methodologies

Lean 6 Sigma helps because it allows companies to reduce operational costs by identifying and eliminating steps or procedures that add little or no value to a business process. Companies can easily improve quality and efficiency just by combining the basic concepts of 6 Sigma with the principles of Lean 6 Sigma.

Understanding Lean Six Sigma

In industry circles, Lean 6 Sigma is termed in many different ways such as Lean Service, Lean Manufacturing, and Lean Enterprise depending on the type of methodology being utilized. Lean Six Sigma principles can be implemented along with other 6 Sigma concepts in any type of company, be it a manufacturing company or a service provider. When Lean 6 Sigma concepts and methodologies are implemented, it helps organizations to speed up their business processes without affecting the quality of the outcome.

As business processes are optimized, it becomes much easier for companies to reduce operational costs related to the maintenance of additional inventory of both raw materials and finished goods. Optimized business processes then enable companies to clear customer orders within the specified time and budget. Just as with standard 6 Sigma, Lean 6 Sigma also stresses providing the requisite training to employees so that they become familiar with the tools and techniques that will be utilized during the implementations. Lean sigma also encourages key mentors and senior management personnel to understand the basics so that the implementations can be executed without affecting the day-to-day operations of the organization.

Benefits Of Lean Six Sigma

Lean 6 Sigma involves the use of advanced tools and techniques that help companies to reduce operational costs, reduce production cycle times, expand existing capacity, and improve overall productivity. It makes use of Value Stream Mapping (VSM) for identifying improvement opportunities that exist in a business process. However, VSM has limited use and other advanced analysis tools are required for resolving complicated implementation issues.

When combined with standard 6 Sigma concepts, Lean 6 Sigma helps in identifying and resolving quality issues that are vital for attracting and retaining customers. Offering quality products or services in turn helps in developing customer loyalty that is vital for the success of any business, large or small. However, for realizing the full potential of the implementations, it is important to execute Lean Six Sigma projects under the guidance of 6 Sigma Black Belts and 6 Sigma Champions.

In the past, increased competition forced companies to deploy quality improvement techniques such as Six Sigma. With customers demanding more quality, companies had no other option but to deploy even more effective quality improvement techniques such as Lean 6 Sigma. Quality improvements are an ongoing process and we never know what new techniques will be developed in the future that may replace both Six Sigma and Lean 6 Sigma.

Considering these factors, professionals like Green Belts and Black Belts must be experienced and well trained for assuring successful deployment of Six Sigma. Although the sponsors, Champions, and Master Black Belts have the right to determine the overall strategy of the Six Sigma program, it is the Black Belts and Green Belts that have to be in the forefront. They control and implement the projects that are the nucleus of any give Six Sigma operation. Besides, they also serve as mediums for propagating Six Sigma culture throughout an organization.

Since many organizations have benefited largely after Six Sigma implementations, there has been a considerable rise in the money invested in training. Therefore, training methods and implementation should be a crucial point of interest to every Six Sigma Company.

Stages included in Effectual training methodologies are:

-Preparation before the Training
-Impart Training
-Analysis, feedback, and improving the training

Preparation before Training

After perceiving the need for training, the organization ought to gauge customer expectations through interactions with major stakeholders. Also known as the Voice of the Customer (deployment officers and trainees in this case), this provides a crucial input for customizing and enhancing the training program.

Additionally, given that training is a joint activity, it is essential to know the goals, fellow trainers, participants involved preparing for a successful deployment. The trainer should chalk out the plan, determine milestones for every day to keep an eye on growth and regulate the speed of training.

Impart Training

Content - The Six Sigma trainer should be knowledgeable of the distinct phases in Six Sigma namely- Define, Measure, Analyze, Improve and Control (DMAIC) and have the ability to execute them in a sequential pattern. Training formats that demonstrate a practical application of the methodology by way of exercises after every stage are said to be successful solutions for many organizations. For understanding the operation of a given process and benefiting from it, participants can implementing the methodologies in their business and thus quicken their learning pace.

