[indresh]

Pls send the ppt file at [email protected]
Thanks in advance
rgds

0

[indresh]

me as well at [email protected]
thanks
rgds

0

[indresh]

as the name suggest outliers are far and few. as suggested by the experts to remove even a single outlier you need to investigate as to how much effect it does have on the remaining data. i cant sight a rule of thum, it depends how large is your data and how many outliers you may safely remove post investigating causes (special causes only). a cause from process if leads to outlier removing it might lead to wrong analysis and missing out some vital information

0

[indresh]

Pls send the same in soft copy format at [email protected]
rgds
Indresh

0

[indresh]

have done a project in revenue enhancement by developing new measurement system in match box distribution
pls write to me with details on what kind of organization are you with and what are you looking at
my email id is [email protected]
rgds

0

[indresh]

yes and no both
yes : as a rigor, problem solving structured methodology, as a change management tool it will
no : six sigma as a rigor provides a linear way of thinking, creativity, innovation, breakthrough ideas often get generated by other methodologies. (mckinsey says MECE – quite similar to six sigma rigor, TRIZ, ASIT, USIT and the likes) etc shall get merged with six sigma, to generate better solutions. If one says an organization is purely implementing only six sigma, probably no.
just few thoughts….open for debate/clarifications
rgds

0

[indresh]

Hi,
SME’s only ? or any corporate would do
– Bharti Airtel Limited
– HDFC bank limited
– TATA Steel
– Reliance energy & petroleum
– IDEA cellular
– ITC Hotels
– Reliance infocomm is starting with six sigma initiative
– TATA teleservices already has a year ago
Hope this suffice
rgds
Indresh

0

[indresh]

Hi,
 
If i correctly understand, the problem is not employee attrition but how to prevent data going out to competitors.
As suggested by QC, you may look at code of conduct which are general guidelines, signed off by each employee on data security as their responsibility
However you may even drill down to find out who all departments maintain customer sensitive data (even rate the senstivity to prioritise)
Further you would be able to get down to which all process use which all data and which all systems have access to this vital data. Hope this will give you inputs to implement data security measures from IT, from people (policy) etc point of view.
Also keep track of any outsourced party handling critical data
hope this helps
rgds
indresh

0

[indresh]

Hi,
Management would be needing a solid business case to cut the shift timings as it will boil down to adding few more resources which comes at a cost.
If you can provide a detailed analysis, and validate that probability of an error by agent increases beyond 7.5 hrs, or call quality decreases, or AHT increases, or wrong registration increases or any of the other factors, which can be linked with productivity, repeat calls, customer dissatisfaction increase thereby causing a financial impact, it would be considered viable.
The cost benefit analysis should yield positive results of reducing number of shift hours to 7.5 and adding more agents, than continuing with the same number of shift hours and taking a toll in one of the factors highlighted above.
hope this helps
rgds
Indresh

0

[indresh]

To further Sandor with example to give you more clarity
Y=f(x)
Use Anova when Y is dicrete and X is continuous data. If you wanna find if there is any difference that exist between time taken to deliver (continuous) between three different couriers (discrete)
Use regression when both Y and X are continuous. Read Sandors model 3 and 1. Example : weight is dependent on age, time taken to deliver courier is dependent on distance etc
Hope this helps
Indresh

0

[indresh]

Great detailing from Answer rate
Parallely figure out these quick ones
– most of the calls belong to which category – query, complaint or requests – this shall be industry specific, am sure such categorization is available for your industry as well. Can few of them be routed to self care options, which can be IVR, SMS based, Web Based solutions to cut down the calls. At the end of it pareto principle holds valid, pick the top ones and see any one can be routed giving ease, faster resolution to customer
– convergence as highighted by answer rate is critical to look into. How many screens an agent refers too, which one most often, in case multiple can we converge them into one.
– drilled down agent analysis as well comes handy. Higher tenure agents take less time to resolve (hypothesis), rostering plans etc can accordingly be changed for high volume hours.
– BASIC data should be right, the volume that you are currently seeing , is it actual, or it includes repeat attempts by customer as well. MSA is very critical, if possible get data of calls at each point before it reached the agent. Answer rate very rightly pointed to systems, hardware, software, medium, etc which effects call transfer etc.
Hope this helps!
 

0

[indresh]

Chi square

0

[indresh]

Chi square

0

[indresh]

Chi

0

[indresh]

hi amit,
 
The forum is meant for sharing and understanding concepts related to six sigma and related process improvement methodologies, and not for facilitating somebody clear some certification exam
rgds
indresh
and moreover if you can’t answer the questions mentioned, then its better to go through a basic six sigma GB training again.

