Six sigma JOB- Senior Process Engineer

Responsibilities:
  • Plans, conducts and directs analysis, development and implementation for engineering assignments regarding equipment and/or process enhancements that will improve efficiency, quality and safety. Manages multiple projects across various disciplines.
  • Develops test plans and qualifies new equipment/software and performs vendor and site acceptance testing to meet internal and external standards.
  • Identifies key opportunities to develop and implement equipment and/or process enhancements that will improve efficiency, product yield and safety including justification of capital projects for future project development.
  • Utilizes statistical tools to determine process response to controllable factors.
  • Prepares equipment, process, safety and materials specifications and conducts technical analysis of vendor proposals.
  • Collaborates with teams of outside designers, consultants and contractors.
  • Performs other related duties as assigned by management.

Qualifications

  • Minimum of a Bachelor’s Degree is required
  • Focused degree in Engineering, such as Industrial or Mechanical Engineering is preferred
  • Minimum 4 years engineering experience engineering environment is required
  • Engineering experience in Distribution or Manufacturing is preferred
  • 1 year of experience working in FDA or highly regulated environment is preferred
  • Project management experience is an asset
  • Ability to analyze large volumes of data and model processes is required
  • Advanced Excel skills required, SQL skills preferred
  • Statistical analysis experience is preferred
  • CSV / SDLC software validation knowledge is preferred
  • Root cause problem solving is an asset
  • Experience with Lean / Six Sigma and/or JJOS methodology is preferred
  • Experience performing Time Studies in TimerPro or other relevant software is an asset
  • Position located in Jacksonville, FL, with consideration for Fontana, CA, Mooresville, IN, or Tobyhanna, PA is required.
  • Up to 50% international and domestic travel is required

Do you strive to join an outstanding team that is dynamic and ever-changing? Is career growth and opportunity appealing to you? Apply to this opportunity today.

Johnson & Johnson Family of Companies are equal opportunity employers, and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, genetic information, national origin, protected veteran status, disability status, or any other characteristic protected by law.

HOW LEAN SIX SIGMA CAN HELP YOU MANAGE YOUR FINANCES

Debt is an issue facing millions of people in the United States. It can drag people down both financially and emotionally.

The amount of debt has grown again in the past few years. The average American household has almost $17,000 in credit card debt alone, according to a 2016 study by Nerd Wallet.

Big debt leads to financial problems that can quickly snowball. For example, those with high debt have higher interest payments. It also may prevent you from having the money to get the best deals on home mortgages and car loans.

Financial stress can also lead to mental health issues. A 2015 study published in the Journal of Family and Economic Issues found higher rates of depression among those with short-term debt such as credit cards, especially among unmarried people and those without a college degree. Longer term debt, such as for a home or a car, did not have the same link with feelings of depression.

Digging out of a financial hole – or trying not to get yourself stuck in one – can benefit people in many ways. The methodologies in Lean Six Sigma can actually help people accomplish this by setting aside emotions and providing tools to allow for a rigorous, honest and thorough examination of personal finances.

Developing a Budget

Six Sigma helps to find defects in a process and correct them. Lean focuses on eliminating waste and unnecessary steps in a process. Together, they can help address issues involving finances.

One place to start is with Lean’s Value Stream Mapping tool. In business, a Value Stream Map involves the visual evaluation of an entire process. It is used to identify the eight areas of waste (defects, overproduction, waiting, non-value-added processing, transportation, inventory, motion and unused employee talent).

In relation to home finances, a first good step is to evaluate how much money is coming in and where it is being spent. This type of rigorous evaluation of finances can lead to development of a monthly budget, which is key to getting your finances under control.Lean Six Sigma Finances

Identifying how much money is coming in is the easy part of the process. The difficult part is determining where your money is being spent.

Treat this as a process and apply Value Stream Mapping, determining where money is being wasted. Perhaps you pay for lots of memberships or subscriptions. Or maybe you buy a certain product once a week, but often find yourself using it sparingly.

Finding wasteful money spending can prove difficult because you are looking at your own behavior. That’s why Lean Six Sigma can help – it takes emotion out of the process.

