interviewing skills to find out what projects that person has run and how experience they are. As for certifications from companies they work fpr….I have found a good many of those really don’t have the level of knowledge expected either. At least Villanova has enough comprehensive material to give someone a really good foundation…again like a degree would.

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    #189969

    Trish G
    Participant

    Might be helpful to understand what the “limitations” are. Does your company not embrace Six Sigma because they feel the company is too small? Then just call it “problem solving”, can’t imagine they would be opposed to that. If the limitations are referring to your position in HR, then I might ask leadership if the recruiting, employee retention, recognition, training…etc results are optimum in their eyes…if not what are the gaps to optimum….and then develop some “problem solving” ideas. Hope it helps.

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    #189915

    Trish G
    Participant

    Sensei…it does, I had thought about Little’s Law early on…one of my concerns is the variation fo transaction time for customers .but I could look at the data around that to see how much variation there really is…thanks much

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    #59547

    Trish G
    Participant

    James,
    I have found the following link very helpful
    http://www.math.vu.nl/~koole/ccmath/ErlangC/

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    #60977

    Trish G
    Participant

    Thank you to Lorax and Brit….both of your comments/recommendations are currently in place or are being implemented at my institution, so this is good news.   I appreciate the feedback.
      

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    #60966

    Trish G
    Participant

    Lorax, thank you.  I am at my 18 month mark as a Black Belt and have been presented with a unique opportunity.  I plan to combine my Black Belt experience with my new APN skills/knowledge, so was hoping that there may be another APN who has experienced a similar situation.  There is no one in my organization with the same credentials, so I’m trying to learn how to best use both to my/my employer’s best interest. 
    I agree with your assessement of the BB role and it will prove invaluable in my new role.  I have a whole new way of looking at processes/data that I did not have before.

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    #127774

    Trish G
    Participant

    TRIZ & Service – 40 Inventive Principles with Applications in Service Operations Management – by Jun Zhang, Kah-Hin Chai, Kay-Chuan Tan
    You may refer the abovementioned article at
    http://www.triz-journal.com/archives/2003/09/index.htm
     

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    #63057

    Trish G
    Participant

    I thought that Six Sigma for Software Development by Tayntor was good.

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    #89380

    Trish G
    Participant

    Hi Girish,
    There are many areas in Sales and Marketing that warrant Six Sigma projects.  On this web site if you search by project selections you will find some good ideas.  Some that I found were: focusing on time to market, reducing the time to enter sales orders, order accuracy, order processing times, forecast versus actual dollars, improving the cycle time of the entire sales order to cash process, increasing repeat orders/customers, marketings projected product life versus actual, etc.
    Hope this helps

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    #88936

    Trish G
    Participant

    Dharam,
    Six Sigma is applicable to any business, including construction. It involves two methodologies: DMAIC and DFSS. DMAIC helps you improve existing products and services (any process your business performs). DFSS is Design for Six Sigma and involves the first-time generation new products and services that meet customer expectations with zero defects.
    Try reading more about both of these methodologies under the “Methdologies” area on the left hand navigation. You may want to consider signing up for a class or buying a book on the topic also, since it’s impossible to learn Six Sigma on a discussion forum as this one. This, however, is a great place to share thoughts and ideas once you’ve started your education.
    Good luck,
    Trish

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    #84466

    Trish G
    Participant

    You could develop this pretty easily. Talk to your IT group or hire a programmer from outside your organization to do it in JSP or ASP. It is relatively straightforward provided you have all your CTQs documented.

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    #81803

    Trish G
    Participant

    Ciara,
    Try looking at the Six Sigma Q&A (it’s like a FAQ of most asked questions). In the Who section, you’ll find a list. There’s a link in the upper left hand corner of this page.
    Trish

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    #75356

    Trish G
    Participant

    If you think that it’s just the label of “BB” or “MBB” that is preventing you from landing your ideal job, then by all means you should get it. It sounds like you have plenty of great experience and skills in the area already, so a certification won’t be much trouble for you. ASQ would probably do fine since it’s nationally recognized and one of the most inexpensive alternatives. Good luck! :)

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    #73955

    Trish G
    Participant

    yes please…..I would love a copy.
    [email protected]
    Many thanks

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