0

[indresh]

certainly a big one !
anyways i have worked on the same in one of my assignments
you may like to get the various independent variables ready…..probably start with brainstorming
Turnover is dependent on = age on board, employee rating, his rating on esat survey, basic salary, number of days he was trained, his performance in last quarter, leaves taken, sex, department, grade, incremental increase in salary as told for next job, migratory or a non migratory source and the list goes on
To add personality factors you may like to include factors like His need for achievement rating, need for power rating, his rating for his immediate supervisor, and rating on organization policies etc etc.
You would be able to come up with few of these factors which influences decision to leave
Check out few empirical research findings at paid sites like academy of management etc
rgds
 
 

0

[indresh]

A null hypothesis (H0) is a stated assumption that there is no difference in parameters (mean, variance, DPMO) for two or more populations.
Classic definition from this site itself
i hope this makes things clear
in cases where we wanna find out if there exist an relation between y and x , null would be no there does not hence less the p value we take that relationship exists. similarily if we are to find out is there any difference between these two populations etc null is that there is no difference and higher the p value higher the probability that there actually exist no relation or chances of there existing a relation is less.
hope this helps
rgds
 

0

[indresh]

Yes we would like to proceed with normal data and null hypothesis shall be that the data is normal
So whats the issue, did’nt quite get what you mean by your statement
 

0

[indresh]

Always remember this
When P is high Null Should Fly
In normality test Null Hypothesis is that the data is normal
High p value we accept Null hypothesis
rgds

0

[indresh]

hi
my two cents on this
– get voice of all customers involved in both the processes, take two as separate ones, customers shall be management and workers etc
– get their expectations on these two processes and do a QFD to get the right CTQ’s
am sure once you have done this right management shall buy that in immediately
involve some of the key people. use some CAP tools like ARMI etc to identify people
opportunities etc shall be calculated only based on your data, target and current performance ….so CTQ’s first
you may post those CTQ’s etc on this forum again for suggesting future course of action
else you mail me at [email protected]
best !

0

[indresh]

hi
kindly send the DFSS map to me as well
[email protected]
 
thanks
rgds
indresh

0

[indresh]

eric
do send across the details on customer value at
[email protected]
thanks in advance
rdgs
indresh

0

[indresh]

you may even run a correlation matrix for all parameters on raw data of customer rating to identify the linkage on top key parameters of other parameters
lets say loyalty correlation on other process parameters etc
check out some researh papers in psychology to get a better understanding on tools and techniques
rgds
indresh
am not sure how  logistic regression can be used which is a discrete output to a continuous input (a customer rating cannot be a continuous data). pradeep please throw some light on it
 

0

[indresh]

few of them are
– Bharti Airtel Limited
– ICICI
– TELCO
– Reliance
– Essar steel
– Hindustan times
– TCS
– WIPRO
Few MNC’s with indian operations include GE, Siemens, LG, Samsung, Goodyear, American express, almost all good BPO’s
rgds
 

0

[indresh]

to do a six sigma project one needs to have quite a lot of knowledge of statistical tools and techniques for analysis and also the six sigma rigor
doing a project in attrition calls for several things
– what does the management expect out of that, is it a top level overview of reasons for leaving or you wanna do thorough analysis and come out with predictability model for employee attrition ?
– data validity and flexibility given by management – to what level of data sharing they are ready to do with you and what kind of flexibility they are ready to provide to you in terms of data collection and checking the validity of the same.
– in attrition what is the measurable that management is focussing on and how serious they are in using the learnings of the project. as an advocate of six sigma i put this across very seriously to my management that they should make this a serious business
you may write me at [email protected] . i would be able to share across a predictability model we are developing in voluntary attrition
rgds
indresh

0

[indresh]

hi darth
 
i need some help regarding some specific sets of analysis which i have seen being used in humanistic research
mind devoting some time
write me at [email protected]
thanks
rgds
 

0

[indresh]

yes sure
sample data format is as follows
name of customer
parameter 1                      rating on 1-5
parameter 2
parameter 3
few of the top parameters are related to overall loyalty and satisfaction etc
and subsequently there are 42 process related questions
can we someway find the effect of rating on any process to any of the output parameter
rgds
 

0

[indresh]

hi
taking this forward i wanted to also know what kind of tools etc we can use for analysis oif such data
i have a data of responses on 1-5 on 42 questions from 1500 people
these questions reflect various parameters of cstomer service
thanks
 

0

[indresh]

need more details on what exactly you wanna study in attrition
you may wish to provide details at [email protected] or [email protected]
rgds
indresh

0

[indresh]

hi
being from service industry have dealt with this
try using following which helps bring in the culture
– align KRA’s with customer impact
– define measurables to get the voice of customer. number of complaints, call quality, customer survey etc are scattered data, bring it together. Calculate if possible price of non conformance. example complaints calls result in repeat calls and customer churn (get data on it)
– once these are all converted into financial buy in is more
– initiate process improvement champions within departments, they are those who are trained on basic stuff like FMEA and root cause analysis etc. this helps
– R&R of course but make sure its on long term sustenance else it becomes a short term motivation
– rope in HoD’s or managers and above through projects, even if one closes rest follows
for further help feel free to get in touch
rgds
indresh

0

[indresh]

– predictive model in employee turnover
– reducing personnel expenses (cost of recruitment)
– reduce time for recruitment for critical jobs
– enhancing ESAT (gallup score Q12, GWM)
these were few impact projects
hope this helps
rgds
indresh

0

[indresh]

hi
doing an mba and doing six sigma don’t have a correlation
six sigma is a method of statistically analyzing the problem and help management take better decisions
your choice on specialization can be any, over a period of time you may attend a six sigma training and initiate process improvement projects in whichever field you are in
hope it helps
rgds
 

0

[indresh]

hi shaleen
this version control is on process documentation version control ?
please elaborate
rgds
 

0

[indresh]

hi !
several reasons
– the six sigma project was not provided with support (that can be in any form, be it management support, infra, money or people) and hence the solutions proposed and implemented were not the same or were not implemented in the manner expected to be
– controls established were weak. this reason i would say is critical. either controls are not taken looked into by the operator, process owners, special causes ignored which effect the capability, any change in environment when shows on the control chart is not looked into etc
– innovation and mistake proofing not done – most of the six sigma projects especially in service industry also suffer from non usage of innovation and mistake proofing. since most of the processes are carried out by people than by machines, sustaining of solutions become difficult.
– people leaving and lack of knowledge management.