Take a hard look at your process for handling money each month. Chances are, you might see yourself in these common issues.

Common Triggers

These are some common issues that can cause people to overspend. Make identifying these triggers a priority.

  • Stress – People feeling stressed often make themselves feel better by buying something – sometimes things they can’t afford.
  • Emotional events – Break ups, divorce, death of a relative or a friend – these can lead to feeling depressed. It also makes the quick “pick me up” feeling of buying something very tempting.
  • Peer pressure – If you have friends who spend beyond their means, chances are you will also spend beyond your means.
  • The holidays – It’s important to set a reasonable budget for the holidays and stick to it – especially in the face of immense advertising pressure to buy. This is even more of an issue with people who like to please others with expensive gifts.
  • Immediate gratification – You walk in, you buy something, you feel better with the new item. Until the credit card bill arrives, and you can’t immediately pay it off.
  • Spending all you have – People who get promotions or come into money in some other way often will increase their spending habits to this new income level. There’s no reason to change a lifestyle you enjoy even if you make more money.

There are deeper issues as well, such as low self-esteem that can be bolstered by buying expensive items.

The bottom line is this: Think like a businessperson. Use Lean Six Sigma to thoroughly examine your behavior and eliminate wasteful spending.

Useful Lean Six Sigma Tools

Here are a few other Lean methodology tools that, with slight modifications, may help you manage your spending.

5S

This philosophy actually focuses on making work spaces orderly and clean, then setting up standard practices to sustain a higher level of organization. The “5S” are Sort, Set in Order, Shine, Standardize and Sustain.

This same practice can apply to money. For example, the third phase of 5S focuses on Shine, a step meant to clean up the clutter and organize. But rather than cleaning a work station, you are looking to clean up your personal finances. Consider identifying all the things you purchase and don’t use. Do you spend $100 a week on groceries but end up frequently throwing away food that has gone bad?

The emphasis of using 5S is creating new standards – in this case, standards for budgeting and managing money – that become routine and allow you to sustain success.

Kaizen

Kaizen, which comes from the Japanese word for “improvement,” is another Lean tool worthy of consideration for those looking to better manage personal finances. This also requires a thorough examination of a process. In this case, it’s where your money is being spent, but it puts a focus on small, continuous changes that over time, can have a huge impact.

With Kaizen in mind, you don’t have to fix personal finances in one month. That will lead only to frustration. However, small steps can quickly add up. Examples can include cutting out expensive restaurants, lowering or eliminating your cable bill, spending less on entertainment, or setting a monthly allowance of cash and removing the debit and credit cards from your wallet.

DMAIC

This is the main strategic tool in Six Sigma for optimizing existing processes. Again, it can be applied to personal finances. The acronym stands for: define, measure, analyze, improve and control.

In a personal finance context, it could work this way.

Define – You define the areas where there is a “defect” in your spending and set a new goal to improve. You are spending $200 a month on pizza, drinks and going out to eat with your family and friends. The new goal is to instead save that money to pay off a credit card.

Measure – You collect data on the defect and measure its impact (in this case, $2,400 per year). A further impact is that it’s delaying paying off your card, which is costing you in interest payments each month.

Analysis – Here, you look at the data and try to find root causes. Why are you spending so much on entertainment? Are you too lazy to cook instead of ordering a pizza? Are you going out with friends who overspend often, one of the common triggers listed above? Here’s where you want to get down to the root of the problem and develop a plan to solve it.

Improve – In this phase, you begin to put a plan into action. Cut the spending each month by a certain percentage, for example. Find some friends who prefer staying in rather than going out all the time. Remember the lesson found in Kaizen – small changes, big impact.

Control – Make your plan a routine part of a monthly financial budget. Measure the impact of the changes and make sure it’s working, and continue to look for improvement opportunities.

Principles of Lean and Six Sigma can be applied to just about everything, even quitting smoking. Becoming debt-free and managing your finances is possible, but, with any process improvement project, you need to focus on using the right tools, and being very honest with yourself.

