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8 steps to problem solving mohit sharma

8 steps to problem solving mohit sharma

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Other editions - view all, common terms and phrases, about the author  (2017).

 Mohit Sharma is a certified Master black belt from Genpact and a certified Black belt & Green belt from ASQ and Motorola university. Lean Six Sigma is my intrinsic passion and a keen area of expertise. He has the privilege of being a member of the ASQ’s Technical Board for reviewing and approving LSS articles and manuscripts.

Combining his interest in writing with his LSS bug, he actively publishes White Papers and provides Thought leadership on Lean six sigma for both internal and external publications.

In his present role as a Country head quality, is to develop continuous improvement culture in the organization.

Accomplishments:

• Received Commendable Project award for two of my mentored projects in Six sigma case study contest held by Indian Statistical Institute, Bangalore 2017

• Received the prestigious Silver Award at QCI – DL Shah Quality Awards at National level 2016.

• Received SSON (Shared services & Outsourcing Network) excellence award and accolades from ASQ quality awards for two of my mentored projects in year14 -15

• Delivered 1500+ hours of six sigma DMAIC + lean trainings in last 4 years

• Published 10+ white papers in ASQ quality magazines and in isixsigma

• Designed and developed six sigma and lean training workshop for Keysight.

• Designed and developed DMAIC BB training program, and BPMS (Business Process management System) for Genpact.

• Coaching and Mentoring Quality Leader /Master Black Belt /Black Belt / Green Belt Projects

• Helped organization in revamping different LSS methodologies like Lean, DMAIC and BPMS

• Project re-engineering / Project standardization / Base lining

• Leading high impact Business Projects

Professional Certifications:

• Certified Lean Six Sigma Master Black Belt from Genpact, 2013.

• Certified Lean Six Sigma Black Belt from ASQ (American Society for Quality), 2008.

• Certified Lean Six Sigma Black Belt from Genpact, 2011.

• Certified Lean Six Sigma Black Belt trainer from Genpact, 2012.

• Certified Lean Six sigma Green Belt Trainer from Genpact, 2011.

• Certified Lean Six Sigma Green Belt from Motorola, 2005.

Topics Covered in the Book

• INTRODUCTION

• IDENTIFYING THE RIGHT PROJECT METRIC AND ITS IMPORTANCE

• ESTABLISH DRILL DOWN OF THE BUSINESS PROBLEM WITH THE PROJECT GOAL

• DEFINE THE PROJECT

 Project Charter

 Potential Business Impact

 ARMI Chart & Communication Plan

• MEASURE THE EXTENT OF PROBLEM

 Identifying Potential Xs

 Data Collection Plan

 Gage R&R

• ANALYSE THE PROBLEM

 Identifying Process Stability & Normality (Run Chart & Normality)

 Identify Process Capability (Continuous & Discrete Data)

 Data Analysis – Hypothesis Testing

• IMPROVE THE PROBLEM

 Identifying Solutions

 Prioritiszing Solutions

 Identify Failure Modes and Apply Mitigates

 Implement Solutions

• CONTROL THE IMPROVEMENTS

 Check Result

 Control Plan

 Control Charts

• MENTORING AND EVALUATING LEAN SIX SIGMA PROJECTS – FOR BB (BLACK BELT)/MBB (MASTER BLACK BELT) MENTORS

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8 Steps to Problem Solving - Six Sigma

Mohit sharma.

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Published July 3, 2017

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8 Steps to Problem Solving: Six Sigma

By Mohit Sharma

( 3 ratings )

About this ebook

Mohit Sharma is a Genpact Certified Master Black Belt,│ Asq Certified Black Belt and Motorolla Certified Gb. He brings his wealth of experience into this book and shares information, insights, tips and case studies. 8 Steps to Problem Solving – Six Sigma is targeted at top and middle level management professionals. The objective of this book is to give the readers an overview on how to drive continuous improvement within their organisations. The author says in his introduction, “It is my sincere effort to provide readers real-time scenarios to make the learning process more practical. This is why the examples illustrated in this book are from real-life projects, either executed or mentored by me, in the past 15 years.” 8 Steps to Problem Solving – Six Sigma is a handy book for those who want to enhance their careers and their organisations. The real-life case studies and the solutions to problems organisations face have been succinctly outlined by Mr. Sharma to help readers drive persistent change and enhancement.