0

[indresh]

Do you go to office each day, ok lets assume that office time is 9:30 and you reach on one day at 9:40, 9:20 etc etc.
No this shows that there is a process variation that means that you were not able to reach the office exactly day after day at 9:30 sharp.
If you plot all these points on a graph over a period of time you will have a normal data, that means some of the time you have reached bit late and some time early though the average would be around 9:30. assuming no major delays takes place due to any external factors etc.
now if you boss says that no coming before 9:15 and not after 9:50, hence you will identify in all days that you have come how many were beyond 9:50 (defects as per boss) as well before 9:15 (defects as per boss)
with this current data lets assume your average was 9:30 and variation was 5 minutes. hence at 1 sigma you would be take all the time that you have come between 9:25 and 9:35, at 2 sigma at 9:20 and 9:40 and so on. but this shows that at 3 sigma you touch your customer limits hence you are able to put in only 3 standard deviations between mean and customer specifications.
now when the process is at 6 sigma you are able to fit in 6 standard deviations. at 7 sigma 7 and so on. when you take 100 points you will get only 0.00034 points beyond customer specifications limits when the process of your coming to office is at 6 sigma. on 1 million it becomes 3.4. anything beyond 6 this 3.4 goes in decimals hence we take 6 which is 99.99966% error free closest to zero error, but you may take it forward and have 7 sigma process which will have 1 defect in a billion opportunities and so on and so forth.
hope this helps
rgds
 

0

[indresh]

hmmm well of course there is no harm
sampling is done to have the same findings coming out with approx the same accuracy as the entire data would have churned out but in less time and in the most cost effective manner
when you take the entire data it might so happen that handling becomes difficult due to some constraint in the data anaylsis software etc that you are using
rgds

0

[indresh]

vikram,
this happens and its perfectly norma
all the more why it happens is due to the fact that certain obvious things generally get neglected by process owners and once you start highlighting those things they become sensitive and start improving rather controlling their processes. Its detection which has increased and has brought in the results
would suggest do an extensive FMEA and see if all controls are working and are present as well. only then you will be able to sustain the improvements
further to this over a period of time when it stabalises at certain level of capability you can use six sigma tools to further enhance it and you shall realise more data oriented tools will be required after a certain level of capability
rgds
 

0

[indresh]

venkat,
at a forum like this lets talk about data and in case some valid studies have been done to show if the interventions mentioned by you really control attrition
have seen many HR folks use interventions with “Cool” names but with extremely short life span before they become history.
there are few HR six sigma gurus who are working on predictability models for employee attrition with as large as 54 factors to bring credibility of HR and your generalistic statements shall only harm their efforts
rgds
 

0

[indresh]

dana,
would be obliged if you can send across the template and details of the dot game
 
rgds

0

[indresh]

kkndhz,
seeing you example one sever is stable but has sigma value at 0.5 and other is unstable at 4, there are too many inbuilt process variations in first and there are some special causes occuring in server 2.
with all people replying they have hinted to the fact that see if we can remove these special causes. well for the customer if these special causes occur with so low a frequency as to have a capability of 4 sigma then customer obviously choose the server 2, subject to criticality of defect.
just check if you have enough data points else collect longer period data and try sub grouping to gain and analyse stability ?

0

[indresh]

metrics if don’t exist need to be designed, BTDT gave a small but valuable example as to how to make the management pause and understand that there needs to be structured methodology for improvement or achieving business goals
my suggestion get the bosses come out with some vital metrics which measure costs in business and then start working on the critical ones identified
rgds

0

[indresh]

you got it wrong buddy, seem to be a diciple of mike are you ??? ;-)
cheers

0

[indresh]

mike carnell.
you sound as if prior to six sigma people were as idiot and blindfolded as you are now. they never felt the need of experience to take their decision on
you can’t tell upfront to anybody who is new to six sigma that his experience holds no importance, i hope you are not teaching anywhere. anyways i do take your point and have also written the same that one should have some mesaurables for which one should collect data and then proceed since data only can give validity to your assumption and thereby increase your chances of not making an error
hope you don’t collect data in your personal life ?????, just a thought and advice to share with you
enjoy
cheers
 

0

[indresh]

dear prashanth
yes surely you can do, in fact experience counts
but when you follow a Six Sigma rigor, its improvement methodology based on data and root causes identified based on valid set of figures. this shall be aiming it correctly and shooting the arrow to have almost surity that it will hit the bull’s eye
your gut feel may or may not be the exact solution.
if you have undergone the training (even basics of Six Sigma) then you must be knowing ” everything can be measured, and till we measure we can’t improve”. do a QFD to link your output to measurable inputs and then collect data
and still if you have the same question, i suggest undergo the six sigma training once again …………no pun intended
rgds

0

[indresh]

can you provide in detail what exactly are you trying to achieve
mail at [email protected]
rgds