5S, One of Lean Six Sigma’s Finest Tools

Six Sigma has many tools that will work to improve production and efficiency in any type of business. Today, we are going to highlight the 5S tool and why it is so important.

The 5S tool is a great system for handling workplace organization. This tool has a step-by-step template that is easy to follow and will reduce waste and make things run more efficient.

A workspace that is neatly organized is a safe workspace. There are five important steps involved in the 5S tool and they must be done in order.

Seiri or Sort: Go through your entire workspace and remove anything that is not involved in the daily processes. Never have any items that are non-process related in the workspace.

Seiton or Set in Order: Make sure all things are in their place and that there is a place for everything. Organize the items so that the daily work processes are made easier. Set the items in a logical order; you should not have to go out of your way to get a tool. Every tool needed should be accessible, as you need them.

Seiso or Shine: Daily efforts should be made to keep everything sparkling clean in your new organized, clean workspace. This includes dusting, mopping and keeping any machines or tools maintained in the workspace.

Seiketsu or Standardize: Now that your workspace is organized perfectly and sparkling clean, you must create a new standard for the processes to be carried out. This includes organizing how the tasks will be performed. Include charts, lists and shift schedules if need be.

Shitsuke or Sustain: Maintain new practices, develop a team discipline if the processes involve an entire team, or if it is a single person make sure the discipline is part of the company culture.

Six sigma black belt job-Business Operations

Summary

  • Black Belt leads and manages Six Sigma project portfolios in order to accomplish measurable business process improvements. Employs Six Sigma methodology and analytics into organizational operations in order to accomplish business objectives.
  • Works with professionals in the design, development, supply chain and customer success / services to accomplish key projects that may be complex and detail-oriented

 

Responsibilities:

  • Provide DMAIC based approach to projects to drive business value for the company, lead focused, collaborative, cross-functional deep-dive workshops for high priority initiatives and bring process and data driven focused approach to support the organization’s goals
  • Provide training to potential candidates and upon request from the business.
  • Provide strong project management skills, expertise in quality management and ability to make major changes in organization – not let things fall through the cracks
  • Change management – Drive sustainable change through the organization through collaboration and cross function work. Establish process, procedures to ensure sustainability of project results

Minimum Qualifications:

  • Six Sigma Black Belt Certified with 5 yrs. of experience leading Six sigma projects
  • Proficiency with statistical techniques, flow charting, business analysis and experience in engineering, supply chain and customer success / services environment in technology industry.
  • Proficient using statistical software like Minitab, SAS, Stata, R etc.
  • Prior experience of working in an outsourced supply chain environment with contract manufacturers
  • Prior experience of working and/or incorporating six sigma  techniques and methodologies into the normal way of doing things versus through a “big program”
  • Prior experience of managing and facilitating cross functional improvement projects (drive projects and results with the teams that not directly reporting into your function)
  • Ability to enable organization to become more self-sufficient and self-sustaining in process improvement endeavors
  • Ability to influence peer groups and senior executives, and work with globally distributed teams and functions
  • Ability to coach and mentor other resources about six sigma methodology and drive a culture of quality in the organization

    Preferred Qualifications:

    • Project Management (PMP) a plus
    • Master’s Degree desirable
    • Experience with Design for Six Sigma (DFSS) desirable
    • Experience with other continuous improvement methodologies like Kaizen, Lean etc.
    • Moderate travel will be required

    Other Information:

    • Moderate travel will be required

LEAN PROCESSES HELP IMPROVE THE GLOBAL OIL AND GAS INDUSTRY

Much like the healthcare industry, the worldwide oil and gas business is a mature industry facing challenging times. Part of the response to those challenges involves adaptation of innovative technology and modern business methodologies.

One of those methodologies is Lean Six Sigma.

The oil and gas industry is slowly recovering from a downturn that led to contraction in recent years. However, the bounce from the bottom has involved new approaches to managing both energy companies and the ancillary businesses that work with them.

 

One of those businesses is UECompression, a Colorado-based company that supplies air and gas compression packages to companies across the country and around the world. They also provide auxiliary equipment such as fuel boosters for turbine power plants. They distribute a number of products for air and gas compression production companies.

