[Yadav]

CAN YOU PROVIDE THE MATRIX OF POTENTIAL VARIBLE FOR TEST

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[Yadav]

Bala,
Can you provide details of your data ???

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[Yadav]

Hi All,
I don’t think it’s possible or advisable to calculate Sigma level of whole organization. I have seen in some cases that organization sigma level is calculated by taking average of  sigma levels of some key  processes which is not a right approach. 

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[Yadav]

Dear Vishal,
First map your key processes ( to begin with, at your control) at micro level. Identify & measure KPIV’s & KPOV’s at each step against specifications for some reasonable sample size. You will come to know current capability of your process. If their is any issue in that, you can initiate project.    
 

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[Yadav]

Dear Ricky,
I am interested in this presentation, please send me the link. Thanks in advance.
 
 
 

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[Yadav]

 Lean Six Sigma is an extremely powerful methodology to improve process efficiency. Only issue is that , in tightly process driven organizations sometimes balance between process improvement and process adherence comes up. Moreover few perosns start focusing reduction on process steps more and in turn process output starts suffering. 

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[Yadav]

Sathiya’s approach is correct. When data fails normality test, individual distribution identification should be applied and then capability analysis can be done for that disctribution.

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[Yadav]

   Hi teja this is ajay from Hyderabad.Iam running 30 seater callcenter .Present project is medicine campaigning.can u helpme to get good project in this area?.particularly iam looking for some medicines like _”phentermine “.if u have good deal we can share .plz feel free to contact on my mobile its 9885731119.
 
                  thanking you’
                  Ajay

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[Yadav]

Sir,
I am interested in form filling work. Plz let me know more details
 
abchandola
 

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[Yadav]

 

Corporate Leadership

Unit Leadership

Project Champions

Black Belts

Master Black Belts

Functional Support Groups

Create and deploy strategy and goals

Establish project selection criteria

Facilitate project selection

Learn and use the Six Sigma methodology and tools

Develop and deliver Six Sigma training

Provide data and aid in data collection

Define boundaries—what’s in and what’s out

Approve projects—ensure linkage to strategy and key needs

Create project charter

Develop and maintain project work plan

Assist in the selection of projects

Provide team members

Communicate purpose and progress

Select Project Champions

Facilitate identification of resources— BB, team, Financial and  functional resources

Provide leadership for the team

Coach and council Black Belts

Support with expertise in the department such as financial value of projects

Provide resources—people, time, and Finance

Provide needed resources and training

Remove barriers

Meet weekly with the Project Champion

Ensure the success of “mission critical” projects

Identify opportunities for Six Sigma projects

Ensure training plan is in place

Review Black Belt and Green Belt projects monthly

Review projects weekly

Communicate support needs to functional groups

Support the efforts of Champions and leadership team

Help with benchmarking

Ensure recognition plan is in place

Establish and use communication process

Verify project deliverables for each phase of DMAIC

Ensure that the right data are collected and properly analyzed

 

Set boundaries (legal, company policy, environmental)

Quarterly review of overall initiative

Review the entire process every 3-6 months

Communicate purpose and progress of projects

Identify and communicate barriers to Champion

 

Provide reality check, diversity of ideas, perspective

Periodic reviews of plant and business initiatives

Establish reward and recognition structure

Approve project closure

Provide monthly updates to Champion and Master Black Belt

 

 

Support initiative with rewards and recognition

Link rewards to performance

Identify next project for the BB/GB

Be responsible for delivering results ($$)

 

 

Publicly celebrate successes

Be accountable for the success of the effort

Celebrate, recognize, and reward BB and team

 

 

 

 

 

Be accountable for project results

 

 

 

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[Yadav]

Debbie,
I am myself a former Employee of GE, have passed the Black Belt exam while I was working with GE. Now, I am employeed with another large Indian IT organization. Our organization is CMMI Level 5 assessed, also have all other major Quality and Security certifications. I am trying to introduce Six Sigma in my organization. I have taken an apporach of Piloting with one Function and then communicating Success Stories across organization. I have following up with the Function Head for more than 3 months now, finally I could get the buy-in from Function Head to run with Pilot. I consider the pre-requisites are management buy-in, setting up Six Sigma office and 100% training of task force. The function head has agreed for training the team members who would be invovled in the 2 Pilot Projects. Lets see how it move from here.
Suggest to train the team members and run with a Six Sigma Pilot Project. Involve the owner for all Tollgate Signoffs and regularly communicate with him on the project progress. Hopefully, he will get convinced and get invovled.
Good luck.
Ajay
 
 
 
 

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[Yadav]

Jeremy,
As is true for any organization-wide initiative, it is true for implementing Six Sigma as well. It is a “CHANGE MANAGEMENT” initiative and the successful way of managing change is get people involved: TRAINING and COMMUNICATION. So start with training and adopt a Top down approach by starting with top management. Once people start talking the common Six Sigma language, most of your issues will be taken care of;  people will start owning the problems and improvement ideas.
Cheers!

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[Yadav]

Dear Caludius, pls share the OEE calculation with me as well.
My email id is [email protected]
Regards,
Ajay

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[Yadav]

Go to         oee.com  OR  oeetoolkit.nl

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[Yadav]

sir !
i want to do training in embedded pro.. this traning course months,be of six months&should commence from july to dec..03
.reply me soon 
my details
ajaysingh
6th sem
lala lajpat rai instt of engg &  tech..moga punjab..

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[Yadav]

Hi!
See. firstly, I am not talking from a clients side, but from a consultants side. The price quotes for liscencing that we have received have gone up to as much as 350000 dollars!!!! Thats ridiculous,to say the least.
All the more when we can use 10 materials, and modify them, adapt them , use our own examples and the make our own training material. Thats possible, isn’t it?
Also, once we become established, we can always give our own Certificate of training. Thats possible too, isn’t it?
 
Do reply,
with warm regards,
Ajay

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[Yadav]

Dear Mike,
It seems like a raw nerve was touched there. Firstly, just because there are guys paying such fees, doesn’t necessarily mean that its the RIGHT price. I mean absolutely no disrespect, but then an organization can only sue if another firm has sold their material. To the best of my knowledge, using anothers altered material for training, doesnt come under copyright infringement.
Also, eventually it is what you deliver. Once Six Sigma acheives its true potential, the fees will come down. So, why should anyone pay? Lets look at the issue from a consultancies point of view. If a consultancy wants to offer six sigma in its basket of offerings, can it do the following:
a) Make its own material from the material of 10 other guys?
b) Offer its own certificates, both of training and of competency? I mean , its not like CMM or COPC or ISO, where you have SEI and COPC as the governing body. Anyone can award such certifications, cant they?
c) Six sigma can always be altered to Six Sigma Bonus or Plus…or something like that.
 
Looking forward to hearing from you…
Ajay

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[Yadav]

Dear Jaran, let me paraphrase my queries.
a) If we make slight tweaks and modify the material, can we train others using that? Legally, will that be copyright infringement?
b) Can we give both the certificates, the certificate of training and the certificate of competence?
c)Could you provide me your email. You could mail me at [email protected]
 
hoping to hear from you soon,
Ajay

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[Yadav]

Dear Mr. Khanna,
Fprgot to leave my id. [email protected].
Thanks and regards
Ajay

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[Yadav]

Dear Mr. Khanna,
Are you from XLRI 1995 batch?? Apologies for bothering you if you are not. If you are then pls can you send us ur mail id for correspondence?
Regards
Ajay Giridharan

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[Author]

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