0

[indresh]

not able to view the same
please send the same at [email protected]
thanks

0

[indresh]

i too agree with Joe
but would like to make a point here, the parameters which the customer uses to answer questions in CSI surveys needs to be linked with the internal measures not necessarily the audit measures that we do internally on our call centre.
giving you an example
– we ask customer rate us on scale of 1-5 (poor to excellent) on ease of getting through our call centre
using the DMAIC rigor lead to first have all internal measures which impact this process (customer call – call coming to IVR- call routing to agent level etc)
internal measure included switch congestion, IVR ports availability and workstations availability based on call volumes during peak and non pak hours
hence these internal parameters with data lead to root causes and reaching optimum solution.
so both your queries i suppose have been answered as to relation between CSat and internal scores and if we can use DMAIC
rgds,
do write to me at [email protected] for further clarifications if need be

0

[indresh]

% defective on sample size has automatically converted into per 100
i would suggest data collected (% defective) for substantial period of time shall be fine in terms of analyzing and displaying corelations and trends to root causes
hope this helps
 

0

[indresh]

hi anshika,
do forward your email id if possible, i think we can share our learning and as well learn more in the process
others most welcome to write in at [email protected]
rgds

0

[indresh]

have a query might be trivial
percentage is a discrete data then why use T-test
can’t we use chi sqaure to know if there is commonality between the standard and the sample in question ????
rgds,

0

[indresh]

hi !
adding my two cents
– start with the business objectives – be in increase in brand, enhance retail network, enhance deposits, enhance customer satisfaction, enhance profitability
– link these with the critical output measures that we have and further link to processes and sub processes
– give appropriate weightage and status as is (this shall ensure gap identification)
These steps are for buy in from top management. Create if possible shareholder scorcards (typical CAP tool)
– six sigma awareness session module shall start next for these top guys, as to how shall six sigma ensure meeting all these objectives, this shall help getting a buy in
– provide the improvements in financial terms, savings, profits, etc etc
– then get resources (1 BB per 100 employees – example)
– get them trained (or train them if you can)
– conduct awareness session for all employees, and initiate first the lean tools to the front end customer facing guys, for providing quick fixes of daily activities.
– initiate GB training for top guys and bring it link it to the front end guys
hope this helps

0

[indresh]

do the following
– write down the process step in detailed (include) all the activities that you are doing at every step
– number the steps
– do a time and motion study, which step is taking how much time, if possible measure it as accurate as possible
– highlight steps as VA (value adding) these are those for which the customer to the output of the process is paying you for
– Highlight Steps as NVA(non value adding) they are just adding on to the delay and cause error or other waste (resource etc)
– Highlight steps as VE (they enable you to achieve the output (internal processing etc is VE)
now you have a ready action platform, think about removing steps which are NVA, automate VE and shrink the process keeping in mind the output
– do an analysis of defect causing steps and find why defects are coming (as 5 times why and you shall know the cause)
these are specific lean sigma techniques very powerful to initiate process improvements and generate lots of quick wins
hope this helps else contact at [email protected]

0

[indresh]

only one point to be added here
– don’t pick up the GB project on output
pick up one or two inputs which contributes to the output. that should automatically defines the scope appropriately
rgds,

0

[indresh]

hi!
actually i helped students of my alma mater SIBM (now a deemed university) to initiate six sigma projects s part of the six sigma club (eventually to be incorporated as mandatory certification for first year).
they started out management objective as VOC with following objectives
– to create a good brand
– to have profitability
further drill down came out with several inputs which goes in for good brand like
– faculty to student ratio
– placements (being a management college)
– number of companies to students ratio
– computer to student ratio
– number of international journals to student ratio etc etc
similarly for the other objective
then second drill down got automatically linked to various processes which goes in the college. cost effectiveness came in drill down on profitability
projects were taken on those
hope this helps
rgds,
since i was a mentor and then shifted to kolkata, i am not sure how far have they implemented the same
 

0

[indresh]

send me your email id and i shall send you one template (sample of one of the project done )
just need to follow the template flow and enter data
rgds,
[email protected]

0

[indresh]

let me give you specific inputs than talking like a typical consultant
– we use standardised gallup GWM and Q 12, you may also list down some inputs which govern employee sat, example : job profile, laid down processes and clarity of what needs to be done, salary, good manager (mentors, leaders, etc), good culture (openness etc), ethical brand of organisation, development path laid down, friendly HR policies etc etc etc.
– if you don’t have standardised questionnaire which have construct and content validity, then easiest one is to get the inputs through brainstorming among key top management people, rank them in priority, then construct the questionnaire with each parameters being measured by atleast 3 questions
– pilot test it on sample and see if the data collected indicates the same ranking as being given by top management, if yes, you are measuring what needs to be measured. (top management of course is a part of the population), if you can manage brainstorming from randomly selecting people across departments across levels nothing like it
– once you have established validity of the questionnaire get it filled by all
– data then needs to be analysed across departments, across levels for all parameters which effect employee sat, action points might straight be derived from indicators or one level drill down might be required
feel free to contact me on [email protected] in case of any clarifications
hope this helps

0

[indresh]

answer to your question number 1 is documented standardised process
second : let me get back to you on that
not able to send mail to your personal id from my official one
please mail it to salu[email protected]
thanks

0

[indresh]

hey just a request,
do you have some kind of question bank from ASQ etc for preparation, can that be mailed as soft copy etc.
i would like to attempt and see where i stand, though recently cleared certification of my organisation besides hands on exp of mentoring more than 60 projects (GB, YB, BB combined)
would really appreciate that
rgds,

0

[indresh]

4 is B
i would like to know how did you arrived at D in question 2
i think its C, even at six sigma you still have probability of .00034 for defect to come in, the opportunity is still there
please elaborate if am wrong
 

0

[indresh]

i think with discussions going personal the question initiated got somehow lost
i too am new and would really like to have a simple explanation from all you experts
we set +-3 sigma as control limits, what if we set it at 6 sigma levels ?
is it just to have more breathing space than before….i presume yes, then why not anything less than 3 ?