It’s a complex business. That’s one reason UECompression turned to Lean Six Sigma to improve operations.

Lean Six Sigma

Maximizing value for customers and minimizing the resources needed to do it. That sums up the goals of Lean Six Sigma.

Achieving the first requires focusing on eliminating defects in the product or service. Achieving the latter requires eliminating waste. All of it requires gathering information on the current process, analyzing how an operation currently works, and then identifying those defects and waste.

Lean provides a methodology for that process as well as the important work of implementing change that lead to improvements. It also supplies the methods of continuous improvement, which includes measuring the effectiveness of change and whether further changes are required.

One way of viewing Lean is that it breaks down complex processes into simple, component parts. In that way, making improvements is an easier task.

It certainly works. General Electric, Toyota, Motorola – these are just a few of the companies that have put Lean to use.

Standardizing Processes

For UECompression, incorporating Lean is all about an overall company strategy to smooth out the bumps of an up and down oil and gas industry.

Part of riding out cyclical fluctuations is determining how to best deliver their services to their customers around the world.

Company CEO Jack Maley told Boss Magazine that Lean is being implemented to reduce process cycle time and improve quality. It’s especially useful because the company opened a new facility in 2013. Maley said Lean allows the company to “take our new facility to the next level and maximize the velocity of the work we accomplish there.”

UECompression is implementing Lean strategies for manufacturing in the new facility. That includes finding the root causes of any defects in the production line, as well as identifying wasted actions within the operation.

Lean and the Oil and Gas Industry

The energy industry is increasingly turning to Lean, whereas in the past it was not applied as much in businesses with a heavy focus on engineering. In some cases, businesses within a certain niche of the industry are leveraging the benefits of Lean.

For example, in the fabrication business within the oil and gas industry, companies such as KUDU and Plains Fabrication and Supply have adapted Lean methodology as part of a restructuring of their operations.

Producers also have turned to Six Sigma. Large companies such as Shell and Suncor have implemented Lean practices into their operations. These include Value Stream Mapping, a Six Sigma tool used to diagram a process and find defects and waste, as well as equipment effectiveness, transportation issues and production operations.

Lean has proven effective across many industries over the years. Now, with a track record of success, the methodology is spreading into areas such as healthcare and oil and gas, transforming how these venerable businesses handle their operations.

TEXAS MEDICAL SYSTEM USES SIX SIGMA TO IMPROVE PATIENT OUTCOMES BY 75%

Stop me if you’ve heard this one:

What do you get when you cross a healthcare network and a car manufacturer?

A fleet of emergency vehicles? Not exactly.

When that car manufacturer is Toyota – pioneers of the fabled Toyota Production System – you get a 75% improvement in patient outcomes.

A Process Improvement-Healthcare Partnership

In June 2016, the Children’s Health hospital network entered a partnership with the Toyota Production System Support Center (TSSC). They had one primary goal: improve the safety of their patients.

They focused their efforts on a children’s hospital in Dallas, and after a little more than a year, the results have been astounding. The prevalence of CLABSIs, a central line-associated blood stream infection, fell by a full two-thirds.

 

How?

The experts at Toyota first sought to understand CLABSIs. It occurs when bacteria enter a patient’s blood stream through a central line (which is, basically, a tube placed in a vein, which has direct access to the patient’s heart). CLABSIs is rarely fatal, but it is expensive. It affects more than a quarter-million patients every year, and it costs the United States $6 billion in treatment expenses.

Because of this, the Toyota experts observed, doctors are very careful to keep their hands clean. They sterilize tools and gloves, keep their mouths covered and operate on patients with extreme care. So why were there so many cases of CLABSIs?

Reducing Risk, Increasing Patient Satisfaction

Those same physicians, Toyota noticed, were using their sterilized gloves to set their sterilized tools onto unsterilized countertops. The environment was the culprit. Not the people involved.

Together with the hospital, Toyota developed sterile pads to coat surfaces and germ-proof rooms during procedures. The results – a 75% reduction in CLABSIs – speak for themselves.

