iSixSigma

HR Tamp;A

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  • #27477

    Chen
    Participant

    I am totally lost, I am doing the cost of absences and that process. Can anyone share some ideas on the flow chart etc?

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    #67405

    Marc Richardson
    Participant

    Do you mean the costs associated with absenteeism? To what ‘process’ are you refering? A Description of your situation may help us to respond.
    Marc Richarson
    Sr. Q.A. Engineer

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    #67406

    Chen
    Participant

    I am just starting the project, for the next class I am supposed to have a presentation of the project. Honestly I am lost on this flow chart process of absenteesism with cost relating to it.

    Sorry…

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    #67414

    Manning
    Participant

    It sounds like you have some fundamental issues with your project. I’d recommend going back to the definition stage and clarifying what are the deliverables of the project. An acronym that is useful at this stage is SMART. Specific, Measurable, Achievable, Relevant and Timely. When you can answer aspects of each of these elements, then you can move on to process mapping. Regardless, some Definition/Measurement issues would be to see the size of absenteeism. Histograms or pareto plots should point to specific departments or divisions. If nothing jumps out immediately, you might want to think about how the data might be stratified. Once the biggest sources are identified I’d probably start asking questions about the stability of the process. This would be a natural lead in to using SPC. I’d recommend IX-MR for this scenario since you won’t have the pre-requisites to make the binomial distribution yield the right analysis. However, before you start anything go back to define. The stronger your foundation, the easier you’ll find the ultimate passage through DMAIC. Otherwise you’re going to be spinning your wheels and potentially focus on something that is truly not desired by the project champion/leader.

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    #67415

    Mark T.
    Participant

    I agree with the previous post wholeheartedly. If your MBB or project sponsor is asking you to come to a meeting prepared with what you originally posted, you should look for another MBB or an MBB to explain how six sigma works to your sponsor. Start with a solid define phase: project charter (see the example on this site), SIPOC diagram, what’s in scope and out of scope…don’t let them solve the problem for you without even defining what the problem is!

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    #67437

    Gos
    Participant

    Re:Calculation of the Cost of Non-Attendance – Your HR department should aready have this information. If it doesn’t, the appropriate formulae can be obtained by one of the HR advisory bodies for your respective country. FYI, the UK formulae can be obtained from ipd.co.uk. Please be aware that the disruption cost generated through your absence will depend upon the type of business you are in and the visible impact of absence to your customer. For example, if you are in the manufacturing sector and hold a reasonably large end of process buffer stock, the actual cost of absence will be lower than if you operated a JIT system. One of the major costs within absence, is the cost generated by unfulfilled orders and the missed opportunity costs assosiated with unobtained orders.

    Re: Root cause analysis of absenteeism – Having previously performed this exercise, multi-variance anlysis can only be performed with detailed information. This most appropriate method of obtaining this info, is by using a Return To Work Interview process. If your company is not currently using this, your HR department should be recording the causes of certified absence. The information off doctor’s certificates will normally be inputted against each occerence of certified absence. This info should be accessible through your HR attendace administration system.

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    #67439

    Gos
    Participant

    Sorry, I forgot to discuss the flow charting process.
    In refernce to the process you are dealing with. As absence itself is not a process, you will need to concentrate on the Attendance Management Process. Absenteeism is an inevitable part of business (people get sick!), it’s how you deal with it that matters. It is through the Attendance management process that the resultant absenteeism van be minimised. Clsarify this point with your sponsor. If you are tasked with lowering absenteeism, it is through this process that it will be achieved. Remember, absenteeism is an output, not a process.

    When compiling a flow chart of this process, start at what happens when an employee phones in sick, then the processes that ensue when they return to work and finally the process that occurr when their absenteeism is deemed to be unacceptable (ie. the absenteeism disciplinary processes).

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    #67440

    Ken Domonkos
    Participant

    I totally agree with Eric. You need an enterprise process management software that enables you to discover, measure, analyze, improve and re-engineer
    your business processes.

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    #67445

    Anonymous
    Participant

    The previous postings are all good advice.
    You need to know why absenteeism is a problem – e.g. are you in manufacturing and missing delivery dates?
    You will only actually save real cost if you reduce absenteeism so much that you can reduce your headcount.
    You MAY increase revenue if you reduce absenteeism and produce more, assuming you can actuially sell the extra product.
    Remember, nobody said it was easy.

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    #67456

    Presley
    Participant

    Erik and Mark T. are dead on target. When you get to
    designing your possible solutions, you can use S.M.A.R.T here as well. We have seen some square the “R” for relevant and risky.

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