0

[indresh]

well i think you have mistakingly taking this site as a job search site.
anyways you may get in touch with me at 9831049589, am a six sigma black belt working with Bharti currently based out of kolkata
rgds,
indresh

0

[indresh]

few learnings from similar projects, validate them and provide quick fixes, close the project in 45 days but can further improve on constant basis
– average call handling time of the agent is the output Y. check for the maximum call handling time for query, complaint or request calls
– check for these respective inputs like – call handling time = call answering time+hold time+wrap up time, see the contributor
– hold time can be reduced by providing several information on one screen (front end) or a URL which can be referred to. also enhance decision power of agents (especially to reduce time taking approvals etc), specific inputs through training on certain process after listening to few long duration calls
the entire data can be collected for the last one month to arrive at improvements
We always reduce call handling time for our sake (reduce operating expenses by enhancing productivity) but make sure what the customer wants (resolution), hence agents should not become time sensitive but customer sensitive
regards,

0

[indresh]

my two cents on the same
ISO standards provide detailing every minute aspect of a work flow, if done properly and adhered to strictly it produces quality output as far as standardisation is concerned. The process output requirements are validated by the customer but not frequently updated, so is not able to meet requirements of the customer over a period of time, if output of the process as documented is not changed as per the change in requirements. Most companies uses ISO standards for documenting processes and using them for reference and audits but not validating the deliverables with the customer.
Whereas Six Sigma starts with the customer and provides much dynamic process improvement methodology. The process capability is calculated by finding the Gap between deliverables and customer requirements and calling them defects. Six sigma methodology utilises statistical ways to provide indications to areas in the process which are contributing to maximum variation.
Proactive organisations are utilising the detailing of process being done by ISO and capturing voice of customer for each and every step (as done in six sigma method) which has an impact on the final deliverables of the process and constantly validate the same to identify the gaps and improve continuously.
hope this helps further
rgds,
 

0

[indresh]

if we treat the entire assembly line 1 (manufacturing front seats) as single process with RTY =F (assume its 80%)
similrailry for the rear one RTY as =R (assume its 75%)
total shall be .75*.80= .60=60%
but if we wanna compare the RTY for these assembly lines then normalisation is required for each process taking number of steps into considerations
hope this helps

0

[indresh]

yes its fine if you are ok with 95% as target in case your historical mean is absent. ensure data is normal
thanks
 

0

[indresh]

a few examples
– effectiveness of retail communication
– enhance retailer loyalty
– call to conversion ration (specific to product) of the sales people
now these are all inputs which effect sales. these are projects which have been closed in my organisation. need further details contact me on [email protected] and also mention what product you sell and what is the channel (retail, franchisee, mass distribution, direct etc.)
several other projects were done for primary and secondary sales tracking and pushing the product enhancing sales
rgds,

0

[indresh]

my two cents on that
lets take a broader view. the same was implemented for my organisation and has shown result
three perspectives of sales happening (we are working through channel and not directly where things as suggested by bharat holds true as inputs
– channel loyalty index (how many of retailers when visited by mystery consumer) told your product as TOM (top of mind). to a shock this was the biggest Gap between high TOM and ITP scores(of product) and sales not happening
– channel visibility : for various kinds of retailers visibility was defined and simple audit done on presence absent of mandatory requirements as (glow sign board, atleast one product poster etc). this was good control as marketing department ensured they service all touch points
– channel awareness : again survey with basic questions on product got the score
this gives an overall idea who is at fault (sales people) or marketing
all inputs in terms of sales people soft skills, their relationship builiding, their regular visits etc improved automatically
these output parameters became KRA of individuals
sales pre and post clearly showed increase converted into $.
thanks
 
for further clarifications contact [email protected]

0

[indresh]

if i may add my two cents to the discussion
– generally asking you all, what shall make you leave or let me put in another way, what shall make you not leave your current company.
i am doing an empirical research on employee attrition in the first two years of any newly set up organisation and have taken the following factors
you may check the validity and let me know if they fit in your area of operations
– the score of an individual on need for achievement (thematic apperception tests)
– the style of manager on GRID
– the ease of entry into the market by the organisation
– migratory work force or local
 
all these factors are being studied for their effect on performance rating of the individual quarterly and tenure with the company
 
these individuals are those who have left the company within two years of set up( methodology is to contact each individual who has left and administer the standardised tests )
these factors if you look at are independent of level,. grade etc hence takes care of the analysis at a broader level
for sure they shall be linked to the recruitment strategy for newly set up company
 
rgds,
feel free to put in your comments and feedback to me directly at [email protected]

0

[indresh]

mike,
thanks, shall for sure burn my hands on it.
though we don’t have a 360 degree kinda review mechanism but can say that its 270 degrees (new thing i HR :-)), where the employee puts across his rating, thgen discuss the same with his boss (appraiser) and then they both sit with the boss’s boss (reviewer). As you correctly said untrained people getting involved will skew the data, and the irony is that most of the organisations decide the future of their employees on this.
needed a suggestion from you side, i am carrying out a research to find the linkage between the
– managerial style (blake and muton) of boss
– need for achievement scores of employee (TAT scores)
– migratory nature of workforce (yes or no)
– ease of competition faced by the organtisation (high medium low)
 
on  employee performance rating and his tenure with newly set up business units (service sctor) in india.
Measurement systems chosen are few psychological tests, do you think they are good enough as they too are reliable but lack validity.??
your view points
if need be mail me at [email protected] as i feel that there i have lots to learn
thanks
rgds,