“Patients and their families place a sacred trust in us to take care of their children and make them well,” said Rustin Morse, M.D., Vice President and Chief Quality Officer at Children’s Health. “While there will always be risks associated with specialized treatment in hospital settings, we are grateful for the expertise of TSSC. Its team of the finest process improvement experts in the world helped us minimize those risks. We are also tremendously proud of our clinical team members for their commitment to excellence in patient safety.”

The Future of Six Sigma and Healthcare

Children’s Health hopes to implement the new TSSC processes in all their hospitals by the end of the year, which is great news for their medical system, and for the future of healthcare. Because medical institutions don’t need world-class process improvement experts from Toyota to help lower costs and improve patient safety.

All it takes is someone fluent in the language of Six Sigma:

  1. Identify your goals (and your timetable for completing them).
  2. Ensure those goals are aligned with tangible organizational performance measures.
  3. Get all team members fully committed to the long-term vision.
  4. Commit to proper training and leadership.

It’s not easybut it is simple. Think about Children’s Health – they’ve created significant change with one simple tweak: keep the tools off the countertops.

“Children’s Health invited us into their units to see the clinical processes firsthand, and together we were able to implement a program that we hope can be a model process,” said Jamie Bonini, Vice President of TSSC in a news release. “By leveraging the methods of the Toyota Production System, like problem solving, standardization and rigorous training, we are pleased to help make life better for children in our new home in Texas.”

INDUSTRY REPORT INDICATES NEED FOR TOP DOWN TRANSFORMATION OF COMPANY CULTURE

A recent survey of operational excellence practitioners around the world found that one issue looms far above all others in blocking process improvement: company culture.

The Global State of Operational Excellence 2017 industry report found that 55% of those surveyed listed “improving company culture” as the most critical challenge facing operational excellence.

That’s ahead of keeping up with new technology (21%) and lack of skilled workers (10%) – two areas mentioned far more often in the media.

So, what gives? In many cases, it’s a lack of commitment from the top.

Lack of Commitment

In an opinion piece for Industry Week, Dan Markovitz, president of Markovitz Consulting, pointed out several issues he sees with leaders attempting to implement process improvement.

  • A focus on tools and techniques rather than making the process human-centered with a focus on changing mindsets and committing to change
  • A lack of commitment by leaders to spend time, routinely, on process improvement projects
  • Poor framing of methodologies such as Lean as representing a different way for people to do their jobs rather than about a fundamental shift in culture

Leaders like this don’t help, they get in the way. Clearly, it’s a problem many see across all industries. The issue might seem particularly frustrating given the wealth of information out there about success stories using process improvement.

Toyota and General Motors

Anyone with an interest in Six Sigma or process improvement should take a look at the long report on General Motors joining forces with Toyota that was published in the MIT Sloan Management Review.

The author, John Shook, a senior advisor to the Lean Enterprise Institute in Cambridge, Mass., wrote about the joint venture that ended in 2010. The two companies had joined to work together at the Fremont, Calif, General Motors plant.

In one year, with the same workers, the plant went from the worst to the best-performing General Motors plant. Previously, workers had often went on strike and even sabotaged the cars.

Shook wrote, “The plant had produced some of the worst quality in the GM system…this was the early 1980s. So to be the worst in GM’s system at that time meant you were very, very bad indeed.”

The plant instituted much of the Toyota Production System. Workers embraced the program. Absentee rates fell from 20% to 2%. But perhaps most importantly, everyone in a leadership position spent two weeks in training, learning about process improvement and making a commitment to putting it into practice.

It worked. As Shook noted, even the “old troublemakers” were still in the plant.

“The only thing that changed was the production and management system – and, somehow, the culture.”

Part of that was to change behavior first, which led to a change in thinking.

There are other examples, both big and small. An interesting example comes not from the manufacturing floor or office building, but the halls of Congress.

Encouraging Six Sigma

Sen. Thom Tillis came to Congress in 2014 as the junior senator from North Carolina. Before entering politics by running for the state legislature in the Tar Heel State, he had worked as a consultant for PricewaterhouseCoopers and IBM.