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8 steps to problem solving - mohit sharma, identifying the right project metric, and its importance.

The Right Metric and Its Importance

You can only improve a process once you know exactly what you have to fix. Choosing the right metrics are the key levers that make the improvement quantifiable, making the practical problem a statistical statement and thus enabling a measurable improvement in the process.

Creating a quality drill down is extremely useful for identifying improvement opportunities for products, services and processes. However, many a time, many CTQs appear to be crucial to the improvement effort. It is important to select the right CTQ as a project metric, to avoid derailing the project execution.

I have witnessed innumerable situations where Black Belts have worked on non-critical metrics and later, have had to deal with unhappy customers. They worked on the wrong metric, which did not have the impact that the customer was expecting. Of course, there exist a number of books which have sections on project metrics; however, on the whole, very few specifics exist that offer focused guidance on how to select the right metrics.

This chapter attempts to explain with live examples and thus guide all practising quality professionals (Black Belts/Master Black Belts) in under-standing and selecting the right metrics for their improvement initiatives in the Lean and Six Sigma space.

This chapter includes the following sections:

•Why the right metric?

•What to keep in mind when choosing the right metric

•How to find the right metric

•Examples of successful projects, metrics, business cases and goal statements.

Why the right metric?

Defining the right metric impacts the process/project directly; this in turn has a direct impact on the end customer. It is one of the first steps you should take to develop a shared vision across the cross-functional project team. Getting it wrong here is like shooting aimlessly.

Some of the pitfalls of selecting the wrong metric:

If the right metric is not selected, the customer may not fully comprehend the impact of the project, and the Black Belt’s efforts will not be appreciated by internal/external stakeholders. For example, a project team for an accounts payable process wanted to improve the paid-on time percentage of the invoices billed; however, that would have negatively impacted the cash flow of the customer. The metric was refined to ‘increase the paid on-time percentage for discounted vendors’ to avoid discount loss.

The Black Belt/Master Black Belt leading the project can face unnecessary challenges because:

• Poorly constructed metrics make it difficult to collect data and establish the right relation of project Y and potential Xs. For example, if productivity per day is the metric and X is agent tenure, it is very hard to relate the data of X with Y, as all the agents with different tenure work daily. However, taking a metric on reducing cycle time is a far better option for the agent’s tenure, as shown in the table below:

Things to keep in mind while choosing the right metric:

The metric should be selected on the smallest unit of the process, because if the smallest unit is set right, the entire process is bound to be right. Work on direct metric not on derived metric.

Relation of Project Y with X

One of the important concepts of Six Sigma is to understand the relationship between Project Y and X, impacting the Y. If we refer to equation Y=F(X), Y is a dependent variable and X is an independent variable. If we change X, Y will be impacted.

The rule to be followed here is that data on Y, once selected, should not be changed depending on the Xs, where Y is the smallest unit and is kept constant. It sets out the right relations with various Xs. However, if Y is not taken as the smallest unit, the values of Y will keep with each changing X, as you establish the X and Y relation.

Pick up the actual cause of a customer’s problem as the project metric . Customers will always give you a practical problem; convert it to a statistical statement.

E.g.: Practical problem: I am not happy with the process quality.

Statistical problem: To reduce the number of defects from 20% to 5% by April 2012.

Avoid dollar value as a metric, like reducing the day’s sales outstanding (DSO) $30 K per day to $25 K per day. Use business impact to highlight dollar values and impact. Always choose metrics like improving hit rates of calls from 25% to 45%, hence reducing DSO. In this example, the business impact could be a DSO reduction of $5 K per day.

Some common metrics that can be selected are cycle time (variation reduction, mean shift), defect reduction, etc.

