Head/VP/GM-Quality Assurance & Quality Control

Job Description

-> MBB will coach BBs in accomplishing project goals using LSS methodologies.

-> Will be responsible for providing expertise in deploying Lean and Six Sigma programs and initiatives.

-> Would be instructing cross-functional teams in adapting to and understanding improved processes, facilitating Kaizen and Rapid Improvement Events (RIEs), and overseeing process improvement projects. These professionals may also identify process improvement opportunities, and quantify results and trends.

-> MBB certification is preferred.

Salary: INR 25,00,000 – 30,00,000 P.A.
Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Senior Management
Role: Head/VP/GM-Quality Assurance & Quality Control
Employment Type: Permanent Job, Full Time
Keyskills:

Lean Six Sigma, MBB, Kaizen, Process Improvement.

 

Five Costly Mistakes Applying SPC

have daily conversations with manufacturer plant managers, quality managers, engineers, supervisors, and plant production workers about challenges when using statistical process control (SPC). Of the mistakes I witness in the application of SPC, I’d like to share the five most prevalent; they can be costly.

No. 1: Capability before stability

Capability is a critical metric, and capability statistics are often an important part of your supply chain conversation. Your customers want assurance that your processes are capable of meeting their requirements. These requirements are usually communicated as tolerances or specifications.

Customers frequently specify a process capability index (Cpk) or process performance index (Ppk) value that you must meet. Because they put such importance on this value, capability statistics may become your primary concern in quality improvement efforts. They may be important, but sole reliance on Cpk values is premature.

The first issue to be addressed is getting to a stable, predictable process. Building control charts into your analytical process on the front end can prevent costly mistakes such as producing scrap, shipping unacceptable product, or even setting the stage for a dreaded recall.

No. 2:  Misuse of control limits

Producing control charts doesn’t guarantee accurate process feedback. There are many subtleties with the application of control limits that are easy to get wrong. Here are a few common errors.

Computing wrong limit values with a home-grown tool. Time and time again I have seen examples where the numbers are just wrong, often resulting in audit failures. If you use a home-grown tool for SPC, proceed with caution.

Never computing static control limits. The decision to compute control limits should be a deliberate one, even if your SPC software automatically computes limits for you.

Never re-computing control limits. If you reduce variation over the course of a year, then the control limits you computed in January will not reflect how the process is running the following December. A deliberate re-computing of the control limits to establish the “new normal” is in order.

Waiting to have enough data to compute control limits. Whether you have a small amount of data or a great deal of data, computing “baseline” control limits will almost always provide benefits. There are many guidelines, such as waiting until you have at least 25 subgroups gathered over a normal course of production. If you don’t have much data yet, reasonable control limits can be computed even with small amounts of data.

Confusing specification limits with control limits. Specifications, aka tolerances, tell you what your customer requires. Control limits reflect how your process behaves. I often see line charts with horizontal specification lines at the upper and lower specification values. This type of chart might provide value in some situations, but it should never be confused with a control chart.

No. 3: Measurement system issues

If you are applying SPC, you’re measuring things. Do you know how well you are measuring? This is a critical factor that is easily overlooked when you are focused on SPC. Even the best application of SPC tools can be undermined when the ability to measure things is uncertain.

In addition to having measurement systems analysis tools, you need to properly manage your measuring devices. How well do you manage your measurement equipment? What is the calibration interval? What steps are checked during a calibration? What’s the history of calibration for a given device? What master gauges are used for the calibration, and have those devices been calibrated?

Software applications designed for this purpose, such as PQ Systems’ GAGEpack, can help to assess and manage measurement systems.

No. 4: Delegating SPC work to one employee or a small group of employees

In many organizations, SPC is not yet internalized and normalized as a part of doing business. This becomes a problem when the person tasked with SPC leaves. The system they put in place may get less attention, and charts on key quality metrics may not get refreshed.

No. 5: Not leveraging technology to scale your SPC efforts

Technology has made it easier to create and deploy SPC charts on anything and everything. While advantages to this abound, the amount of time spent by valuable employees doing nonvalue-adding, repetitive, SPC-related work can be costly.

If you need to monitor dozens or even hundreds of SPC charts, you need to seek methods of scaling your SPC application. Consider the time it might take to do these steps:
1. Find the chart of interest.
2. Display the chart.
3. Analyze the chart.
4. Decide whether action is needed.

