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IDEAS…
…HUGE
Dividends
Yellow Belt…
QA
QC
“Production line focused Improvement”
Focus “Inspection”
What is Six Sigma all about ?
CTQ
CTP Measurable Input
Characteristic Input Controls
Characteristics Characteristics
Y y X x
• Taste • ppm coffee
• Temp • pH
Reducing churn
Collection
C SAT
Customer Acquisition
Network Quality
Revenue Enhancement
Measure
• Mapping Process Activities Process Map
LEARN ABOUT THE “Y” • Identification of Wastes & VA/NVA
Current Performance: (Situation as of now) To increase the % age of CAF submission from
_________% (As on ____month) to _____ % by
Cost savings INR : (Estimated Savings in MINR per ________ Month
annum if project goal is achieved)
Project Charter
Define
Project Title: Increase % of CAF submission within XXX days
Business case:
Resource Plan Review Tollgate Review Dates
Project Lead: Review frequency Tollgate Date Signoff by
Sponsor: (xx/xx/xx) Champion
Champion: Once in a Week Define
Local Coach :
Team Members: Measure
Analyze
Review responsibility
Improve
Champion/Local Coach/BE Team
Control
What impacts will this project have on other business units and employees?
Where is it hurting
The opportunity statement describes the “why” of undertaking the improvement initiative.
What are the tangible, ”hard” results deliverables (e.g. reduce cost, cycle time, etc.) ?
The scoping of the project is done so as to get focus on critical characteristic of the process /
product. It includes where does the project start and stop – along with constraints and
assumptions.
Scoping sharpens the focus of the project team & sets the expectations right
Types of Scoping
Longitudinal Scoping :- Location , Area
Lateral Scoping :- Products , Function
Team - Assignment- Exercise 1
Current process
Customer expectations
What You Think It Is... What It Actually Is... What You Would Like
It To Be...
Storage
Transportation
Operation Delay or
temporary Decision
Storage
Inspection
Start/ End Decision Box Delay Storage
Process Connector Document Flow Line
Define
As-Is Process
Identify Gaps/NVA
A
N
N yyyy3 aaaaaaa A
xxxx yyyy1 yyyy2 data?
Y
Y
xxxxx
xxxx
A N
dddd
correc ddddd
N
t?
Y
xxxx yyyy
Y ddddd
Define
As-Is Process
Identify Gaps/NVA
A
Retailer activating the
Cust walks in to any Reliance
line and collects Executive would visit the retailer
outlet and
Start the cash & issues Outlet on Day 3 or Day 4
gets the starter kit on Day 1
the application to collect the filled CAF
form to the customer
Line would be
blocked on 10tth
day
A
Distributor’s loses
End His commission
Value Added & Non Value Added Activities
Defining
Value Added
&
Non Value Added Activities
Value Added(VA) Activities
Task which add function,features to the service offered or to the organization
Customer sees the value of that activity being bundled in the service
Willing to pay
Will be happy to know we are doing that activity to enable his service
Value added activity also enables the CTQ of the process (stated purpose)
Note :-
All activities related to Law, Regulatory Authorities, Financial Reporting,
Government Policies take as given will be considered as Operational
Value Enabling Activities.
Efforts must be eliminate/at least reduce the cost.
Non Value Added(NVA) Activities
Task which do not add any value to customer nor it is paid. It is sheer waste and
efforts must be to eliminate it or at least to reduce it if elimination is difficult / not
possible to begin with .
Rework
Inspection / Re-inspections
Excess controls viz. multilayer approvals Charter of authority
Counting / Sorting
Transportation & Handling delays
Inspection or Reviewing
Setup or Downtime
Holding or Delaying in Bins
Correction for errors
Defective services
Attending customer grievances related to services
Waiting to process the delivery to customer
Waiting for information from some other function / process……and so on……….