Delivery - Imparting training needs thorough consideration of the style and content. A trainer ought to know the information and audience thoroughly for determining a suitable style of delivery for the organization and the participants. He or she should motivate the audience and hold their attention throughout the training.

The trainer should interact with the participants throughout the training and egg them on staying involved in the process. This not only facilitates easy estimation of success but also helps in knowing whether the participants can understand the given subject. Moreover, it also becomes easy for the trainer to ascertain the optimum pace of the training and modify delivery strategies for ensuring success.

Analysis, Feedback, and Improving Training

Collection of participant feedback, analysis, and thereafter modifying the process for better results is an essential activity for every training program. This not only increases the level of comfort among participants but also eases allow participants to give feedback incognito.

Trainers ought to examine the feedback for identifying improvement prospects and positive aspects that can be emphasized in the subsequent training cycle. In addition, the trainers should also re-examine the initial VOC collected from the stakeholders and determine if all the projected goals have been achieved.

Since the trainers are a decisive factor in the participant's subject matter comprehension and achieving goals, he or she should not be lackadaisical and follow simple steps in teaching them the intricacies of the trade. In the end, these complexities make understanding the business an easier process.

Time is always of the essence, especially in the workplace. Boosting workplace productivity is all about doing the job smartly, maximizing available resources, setting effective and efficient plans and decisions. At first look, productivity may seem like an obvious goal. However, it is not about productivity per se, but on its consensus getting enough acceptance and agreement on how productivity can be achieved best. When increasing productivity on the job, proper time management is a great tool for establishing credibility in the workplace.

Proper time management is a skill. It entails balancing your priorities, responsibilities and schedules through well-crafted tips and methods. For successful time management, you first need to assess the level and scope of your time management weakness. Start by assessing the overall scope of the problem, looking at the perceptions and consequences for warning signs and clues.

Productivity barriers can be resolved or avoided with information sharing and effective communication. Technology is an essential driver in boosting workplace productivity, which has a significant impact on workers, business objectives, techniques and results.

A barrier to workplace productivity is staff burnout. This is common especially in highly stressful and challenging professions. More often, it may be difficult to get away from the impact of staff burnout. However, there are ways to reduce or even avoid staff burnout. It is important to address this barrier before it s too late.

The use of conference calls can save time spent on non-productive meetings. While a conference call can never completely replace the person-to-person meeting, it has become an important communication tool in today s fast paced work environment.

You can also make use of fast tracking to maximize available project resources. Fast track management is used to make sure that the projects are finished within the shortest possible span of time. Fast-tracked projects usually indicate that the tasks have already been arranged to maximize non-dependent tasks occurring simultaneously. This results to a shortened timeline on the overall project. However, there is still more fast-track management than the mere sequencing of activities. To minimize unnecessary operational redundancies, you can use process management.

The process management consists of concepts and theories as well as sizing and estimating. Especially in a highly dynamic work environment, results are usually achieved through spontaneous management methodology. Although this comes with lesser planning and preparation, positive results can actually be achieved as long as it goes alongside the change in requirements and satisfies available resources.

When it comes to project management methodologies, it is important to remember that one size does not fit all, so you should size projects accordingly to suit priorities, complexity and value.

Sizing projects is important when planning and ensuring relevant business plans and activities as well proper allocation and use of resources. However, sizing and estimating efforts should suit the size, value, scope and limitations of the project. Once you will have properly sized projects, you can then proceed to carrying out more productive meetings through value assessments. This ensures that your time is well spent on planning feasible or promising projects.

The meaning of “drug abuse” is explained as the usage of hallucinogenic drugs and performance development drugs for non-therapeutic motives. Examples of abused drugs are amphetamines, barbiturates, morphine, benzodiazepines, cocaine, heroin, alcohol, and other opiates like codeine and hydrocodone. The other substance abuse meaning may be classified into four distinct groups: the medical definitions, the mass contact and argot usage, the social wellness classifications, and the criminal and political classifications.