How to find the right metric

For every product or service, there could be multiple critical to quality characteristics. Focus on the CTQs that are most important to your customers. I recommend establishing the CTQ drill down tree, which helps to identify a relationship between the business Y and project Y. There are other tools available too, to identify whether the metric picked for the improvement project is the right metric. Let me illustrate this using regression analysis.

A major insurance company wanted the dollar value of renewed policies to go up; however, to avoid chasing dollar values as metrics, regression analysis was used to show a strong correlation between the number of policies renewed (count) vs. the value, thus securing the customer’s approval for the metric on policies renewed (count) to be improved. See Figure 1.

CTQ Drill Down Tree

Amongst the various Six Sigma tools, Critical to Quality (CTQ) Trees is a tool that helps quality professionals to translate

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8 steps to problem solving mohit sharma

MBA in Marketing and BE in Electronics 
I was more into sports and bodybuilding during my school and college days
I am country Quality head in Keysight Technologies since May 2015 AVP Quality in Genpact from April 2010 to March 2015 Sr Manager Process excellence from June 2002 to March 2010
I do like to Read spiritual and inspirational books. Shree Bhagwat Geeta by Swami Chinmayananda and How to win friends and influence people by Dale Carnegie are my favorite books
I have started writing my first blog / Article which got published in ASQ’s Quality Progress magazine in the Year 2013
In 2015, I decided to publish my book
I want to write books and simplify the complex analytics so that it could be applied easily and effectively by a layman also. My Ambition is that my readers should view me as master in decoding complex Quality concepts 
I do it over the weekend 
Over the past 15 years, I have seen how much struggle organizations had to do to build process excellence/continuous improvement culture. This book is based on my real-life experiences and its aim is to give one-stop shop of tools and techniques to the organizations and quality professionals to develop the desired culture. This book is the compilation of problem solving tools and techniques in a systematic way to drive continuous improvement projects for any organization. This book talks about how to identify the real pain areas, defining them in the form of a charter, measuring, analyzing and finding out the appropriate solutions and finally controlling the improved state. One of the salient features is, compilation of experience on areas like Impact calculation, Change management tools like ARMI charts etc
Book is divided into following sections Introduction -  Identifying Right project metric and its importance This Chapter suggests all the project owners how to select a correct project metric. Industry examples of successful projects and biggest snares they must avoid.  Establish drill down of Business Problem with the Project goal In this Chapter the project goal is linked with the business objectives, where the stakeholders and top management can easily understand the importance of the project, as it is linked to business priorities. It helps the project owner to get adequate sponsorship. Define the project   This chapter explains the tools like project charter, COPIS, potential impact and ARMI charts. It also explains their importance and application through relevant industry examples.  Measure the extent of problem Right measure is required to baseline the problem correctly; hence this chapter includes usage of tools like fish bone, data collection plan and its execution and checking the measurement system  Analyze the problem  Identifying the stability and normality of data, identifying process capabilities and analysis of data through hypothesis testing is what this chapter includes. Pure technical chapter in this book and technicality is explained in simple terms.   Improve the problem This chapter talks about identifying the solution, prioritizing and implementing them. Before implementation of solutions, all the failure modes are identified and solutions to mitigate the failure modes are identified.    Control the improvements It is important to control the improved state, so checking the result and controlling the improved state is explained in this chapter through the tools like control plan and control charts. This chapter elaborates the usage of Control charts thoroughly.  Mentoring and Evaluating Lean Six Sigma Projects – for BB/MBB mentors Mentoring guide can help sponsors, champions and mentors to ask right questions to the project owners at different tollgates. It can also help them to check for the completion of each phase by comparing the minimum requirements to pass the tollgates. This also provides dos and don’ts for the mentors and champions in each phase of the project. 
My wife, Priya Arora inspired me to write this book.
Constant research over 1 year
I am creating youtube videos on six sigma topics and in each video, I talk about my book.

I am trying to put my thoughts around Lean methodology and principles
I am also thinking of writing another book in the series
You must start today. There is no tomorrow. I lost at least 1 year in thinking and convincing myself that I should write my book.  

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