0

[indresh]

dear mike,
i don’t think that i got what you meant to say, please elaborate
measurement system can be anything which gives the same result on the same sample if measured again and again : absolute layman’s language, open to your expert comments
gallup survey provides information on the areas where most of the employees have rated the organisation low. these indicators inspite of conducting the survey again does not change overall. the scores can be the CTQ to start with though it would be one of the Y’s and the several X’s needs to be drilled down
i am not sure what your post hinted at but as always curious to learn would appreciate in caseyou elaborate on it
thanks
rgds,

0

[indresh]

hi,
few of them are as follows
 
– reducing the time for hiring
– enhancing effectiveness of hiring source
– enhance employee satisfaction by reducing the number of employees working on weekend
since we use the gallup to measure employee satisfaction quite a number of projects are aimed at enhacing scores on few parameters one of them being ” my opinion counts”. if you have similar kind of validated measurement systems you can pick up such projects
– reducing attrition
in case you have specific query mail on [email protected]

0

[indresh]

dear anu,
prerequisites for implementation of six sigma. Check the acceptance levels
– is management too keen on it (even if they are keen don’t initiate)
– are they willing to provide support in terms of devoting time and enforcing at times on others
if they are then
– get some basic hang of DMAIC methodology. Its not a rocket science, so don’t feel scared at any given point of time
– get the objectives clear from management- what are they trying to achieve, what are the pain areas
– define the customer requirement (customer =anybody who receives output of the process)
– initiate projects
kind of projects that i can think of coming out of the work that you undertake (quality assurance for all creatives that are generated)
– increase recall % of creatives
– create visibility index (perceptual registering of brand name and content)
– enhance repeat business from existing clients
– reduce time to deliver creatives
– errors and rework / corrections done etc etc
i work for telecom company not aware of your processes
six sigma can be applied to anything that can be measured, and till it is measured it cannot be improved, hence in case we want to improve we can do it by six sigma
rgds,

0

[indresh]

Site name
Configuration
Initial temperature inside shelter
Rise in temperature
Initial temperature outside shelter
Time elapsed in minutes
time
Traffic

1
Hinjewadi
18
30

24
0
12:15
734

18
31.5
1.5
34
30
12:45
799

18
35.3
3.8
31
60
13:15
845

18
39.3
3.9
29.4
90
13:45
836

18
42.9
3.7
30
120
14:15
760

18
45.8
2.9
33.3
150
14:45
671

18
48.8
3.0
35
180
15:15
653

18
30.0

25
0
16:15
693

18
37.6
7.6
29
30
16:45
705

18
41.7
4.1
28
60
17:15
774

18
45.6
3.9
28
90
17:45
941

18
48.9
3.3
27
120
18:15
960

18
52.7
3.7
27
150
18:45
892

18
54.9
2.2
26
180
19:15
925

18
25.0

25
0
20:15
957

18
39.5
14.5
25
30
20:45
957

18
44.0
4.6
25
60
21:15
958

18
46.3
2.3
24
90
21:45
898

18
50.4
4.1
24
120
22:15
853

18
52.2
1.8
24
150
22:45
824

2
Khadki
6
21.3

32
0
11:00
359

6
29.2
7.9
32.5
30
11:30
382

6
34.1
4.9
34.5
60
12:00

0

[indresh]

send across your specific query
[email protected]
rgds

0

[indresh]

TAKE THIS EXAMPLE AS WELL
– you get the salary for the work that you do month on month, and you know the amount of the salary that you shall get in your account on the 1st /30th of the month, but still you check the salary slip and go through it once
you call it human tendency of being insecure perhaps “YES”
even in the brake example the satisfaction never reaches 100% since the functionality of the brake is not just to stop the car, it is to stop the car immediately at whatever speed to avoid accident, this additonal expectation as pointed out by my friend sigmordial makes some element of not 100% satified in it.
thats perhaps the reason companies spend money to create the air brakes, electronic brakes and disc brakes etc etc etc and market it well to reduce this insecurity further thus making the line extremely close to 100% satisfaction
hope this suffice
rgds,

0

[indresh]