For the reason that drug abuse and drug addiction can hurt an individual, it is important to motivate the drug addicted person to obtain drug addiction treatment. There are several types of addictive drugs existing nowadays. The drug abuse treatment process may differ from one drug type to another. The treatment processes also depend on the uniqueness of the addictive patients and they may differ in terms of the methodologies. A few of the drug dependents face problems regarding physical and intellectual topics. Furthermore, there are some drug dependents who cope with challenges regarding work-related or social concerns. Unfortunately, social issues create a great deal of struggle to deal with addictive disorders/addictive conditions of the people who are addicted to illegal substances.

The struggle to give up the intake of drugs are not successful more often than not. Though there are several evidences of short-term victories, the long-term victories are still rare. There are several treatment techniques that were invented to help addicted people end their drug addiction. The treatment processes include different methods like pain minimization, abstinence-based means, health treatments, pharmacotherapy, and legal approaches. The substance abuse treatment techniques are separated into two categories in general. The first class includes several basic substance abuse treatment techniques whereas the second category includes the penal justice-involved treatment ways.

SUBSTANCE ABUSE TREATMENT METHODOLOGIES:

(1) Agonist Maintenance Cure:
This treatment process is usually used to counter substance abuse and it is also known as the methadone treatment procedure. In this treatment program, several synthetic and opium-derived drugs like LAAM or methadone are used. These drugs are consumed constantly at a measure that is adequate to avert the removal of opium-derived compounds and to obstruct the side-effects that results from abusing opiates. Craving for opiates also lowers as time pass by. Extensive advising is commonly conducted with this treatment method.

(2) Narcotic Antagonist Cure with Naltrexone Application:
Ordinarily, this treatment program is an extension of the formerly discussed substance abuse treatment program. In here, Naltrexone is used as a replacement for LAAM or methadone, as an artificial and long-lasting antagonist. It is of relevance that the drug dependent person is recovered from the opiates for a few days so the Naltrexone could be used. Now it has to be mentioned that this antagonist doesn’t have any subjective potential of drug addiction and it has several risks too. Rehab and advising are also required in this kind.

(3) Outpatient Drug-Free Care:
This method of substance abuse treatment is getting popular as time pass by. This method doesn’t relate to rehabilitation. In this case, the necessary medications are given right after hearing the statement of the person who is addicted to illegal substances. Instead of one-on-one counseling, the group advising occurs in this drug abuse cure program. This program is a lot cheaper as compared to the two earlier mentioned categories. This treatment process is fitting for employees, students and those with wide public and family encouragement.

(4) Long-Term Residential Cure:
In this case, the patients are admitted to especially constructed residential substance abuse curing hubs with non-hospital settings. There are several residential treatment services offered. Therapeutic Community and Cognitive Behavioral Therapy are two of the most popular types. These centers are comprised of patients, physicians, advisors and other supporting staff members. The period of residence lasts for approximately six months to a year. During that time, the necessary medications are provided to the addictive patients and psychological advising is conducted. This procedure is beneficial for the addictive patients who are unfortunate not to have the social and family encouragement that is needed.

(5) Short-Term Residential Treatment Procedures:
This kind of treatment is actually derived from a model known as 12-step approach. Initially, this process was used for alcohol addiction treatment, but soon after it was found out that this technique is also useful for cocaine abuse treatment services.

(6) Medical Detoxification:
In this particular type of substance abuse treatment program, the traces of drugs are discharged from the human body. Generally, the human body is detoxified during the period of treatment. The entire procedure is under the keen observation of a skilled doctor. Furthermore, it is important to decrease the addictive condition of the addictive patient by means of advising.

(7) Law-Based Treatment Programs:
It is known to all that drug addiction is absolutely illegal. In cases wherein an individual is discovered taking drugs, he is forced experience some substance abuse treatment techniques that comes with the sentence. There are two kinds of legal treatment services: the prison-based drug abuse treatment program and the community-based treatment program.

Drug abuse treatments will only be successful when the patient is given support from his family, his peers, and the community. The patient need to obey the recommendations offered to him by a medical specialist or an advisor.