In an interview with the Washington Post, Tillis expressed the belief that all employees should be trained in process improvement methodologies. Asked about his management philosophy, Tillis said he wanted to add “another component” for those working on Capitol Hill.

Tillis said he is interested in “providing educational opportunities for the staff that would be nontraditional for a Capitol Hill office. I want them to think about completing either certificate work or advance studies. I want them to study Six Sigma.”

In another example, a Houston-based temporary staffing firm and supply chain company recently issued a news release for the express purpose of recognizing staff members who have earned Six Sigma designation. And Six Sigma has been put in place in pharmaceutical labs, medical offices, government agencies and school districts, all with successful outcomes.

Convincing leaders of the need for cultural change to start with them is clearly an issue. But given all the success stories, it perhaps should be easier.

Software Quality Assurance

Job Description

 

Responsibilities: 

  1. To drive Process standardization support the sustenance of the ISO 9001 & 27001 certifications.
  2. Ideally, He should have supported Process facilitation for testing oriented projects. Should be good in Advanced Statistics / Metrics and Six Sigma would be an added advantage.
  3. Good presentation and communication skills and the ability to lead the team towards achievement of goals.
  4. Facilitate and monitor the project/product/function teams in complying with QMS and advise them on process implementation and compliance with standards.
  5. Conducting internal quality audit by obtaining objective evidence of implementation and effectiveness of the quality system.
  6. Identify process improvement training needs and organizing for course development and training.
  7. Guides projects and functions in metrics collection and analysis. Reports metrics and customer complaints.

Salary: Not Disclosed by Recruiter
Industry: IT-Software / Software Services
Functional Area: Other
Employment Type: Permanent Job, Full Time
Keyskills: Software Quality Assurance, Quality Audit, QMS, ISO 9001, Internal Quality Auditor, Six Sigma, Process Improvement, Metrics, Customer Complaints, Process Standardization.

Senior Manager Process Excellence and Quality.

Job Description:

Job Purpose 
– Improve Quality and efficiency for a set of service line/Services
– Drive Business Improvement Projects and strategic Projects
– Improve Transactional Quality and implement internal audit procedures

Key Accountabilities: 

Business Improvement Projects:
– Ensures process excellence and performance improvements through structured and logical approach
– Ensures alignment and management of DMAIC project portfolio and local initiatives
– Lead the implementation and act as a mentor for DMAIC and Lean initiatives
– Ensure successful completion and tracking of strategic Organizational improvement initiatives
– Lead and drive the achievement of performance improvements across the organization
– Act as a change agent and have logical and analytical ability

Internal Audit Framework:
– Ensure data accuracy in different reporting framework across Organization.
– Focus on Quality & Continuous Improvement in Internal & External Reporting
– Continuous check on the compliance and focus on standardization of Quality Framework across Organization

Time & Motion Study and Value stream mapping:
– Identify process steps for conducting Time & Motion Study
– Monitor the Time & Motion Study for identified processes
– Perform analysis on Time & Motion Study & derive real time APT & calculate FTE estimation
– Can conduct value stream mapping and related actions

Stakeholder / Performance Management:
– Able to collaborate with operations team from Agent level to Process Head Level for Improvement and implementation
– Ensure the customer survey results are acted upon

Functional Experience: 

At least 8-10 year(s) of working experience in the related field is required for this position.

– Stakeholder Management
– Team Management
– Communication / Negotiation Skills
– Data Management

Education: 
– Bachelors Degree
– MBA- Preferred

Qualification: 
– Six Sigma Black Belt- Preferred
– ISO 9001-20001- Preferred
– Proficiency in MS Office- Mandatory
– Strong Leadership
– Strong communication skills
– Solid change management skills
– Strong analytical and problem solving skills

Salary: INR 12,00,000 – 15,00,000 P.A.
Industry: Internet / Ecommerce
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Quality
Role: Quality Assurance/Quality Control Manager
Employment Type: Permanent Job, Full Time
Keyskills: Six Sigma, Lean Initiatives, Transactional, Quality Operations, Process Excellence, Auditing, Black Belt Team Management, Change Management, Value Stream,  Mapping, Process Improvement, Quality Manager, Project Management.