dear all,
thanks for replying
will reply to all questions again asked
TIM , LAXMAN, DARTH, ROBERT
The regression equation is Rise = 2.92 + 0.467 Load + 2.04 Time – 0.0257 Mts – 0.066 Temp + 0.00278 Trafic
even i tried that, though that shows no significance
ok will tell you what was the data collection procedure for this
– this is data of every cell site (GSM), load is the number of sectors that the site supports and traffic is the number of calls that were reported during that time period
– aim is to schedule the battery before the diesel generator so that when the power goes (mains fail) the site should first go on battery, thereby reducing the run time for DG. Now when the site is on battery the AC (air conditioner) does not work and thereby the temperature rises. the temp rise is dependent on the current the equipment are drawing from the battery which is dependent on traffic (number of calls ). At every site the technician was asked to switch off the mains supply putting the site on battery and note the tem rise after interval of time (somewhere it was 30,60,90,120,150,180) and somewhere it was taken on an hourly basis (statistically don’t think that should be a big factor for creating a bias in analysis). The battery life and the equipment life is uneffected till 40degree C average for the entire year, beyond which it is reduced to half.
– we are finding out a optimised path to schedule the time for which battery should run before the DG is switched on in order to again run the AC to bring the temp down, without effecting the effeciency of the site
on analysing the data, i found that in the first hour the temp rise is high but after the first hour is over it follows a normal pattern of rise, this can be attributed to matching the inside (shelter, where equipment is placed) to the outside temp, since its insulated it takes almost an hour to get to the outside temp.
– if we remove the rise of temp for the first one hour and then do the regression analysis, will it be of use, i still need to do that at minitab which i shall do it today and post it here
I WOULD REQUEST TO PROVIDE A LAYMAN’S EXPLANATION OF ANALYSIS ALONGWITH FOR BETTER UNDERSTANDING,
thanks again for all efforts
rgds,

0

[indresh]

find a relation between the factors and how they effect the rise in temperature
factors being the load, time and traffic
rgds,

Load
Time
Mts
Rise in degree celcius
temperature
Traffic

6
14:30
35
5.00
28
198

6
14:55
60
4.00
32
212

6
15:30
90
1.00
33
235

6
16:00
120
2.60
35.6
195

6
16:30
150
1.00
36.6
206

6
17:00
180
1.00
37.6
219

12
15:00
30
11.70
32
206

12
15:30
60
6.00
38
185

12
16:00
90
4.00
42.1
166

12
16:30
120
4.00
46.5
214

12
17:00
150
2.00
48.4
229

12
17:30
180
2.00
50.1
237

10
13:00
60
11.00
34
540

10
14:00
120
4.00
38
645

10
14:30
150
2.00
40
597

6
15:00
30
4.50
26
480

6
15:30
60
4.00
29.6
456

6
16:00
90
3.00
33
465

6
16:30
120
5.00
38
427

6
17:00
150
2.00
40
565

6
17:30
180
2.00
42
611

5
17:30
60
4.00
25
222

5
18:00
90
2.20
27.2
278

5
18:30
120
2.80
30
252

5
19:00
150
2.60
32.6
275

5
19:30
180
1.80
34.8
274

15
13:20
60
5.00
31
374

15
14:20
120
7.00
37.9
319

15
15:20
180
7.00
45
370

15
15:50
220
3.40
48.4
380
 

0

[indresh]

would like to have a look at the work being done by you, is it possible for you to provide me any link etc, where i can gain some preliminary information about what is being discussed out in this post, as its seems to interest me
rgds,
you can mail me at [email protected]

0

[indresh]

can you be a bit elaborate on the kinda of paperwork and the importance of paperwork involved in the process
rgds
indresh
[email protected]
 

0

[indresh]

hi praveen,
also would like to know more about the book and its availability
rgds,
[email protected]

0

[indresh]

have just mentored and closed a green belt project on reducing the TAT for hiring
get in touch at [email protected]
rgds,

0

[indresh]

dear mr. john
kindly mail me too some charters please
[email protected]

0

[indresh]

dear manju,
would like you to provide details on what kinda of recruitment you are handling, else what problem area are you trying to address
feel free to mail me at [email protected]
rgds,

0

[indresh]

hi all,
went through the entire post, somewhere trying to gain clarity, what are we trying to address/discuss
anyways shall start with what i have understood
– somebody wanted to know how to calculate attrition , well i work for a telecom service provider , the largest in India with a background of HR though now working as black belt
see attrition is calculated on a larger period of time say quarterly/half yearly /yearly , the best way to get it measured yearly as we have slack months june-december when people generally don’t leave and you have jan – may when they leave may be when they are communicated that they belong to the lowest 10% of the bell curve on performance and they shall not be promoted/salary hiked as per expectation, or they after getting a hike negotiate with the other company once their yearly appraisals are over
formula used = (Number of employee left during the period)/opening number of employees at begining of the period (thats why year on year is better
now retention : somebody said it quite well, no company wants zero attrition they want the non performer, cultural mis fits to go
anybody doing a project on attrition should start with various factors that acounts for it like
– performance
– job (which shall have job role clarity)
– boss (people leave their bosses and not their companies)
– location (applicable for some organisation)
– salary (include timely, as per expectation, as per efforts – perceived value of his vis a vis salary given)
– inter personal relationships(with others :derivative of culture)
– rating in last appraisal
data collection three ways :
one from those who are leaving (exit interview feedback/ forms if they are objective)
second call them after they have left: they tell you more
third to collect reason from those who are joining you
for every specific thing need to drill down further as to what is expectation
believe you me if we can have a strong communication very objective about each and every body’s performance we shall be able to tackle this issue to quite an extent
rgds,

0

[indresh]

dear deepa,
we are not having any defective parts here
we are trying to get the correct sample size indicative of the population at 95% confidence. At the mentioned samples we are more than 95% confident that the required sample is a good indicative sample
and since we want to include all possible 192 combinations, each such combination has a population of 521 in the lot of 100000
so indicative sample of each possible combination from ITS population of 521 is 279 (refer sample size calculator at this site)
can mail me at [email protected] for further clarifications
rgds