Introduction

Hedge funds are always in the media, and frequently regarded as secretive and esoteric.

This is largely due to a a lack of detailed specific information regarding what hedge funds actually do. To help combat this, I have decided to write a short series of articles describing how long/short equity strategies may be defined.

Long/short equity hedge funds generally go long certain shares. And short others. Some may maintain a market neutral position. This means that for every million pounds of stock that they hold, they'll short a million pounds of another stock. Others may have a long bias. For example, maintaining a 70% long, 30% short portfolio.

The portfolio selection processes can be discretionary or systematic. In this opening article, I shall describe the basic pricing process, and move on to technical selection processes at a later date.

Pricing Products

In order to compare stocks, the prices need to be normalised to enable a like for like comparison. For example, if stock XYZ goes up by 10% and stock ABC goes up by 10%, then we'd probably want a market neutral spread between the two to remain static.

This is commonly done by dividing prices by a "base price", where the base price is normally a recent historical price of the associated stock.

For example, if XYZ closed at 232 last night, we could set the base price to be 232. Assume XYZ opens at 250 the next morning. The rebased price would be 250/232 = 1.07759.

It is clear that this represents an overnight increase of 7.759%.

Now assume that ABC has moved from 450 to 459. Using 450 as the base price, the new rebased price would be 1.02.

The spread between XYZ and ABC is therefore:

1.07759 - 1.02 = 0.05759

ie. The spread has moved 5%.

So a trader who'd been long the spread over night, holding a market neutral position, would have made a 5% return on the nominal value of his position.

This concept can be expanded to baskets of shares. For example, if a trader wanted to trade a market neutral position of XYZ against a 50/50 weighted basket of ABC and DEF, the rebased spread would be:

n(XYZ) - 0.5 * n(ABC) - 0.5 * n(DEF)

where

n(X) = (Price of X) / (Base price of X)

In essense, these simple pricing methodologies are used to define new synthetic tradable products. Unlike normal shares, they do not follow lognormal random walks, and do not have an upwards drift. However, some traders and hedge fund managers believe that they possess inefficiencies that can be exploited.

Some of these inefficiencies will be investigated in later articles.

Exceptions will always be there, but if you look closely, you can easily see that the majority of businesses that have successfully implemented Six Sigma have been able to do so because of their continual stress on following a systematic approach while implementing time-tested Six Sigma concepts and methodologies.

For better understanding, we'll discuss some of the core components of the systematic approach as applicable to successful Six Sigma implementations.

Mapping Organizational Processes

Since businesses are nothing more than the sum total of the various organizational processes, the systemic approach first focuses on mapping all the internal and external processes that might be present. When this is done, it makes it easier for the implementation team to get a better understanding of the processes involved. This naturally aids team members when implementations are finally initiated in the organization.

Identifying Key Business Sub-Processes

The next step deals with identifying key business sub-processes that might be contributing the most to the main process or those that might hold the most potential in terms of quality improvements. Identifying key processes is necessary simply because it is not possible and also financially unviable for businesses to look into each and every process that might have been identified during the mapping stage.

By concentrating their efforts on a select few, businesses can achieve a lot more, thereby contributing to the success of Six Sigma quality improvement initiatives.

Selecting Improvement Methodologies

Since individual processes are quite different from each other, businesses need to take adequate precautions while selecting improvement methodologies. Selecting time-tested and proven methodologies may be the right thing to do, but that will not necessarily guarantee anything simply because a lot more depends on the applicability of a methodology to a given business process.

The best way to go about it is to start with small improvement projects and then gradually move on to larger projects if the results turn out to be positive.

Conducting Periodical Reviews and Follow-Up

In this last step of the systematic approach, businesses are required to conduct periodical reviews to determine whether or not the initiated quality improvement methodologies are delivering the desired results. If the reviews are positive, businesses can just continue with their existing set-up, but if some irregularities are detected, businesses may have to revert back to the first step. This may be time consuming, but since it is certainly better than risking the whole project, businesses can never afford to overlook the importance of periodical reviews.