Linking Value Analysis With Process Flow
QC DEPT. EXPENSES
REJECTS
Value
added
Defects in service
Overproduction
5%
Waiting
Non-utilized
people
Transportation
Inventory
Motion
Non-value Extra
added processing…
Reinventing the
wheel
RE-RAISE
ERROR IN BILL FAULTS
WRONG
NON-DELIVERY
UPDATION OF
OF BILLS
PAYMENTS
WRONG LOGGING
WRONG COMMITMENT BY
SALES
NON- ACQUIRING OF
COMPLIANCE WRONG
OF SLAs CUSTOMERS
OVER SELLING
SCENES IN ORGANIZATION WASTE - Overproduction
combo Plan
TOO MANY SCHEMES
Friends &
Family
VAS
SERVICES
TOO MANY
CALLS TO
CUSTOMERS
SCENES IN ORGANIZATION WASTE - Waiting
SUBMISSION OF
DOCUMENTS
RECTIFICATION
OF TAGS
ACQUIRING
WRONG MORE VISITS TO
CUSTOMERS RETAIN
CUSTOMERS
Low ARPU,
Defaulter
MOVEMENT
LOCATION OF DROP
OF CAF BOXES
MOVEMENT OF
CUSTOMER COMPLAINTS
REFUND CHEQUE
SCENES IN ORGANIZATION WASTE - Inventory
SWITCH ELEMENTS/
INCOMPLETE
FEATURES
CAFs
UN-UTILIZED/ UNDER-
UTILIZED NETWORK
EXCESS TAGS
TELEPHONE
INSTRUMENTS
Sales related
Pendency
SCENES IN ORGANIZATION WASTE - Motion
SO CREATION
SUB-OPTIMAL
PERFORMANCE OF FLOWS
COMPLEX WORKFLOWS
SCENES IN ORGANIZATION WASTE - Extra processing…
CV REJECTION
SCENES IN ORGANIZATION WASTE - Reinventing the wheel
Project charter
Process Mapping
7 Types Of Waste
Quick win
Exercise -2
Operational Definition
Sample Size
What to measure
- Scope of measurement
When the flight doors are closed and Captain announces ”Flight Ready To Take Off”
N ( sample size)
No of Defects
Opportunity
DPMO
Sigma
Summary Of Measure Phase
• CTQ
• Sub CTQ
• Operational Definition
1. 80/20 Principle
2. 80% of the causes are contributed by 20% of the factors
3. Helps to prioritize which factor to focus on
Histogram
IfIfyou
youcan
candivide
divideyour
yourdata
datainto
into
the class intervals (continuous)
the class intervals (continuous)
than
thanhistogram
histogramshould
shouldbe beused
used
else Pareto Chart is suitable.
else Pareto Chart is suitable.
Check Sheet
Used for discrete data when one has the frequency of occurrences for a
given category
Analyze
Cause & Effect Diagram
Visual tool to brainstorm the probable causes for a particular effect to occur
The final answer that you may get could be a root cause
Method People
ItItisisnot
notcritical
criticalunder
under
which
which categoryaa
category
[particular
[particularcause
causefalls
fallsbut
but
isismore
more importanttotoarrive
important arrive
Machine Material Environment atataagroup
groupconsensus
consensusforfor
the
the categoryininwhich
category whichthethe
cause falls
cause falls
Analyze
Cause & Effect Matrix
Y1 Y2 Y3 Yn Output Indicator
10 8 7 … Importance
Causes from
C&E diagram
X1 0 3 9 87
X2 3 9 3 51
X3 9 9 3 183
X4 0 3 3 45
X5 0 3 9 87
Used
Usedtotomonitor
monitorthe
the
quality conformance
quality conformance
to
tostated
statedstandards
standards
Exercise -4
Following is the summary of CAF as rejected from a
Prepare a Pareto Chart with this data and evaluate Incomplete address 40
defect types contributing to 80 % of CAF rejections Address proof not
attached 10
(Team Exercise)
Wrong Tariff Plan 12
Generate Solutions
Rank & Select Solution
Impact on Project CTQ – Effect the solution will have on the goal statement
Other Impacts – special items that the organization wants to keep visible
Solution 1 1 5 9
Solution 2 3 7 3
Solution 3 9 8 3
Solution 4 6 2 3
Solution 5 4 3 9
Why Pilot?
A
N
N yyyy3 aaaaaaa
xxxx yyyy1 yyyy2 A
data?
Y
Y
xxxxx
xxxx
A N
dddd
N correc ddddd
t?
Y
xxxx yyyy
Y ddddd
Before After
(which Month) (which Month)
CTQ
Sigma
Start Date
64.00%
64.17%
Mistake-
63.00%
62.00%
proofing
61.00% 60.39%
60.00%
59.00%
No. of No. of Knowledge
CTQ Trend 58.00% Target Best Practice sharing sessions
57.00%
56.12%
Knowledge
56.00%
55.00%
55.43%
sharing
54.00% 53.57%
52.99%
53.00% 52.48%
52.00% 51.56%
51.00%
50.00%
Team Members, who worked on the project
POD Sep'04 Oct'04 Nov'04 Dec'04 Jan'05 Feb'05 Mar'05 Aprl'05
1.
2.
Financial
Impact: Rs. ….. Lacs p.a. 3.
Name
Date
R&R Project completion and closure with financial sign off
Project Selection