0

[indresh]

worked this way
assuming every comination is equally spread in 100000
unique units in 100000 (192 possible combinations) =100000/192 = 521
now all such sets of 521 (population of unique combination) you need to get a sample so at 95% confidence sample size is 279
since there are 192 sets of 521 to have valid sample size for each 192 combination it would be 279*192 = 53568
 

0

[indresh]

hi manju,
well saw your post at the dicsussion forum
well you may be requiring six sigma rigour (i prefer calling it a rigour) in all your daily activitiesspecifically in IT recruitment you may consider it in the following area
– reducing the turn around time to hire specific skills set (whichever might be the most difficult)
– optimising the source mix (sources through which recruitment is carried out)
– recruited employee alignment with job/role/performance for the first six months
– reduce cost per hire without comprimising on quality
rgds,
indresh
if required some specific inputs feel free to post it on the site

0

[indresh]

assuming the 192 possible combinations are equally spread in 100000
the there are 520 unique samples of each type
to have a good sample (95% confidence and 4% margin error) required sample size per unique combination comes as 279 so for 192 it would be 192*279 = 53568 odd sample
i suppose 95 % confidence with 10% margin error would also be quite appropriate and that would give you sample per unique combination as 81 so total sample to have all unique combinations =81*192= 15552
would be eager to know from some expert if this method is valid
rgds
 

0

[indresh]

14 so far

0

[indresh]

logically speaking take into account a few things
– will the personnel involved in all non value added stuff which you improved and tehreby shall never be required again
– if for example you reduce number of calls coming at a given point which are dependent on total subscribers you may reduce the headcount for few months but these people shall be required as the number of subscribers increase, typical case of linking projects savings which are short term
– if there is an automation done which reduced the personnel completely and which takes care of long term as well you may take the savings of their salaries
else can put the savings at the end of the year seeing that these personnels were not required at all and the process worked smoothly
hope it suffice
 

0

[indresh]

Thanks to all,
i received 11 email id’s of various people and i am sure it would be a great learning platform where in we can discuss whats happening in indian specific scenario so that the dissemination of learnings from various projects is faster and also the queries are more focussed at this site to six sigma champions across the globe
those who still would like to be a part of this initiative can send a short mail to [email protected] 
we are planning to start exchange of learnings from 3rd of May
rgds

0

[indresh]

please forward the same to me too
thanks in advance
[email protected]
 

0

[indresh]

simple run chart will also tell you distinctly the same
regards,
indresh
 

0

[indresh]

dear terry,
same requirement, email id is [email protected]
thanks an advance
regds,
indresh
 

0

[indresh]

look at what the customer wants
– faster and easy access
– quality of resolution
what business wants
– reduce repeated calls, rather they would want to reduce the total calls :-)
– cost per call
– effeiciency :- total calls handled by every agent which will be a derivative of call hold time, handling time wrap up time, etc etc
so measures used at our call center were mapped accordingly
 

Y1: Call/ Sub/ Month

Y2 – Service Level

X2.1:  Abandon Level

X2.2:  Call handling time

Y3: Congestion at IVR

X3.1: No. of channels per 1000 calls

Y4: Repeat Call %

X4.1:  Call Audit Scores

X4.2:  MES Feedback

Y5: Cost per call

X5.1: IVR Usage %

X5.2: Attrition %

Y6: Successful close looping

X6.1: % Call backs

X6.2: Complaints / Sub / Month

X6.3: Close Cancel %

X6.4: Wrong SR %

Y7 – Churn %

X7.3:  % Customers calling on Comp. IVR

X7.4 – % Retention

Y8 – Quiz scores

X8.1:  Induction Scores

X8.2:  Refresher training

Y9 – Audit Score – Inbound Agents

X9.1:  % Calibration

Y10 – Audit Score – Outbound Agents

X10.1: Call Backs in call centre

X10.2:  Quiz Scores

0

[indresh]

hi!
seesm difficult but logically we can link PMS with six sigma
get down to the customer voice here it would be employee and management
example
– do you have a competency matrix where for each level minimum level threshold of competency is required
for development of individual we need to raise the competency level which will be the CTQ and then we can improve it…
another way of linking PMS is validitity of scoring and feedback 360 degree or whatever is the approach
we even are trying to carry out a green belt project related to dissemination of organization values and seeing their impact in daily behaviors and another project on employee engagements drop in mail at [email protected] if require any further help
regards,
indresh
 

0

[indresh]

hi
we have done something thats called BPMS, business performance management system
it started up with linking every critical metrics of every departmental processes with the top business goals and then linking them to get the dashboards company objective wise
to give an example
– top busines goal is market share
drill down market share is effected by say sales process
its customer acquisition process which is effected by
sales to conversion ration of feet on street, walk in to conversion ratio at the franchisee location, availability of PoP at every retail outlet, % retailers recomending your product as first choice to customer, ability of retailer to explain your product etc
so we assign USL and LSL on all these and then link up to see DPMO of the business objective
hope it helps
regards,
indresh
 

0

[indresh]

hi
is it possible to share across the various six sigma behaviors and parameters
drop a mail at [email protected]
thanks

0

[indresh]

drop in your email id at [email protected]
rgds,
indresh

0

[indresh]

hi!
post your contact id and i shall provide you with some info as in this discussion thread related to HR projects have seen so many queries getting generated but not concluding in concrete suggestions or objective sharing of info….
for anybody who is interested in this
it just take the start point as customer requirement in all areas of HR to get down to project definitions which i can see most of those HR biggies have not done
rgds,
indresh

0

[Author]

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