Many other steps may be added in between, depending on the specific needs and requirements of a business, but the steps described above form the basic framework of the systematic approach and as such always need to be followed by all businesses, big or small. Inability to do so can seriously undermine the success of Six Sigma project implementations.

The concept of Six Sigma quality is not something new in the world of business. No matter what trade or industry your company belongs to, you surely must have heard of Six Sigma at one time or another. This is because Six Sigma has worked wonders for many companies worldwide. In addition, it worked wonders for the very company that developed it, which is Motorola.

The basic premise behind Six Sigma is to have a system that eliminates defects in the products created and developed by the company. The person who formulated the concept for Motorola is actually Bill Smith, back in 1986. However, Smith was not the first to have thought of the concepts that ultimately make up Six Sigma. This is because Six Sigma is actually inspired by so many quality improvement methodologies that have existed over the past years. These methodologies include Quality Control, Total Quality Management or TQM, and Zero Defects. Six Sigma and its predecessors have the following in common:

First, they assert the importance of continuous efforts, with the aim of reducing variation in the output of production. This means that it is very important for any business to keep a certain standard for their products, in order for them to hit success.

These methodologies also hold as true the fact that manufacturing procedures can indeed be measured and analyzed. Because of this, it also follows that they can be controlled and improved. With the proper exertion of control here, improvement is a small step away for any business.

Lastly, these methodologies assert that sustaining quality improvement would definitely require the utmost effort and commitment from the organization as a whole. The top of the management staff is not excused here. Thus, if everyone exerts the expected effort at their respective jobs, then improvement would definitely be sustained.

Six Sigma actually has two key concepts: DMAIC and DMADV. DMAIC is used for businesses to improve on a certain process that they are currently using, while DMADV is used in the creation of new products or processes that are free from defects. DMAIC stands for Define, Measure, Analyze, Improve, and Control. DMADV, on the other hand, stands for Define, Measure, Analyze, Design, and Verify.

Over the years, these models have been modified according to the purpose and needs of other companies that recognize the effectiveness of Six Sigma. One such model was proposed by Geoff Tennant, which is DCCDI. DCCDI stands for Define, Customer Concept, Design, and Implement. General Electric also proposed a revision of the DMADV model. Their own version is DMADOV, which stands for Define, Measure, Analyze, Design, Optimize, and Verify. Another model, which was proposed by Uniworld, is DCDOV. This model stands for Define, Concept, Design, Optimize, and Verify.

Whatever model a certain company would employ, the fact remains that Six Sigma is indeed one of the significant methodologies business worldwide hold up high. And because Six Sigma quality had brought Motorola so much success since 1986, more and more companies are implementing it for their own use, even to this very day. These include Caterpillar, 3M, Honeywell International, the Bank of America, and Merrill Lynch.

Over the past four years in one of India's top technical institute there's been a development of a different kind. Ostensibly the desired technical skills sets are nurtured but not up to a determining or satisfactory level.The achievements if analyzed properly will turn out to be non-compliant with the standards desired. The conventional and outdated teaching methodologies, lecture-tutorial lack of coordination, material cramming based examinations, planned but uncared scheduling, poor infrastructure and facilities management have conflated to make a mockery of the process ie the imparting of technical education. The reason I say only technical is that apart from gaining the basics of their respective departmental courses students learn all the arts to dwell well in this clogged environment. Keeping up with the project deadlines and submissions through mobilization of all possible resources except individual's originality and thereafter ensuring both quality and quantity of the developed entity is quite an achievement The process also mostly ensures that IITians evolve to achieve individual laurels.

The days are probably gone when the achievers were sincere conventional sloggers paving way through voluminous bookish data in not-so-well lit areas. It's time for smart and fast raffish boys who find their own ways to beat the system. If the measure is individual's performance there would probably be no complaints but if the overall picture of the development in technical expertise of nation's youth is looked at it is quite sad and dismal.

