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Green belt project in quality assurance group

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Viewing 9 posts - 1 through 9 (of 9 total)
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  • #26873

    Rakesh
    Participant

    Hi,
    I work as SQA in an IT company. I need to take a green belt project in SQA/SEPG group. The major role of SQA/SEPG group is Audits, Process improvement implemenation, consulting, metrics,process definition etc.
    I’m confused on which project to take as the scope is very limited to quality group and we are not supposed to look into the project related data.
    Please advise me.
    Best Regards,
    Rakesh
     

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    #65305

    Stewart
    Participant

    Meet with the Champion, Master Black Belt, and team members to determine from the VOC what project would be best to tackle.
     
    Many times, Master Black Belt and/or Black Belts have developed a list of possible projects that higher management would like worked on.  This list also helps in the ever so crucial Definition stage of the project, with making sure the scope of the project is appropriate for a Green Belt project.
     

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    #65306

    Rakesh
    Participant

    thanks for reply Markie…
    mine is a new company on six sigma front… this is first wave i am part of. can u provide me some examples to move ahead////
     

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    #65307

    Don Strayer
    Participant

    I was in a very similar situation over 10 years ago as QA/SEPG lead and part of the first wave of SS for IT.  Improving the QA process was my first thought but there was little support.  QA was considered “necessary waste” (i.e. inspection/testing/audit is among the 7 classic forms of waste from Lean thinking).
    VOC told me that customers often thought we had failed to understand, or even ignored, their requirements.  So, I chose to find a specific problem with RM during the Define phase, did a project to address that, and implemented improvements to the audit process during the Control phase so that we could better monitor how well RM was working.

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    #65308

    Rakesh
    Participant

    Thanks Don…This input helps.
    Best Regards,
    Rakesh
     

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    #65310

    Anand Paropkari
    Participant

    Rakesh,
    You may consider following areas:
    – Reduce critical, major audit findings
    – Improving the turn around time for implementing imp. suggestions
    – Analyzing org level metrics data for identifying potential process improvements needed etc

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    #65345

    Rakesh
    Participant

    thanks a lot Anand,
    i am facing a bit of challange finding tangible benefits out of audit TAT reduction projects and we are not looking to reduce headcount at any point. do you have any examples with cost factor addressed in similar areas

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    #65348

    Shambhavi Kanvinde
    Member

    Hello Rakesh,
    As part of  QA/SEPG group, you can insists on frequent internal audits so that audit findings are nulified till final project/process audit. This can be monitored for first 3 to 4 audits.
    Final audit improvements will be required ot be analyszed.This can be a DMAIC project for greent belt certifictaion
    Regards
    Shambhavi

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    #65355

    Anand Paropkari
    Participant

    Well, reducing audit TAT will help audit team save bandwidth, that could be used to:
    1) perform more audits
    2) do other value adding work
    3) help auditee close finding, thus improving audit effectiveness

    Convert these into $$ savings and that’s your tangible benefit.

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