Being through all this I think somehow the prestiguous academic gurus here at IIT will have to shoulder responsibility and show some selflessness and maturity.They should try to get of their conventionalities, refresh their attitude and move towards youthful thinking, devise innovative stratergies and impregnate interesting methodologies in their teaching if at all IIT's have to maintain their lead in technical domain or else rustiness will begin to reflect in the performance and prestige of the institution.

The executive search is the search of senior individual for the recruitment of posts in various organizations. The search consultancies are involved in providing their clients, with highly qualified and experienced individuals.

The search consultancies with their established and strong networks in the market sectors use various other methodologies and techniques to search men for their client companies. They search for the most talented people in the market who can be fitting to a particular kind of job.

There executive search is also called as head hunter search. The contingency search is the search for lower level executives.

As executive search has become a highly profiting industry, the search consultants who are making success are earning a lot of money. Because of the profit of this largeness, there is a higher competition in this sector.
For more information please visit : http://www.koreone.com

"If we built bridges the same way we build systems in this country, this would be a nation run by ferryboats."
- Bryce's Law

I was recently asked by an "Agile" proponent if I thought our "PRIDE" methodologies were too rigid for today's fast-paced Information Technology world, that perhaps it was too bureaucratic. First, I pointed out that "PRIDE" was more of a way of thinking as opposed to anything else. You can remove all of the documentation associated with the methodologies, including the forms, and still produce a system for example. This took him aback somewhat as he had thought of "PRIDE" as an inflexible paper mill.

Next I asked him about his business, which was the manufacturing of jet engines. I followed this up by asking if there was a defined sequence for designing and manufacturing the engines. He of course said, "Yes." I then inquired about the steps involved and the rationale for their sequence. As it turned out, the steps for design were essentially no different than the design and development for any product, e.g.; requirements definition, different levels of abstraction in design, parts specifications, etc.

I then asked what would happen if certain steps were dropped from the process. He said this would inevitably lead to some costly mistakes.

"So, there is a right way for building a jet engine and a wrong way?" I asked.

"Absolutely."

"And what happens if they have to skip over certain steps or do it in the wrong sequence?"

"Disaster."

I said, "Thank you. You've just described the rationale of our "PRIDE" methodologies."

I explained "PRIDE" used the same concepts and techniques as used in other engineering and manufacturing disciplines; that we view a system as a product that can be designed and developed like any other product. This argument represents the crux of the problem in systems development. Basically, we are saying systems development is a science, and others say it is an art form (which I have discussed on more than one occasion). Maybe this is because systems and software are much less tangible than a product, such as a jet engine. Nevertheless, it can and should be designed and developed in the same method.

So, is "PRIDE" too rigid? I guess that depends on your perspective; if you consider your own methodology to build products (such as jet engines) as too rigid, then, Yes, I guess it is. But if you believe there is a right and wrong way for building a product, and grasp the potential dangers of skipping steps, then, No, "PRIDE" is no different than any other engineering/manufacturing process.

If you would like to discuss this with me in more depth, please do not hesitate to send me an e-mail.

Doctor-Ratings Methodologies
Each establishment uses its own methodology with regard to offering doctor ratings. Now more than ever, companies design their own back-end proprietary software applications to better serve their customers. From search-engine technologies to doctor-ratings technologies, the message is clear: It has only begun.

Where Can I Find Doctor Ratings?
Some companies allow you to search their free doctor-ratings databases. These databases generally offer limited ratings, however, and usually are compiled from patients’ ratings. The good news about these services is that the information is mostly free; on the other hand, you get what you pay for.

Doctor-Rating Process
Here’s what some companies are doing: They design and input data into a database. Then they design, code, optimize, and publish templates, so that when John Doe searches for a doctor on any search engine, the template webpage for each doctor will rank high on search engines. How is this accomplished? First, the company must get the search engine “spider” to crawl its templates and index the database of doctors’ names, so that when the particular doctor’s name is searched, the template page will be available, and the patient/consumer can rate the doctor. Then, the information is channeled and compiled to that specific doctor’s profile. The problem with these systems is that they can be easily manipulated; therefore, the information tends to be inaccurate or outdated.

Quality Doctor-Ratings Process
Systems are designed to find and analyze a doctor’s rating through a series of categories, such as:

* Disciplinary actions
* Malpractice judgments
* Internship, residency, and fellowship training
* Membership affiliations
* Board certifications
* Publications
* Special expertise
* Additional training
* Recognition awards

These factors are important to consider in determining a doctor’s overall rating analysis.

New Century Doctor-Ratings
As the new century unfolds and companies continue to expand their execution services, advanced applications will continue to be designed. Although methodologies do vary, mimicking the way credit bureaus use their ratings system for credit scores, and applying some of those methodologies to a doctor-ratings application might be just what the doctor ordered.

Free Doctor Ratings
Although it’s beneficial to browse the free doctor-ratings sites to gather information, it’s always best to collect relevant information from credible establishments that specialize strictly in providing doctor-background reports.
Ultimately, you may find that taking this extra step is worth the money charged for the service.

Accuracy of Doctor Ratings
While some doctors may disagree with such ratings, one thing is certain: There is no universal agreement or magical solution that can guarantee that consumers will receive 100 percent accurate information. Just remember: An informed patient makes better healthcare decisions.

Implementing "Lean" concepts in maintenance processes is not easy because in most companies, maintenance activities are conducted by relatively less-skilled personnel who may not have the ability to understand the complexities of "Lean" concepts and methodologies.

Additionally, maintenance personnel are often so fully engrossed in their daily activities that it is quite difficult for them to find time for understanding "Lean" concepts let alone finding time to carry out the "Lean" implementations.

Facing the Challenge

So how do companies deal with the challenge of implementing "Lean" in maintenance processes? Well, the answer lies in the use of computerized maintenance management software (CMMS) systems that help in streamlining maintenance activities. CMMS systems help because they allow maintenance managers to reduce the average time spent on general maintenance activities, assess the average time lapsed between two consecutive maintenance tasks for all critical components, and identify the main causes of breakdowns.

All this automatically reduces the workload of maintenance personnel, giving them enough time to learn "Lean" concepts and methodologies and carry out the implementations.

How to Carry Out the Implementations

To improve the effectiveness and efficiency of maintenance services, it is necessary to make full use of the existing CMMS system during the Lean implementation phase. Lean implementations for maintenance services lead to better results when carried out under the CMMS framework because then it becomes easier both for the implementation team and the maintenance department to understand the technicalities involved.

Using a CMMS framework helps also because it allows access to critical information, some of which are described below.

-The average downtime of all equipment, critical to the main maintenance process selected for "Lean" improvements

-The root cause responsible for each downtime event

-An up-to-date list of all the present and proposed maintenance works and activities
-An up-to-date list of pending maintenance tasks

-The current ratio of total scheduled tasks to total maintenance work orders

CMMS is certainly necessary, but small businesses that may not have the financial muscle to deploy such systems, can opt for a manual system, similar to CMMS. A manual maintenance management system will certainly act as an obstacle for a large organization, but for smaller organizations, it is always better to have one, especially when "Lean" concepts are being implemented.

Apart from using CMMS, organizations should also provide the requisite training and support to the implementation team as well as the maintenance personnel. Lean concepts and methodologies are quite confusing, and if proper training and guidance is not provided, it will become quite difficult for the implementers to do justice to their implementation goals and objectives.

In the worst-case scenario, the whole "Lean" implementation project might get shelved due to the inability of the implementation team to complete the implementations within the planned costs and time. Training is thus as vital as CMMS while implementing "Lean" in maintenance processes.

This is because when employees develop negative feelings for Lean concepts being implemented, it becomes very difficult for the organization to garner their full support and cooperation, something that is vital for the successful implementation of Lean concepts and methodologies. Large scale employee dissatisfaction can in turn also begin affecting the quality of products or services, something that will be quite ironic because the basic tenets of "Lean" state that quality should never be compromised while undertaking steps to reduce operational costs.

What organizations often fail to comprehend is that the main aim of Lean concepts is to make available unutilized or underutilized capacities, already existing within the organization, which can then be used for delivering new products or services. This is exactly how a Lean organization should try to reduce operational costs rather than reducing the headcount.

Using Lean Techniques Such As ACFC

For reducing operational costs in the right manner, businesses can utilize effective Lean techniques such as ACFC that stands for "At The Customer, For The Customer". This technique was first utilized by the General Electric Company and since then it has proved so effective that it is now being used by many other multinational corporations, including big names such as Siemens, Xerox and 3M. This technique is quite different from conventional Six Sigma techniques and methodologies because it functions as a part of the existing customer environment and directly affects the buying behavior of customers.

Lean projects involving ACFC are managed directly by Green Belts and Black Belts who are required to handle only the most strategic customer accounts so as to improve the performance and quality of the deliverables in accordance with specific customer needs and expectations. Most ACFC projects that need to be completed within a 45-day cycle, and aim at passing on the benefits not only to the customers but also to other related entities such as suppliers. As such, ACFC works best for organizations planning to convert their suppliers into full-time business partners.

How It Works

The aims and objectives of the ACFC technique may be quite different from conventional Six Sigma tools and techniques, but it still relies on some of the traditional Six Sigma methodologies such as DMAIC (Define, Measure, Analyze, Improve and Control) and DMADV (Define, Measure, Analyze, Design and Verify). The ACFC process involves identifying and ranking new revenue generation opportunities, after which the opportunity that holds the most potential for revenue generation is selected for conversion to an implemental Lean Six Sigma project.

To achieve the best possible results from ACFC project implementations, it is necessary to consider the cost factor as well and not only the revenue potential, during the selection process. Once this is done, businesses will have no problems whatsoever in reducing the operational costs and that too, without having to resort to extreme measures such as downsizing.

Software development, hardware implementation and testing in the IT domain make IT a big user of processes and therefore compatible to Six Sigma applications. Six Sigma analysis is initiated by formulating a problem statement. A classic example is a case at Raytheon Aircraft. There, the entire IT team has undergone some sort of 6 Sigma training. The problem was an abnormally high number of servers for which no plausible reason could be found. The Six Sigma team identified the problem to be separate servers for each application. Defect removal was done through a logical and secure sharing of servers between many applications. Applying 6 Sigma methodologies to tackle the problem, a 40% consolidation in servers was achieved adding attendant time and labor savings to the bottom line.

Problem Solving Through DMAIC

DMAIC in Six Sigma is an approach to problem solving, which breaks down problem evaluation into five separate and distinct steps. These are: define, measure, analyze, improve and control. Different organizations apply different tools selected from among a wide variety of choices at each of these stages. IT personnel are familiar with some of them, such as Scatter diagrams, Pareto charts and histograms. Others like House of Quality or Voice of the Customer may not be familiar sounding in IT but are, nevertheless, essential customer-centric tools.

Another Six Sigma approach for removal of process defects at the design stage itself is known as Design for 6 Sigma and is used only by those having already mastered the DMAIC system/methodology. Leading CIOs and industry watchers suggest the following for getting the best results from Six Sigma in IT.

Pick The Right People

Pick Sigma Green Belts, Brown Belts or Black Belts who are categorized on the basis of the training they have received in 6 Sigma techniques. Trained experts would form teams, which are constituted to tackle a particular problem or process and thereafter disband to form another team for tackling another process at a different time, may be with different people, all trained in Six Sigma. Selection for training should ensure picking up highly motivated employees that will result in creating a high performance team. Another important point is to give them a project right after training without allowing any time gaps.

Adhere To Six Sigma Methodologies

Generally, IT people do not go ahead with untried methodologies until they have tried out tools with which they are familiar. Experts sound a note of caution against this and say that throwing technology at a business problem results in a bad process with new technology. If the process is free from defects, then technology can be used to take it to greater heights.

Focus On Defect Removal And Improvement

While 6 Sigma tenets are supposed to be religiously followed, they should not be treated as the be-all, end-all. The aim should be to reduce defects and to continuously streamline and improve the process conducting regular evaluations.