Why invest an employee’s time and attention to look at hundreds of charts—most of which are stable or in control? Utilizing an automated approach can amplify your ability to pay attention to key metrics without dragging quality workers away from more important activities.

Often, when I see the five mistakes listed in this article, the root cause is too much focus on the tools of SPC and not enough focus on the SPC way of thinking. The common thread among these mistakes is an underlying need for more education. Through continuing education, this SPC way of thinking can become embedded in the manufacturing culture.

How to Write an Effective Problem Statement Rod Morgan1

Continuous improvement specialists are challenged to solve problems for their organizations or clients. They have acquired a wide array of tools, methods and techniques for that purpose. If continuous improvement practitioners are able to establish the winning conditions for change, they can look forward to successful outcomes. However, the devil is in the details, making continuous improvement jobs interesting and challenging.

One of those “little devils” that often gets overlooked is the need to construct an effective problem statement at the start of any improvement project.

What Is a Problem Statement?

Adapted from an article by Alan Bryman in the International Journal of Social Research Methodology: A problem is a statement about an area of concern, a condition to be improved upon, a difficulty to be eliminated, or a troubling question that exists in theory or in practice that points to the need for meaningful understanding and deliberate investigation.

Why Is It So Hard to Write an Effective Problem Statement?

One of the challenges in writing a great problem statement is the distractions that can come from a variety of sources.

  • Symptoms associated with the problem add to the confusion when trying to describe a problem. For example, arriving at the physician’s office and stating, “Doctor, I am experiencing pain in the back of my thigh down to the lower part of my leg! I need you to ‘fix’ my leg!” It is only after a thoughtful evaluation that the doctor concludes that your problem lies with your sciatic nerve and originates in your lower back.
  • Solutions are often an early consideration when wrestling with a problem. When one is faced with a problem, alleviating that pain as quickly as possible is a natural, almost reflexive, action. It is, however, extremely important to avoid jumping to solutions until a profound understanding of the current state is achieved.
  • The search for causes of your pain is a natural reaction that also needs to be avoided when first describing a problem. Establishing root cause will be a part of the ensuing investigative procedure but should be reserved for the appropriate time in the lifecycle of the problem-solving method.
  • Blame is also a natural reflex when one is afflicted with a problem. A quote attributed to John Burroughs, American naturalist and nature essayist, may be all that needs to be said on this subject: “You can get discouraged many times, but you are not a failure until you begin to blame somebody else and stop trying.”

In short, a great problem statement must be free of causes, solutions and blame, and careful consideration must be given to ensure symptoms do not become a distraction.

What Is in a Problem Statement?

A problem statement should describe an undesirable gap between the current-state level of performance and the desired future-state level of performance. A problem statement should include absolute or relative measures of the problem that quantify that gap, but should not include possible causes or solutions!

Key elements of an effective problem statement include:

  • Gap: Identify the gap (pain) that exists today.
  • Timeframe, location and trend: Describe when and where the problem was first observed and what kind of trend it is following.
  • Impact: Quantify the gap (cost, time, quality, environmental, personal, etc.)
  • Importance: To the organization, the individual, etc. to better understand the urgency.

What Method Can I Employ to Author a Great Problem Statement?

The ability to articulate an effective problem statement is not simply a business skill – it is a life skill. How can children, youth and adults begin to solve problems if they haven’t been able to adequately describe them? This holds true for continuous improvement specialists.

The 5W2H (what, when, where, why, who, how, how much) method is deceptively simple. Ask the right questions in the right order and let the answers lead you to a great problem statement.

Example of Developing a Problem Statement

Let’s walk through the 5W2H method for manufacturing and call center examples.

Question 1What is the problem that needs to be solved?

  • Manufacturer: Window frames and parts are ending up in the assembly department missing required weep holes or slots.
  • Call center: The assessment call is too complex, time consuming and administratively heavy, resulting in a diminished experience for the client as well as the staff member performing the work.

Question 2Why is it a problem? (highlight the pain)

  • Manufacturer: If identified (visual inspection), the affected parts must be sent back for rework, thereby increasing the overall cost of manufacturing, creating higher inventory levels (WIP) and increasing risk since some of the defects may not be detected until later in the process, or worse, they may end up being incorrectly shipped to the job sites.
  • Call center: This results in higher variability and length of call handling time, clients having to repeat their “story” as the move through the assessment and downstream case worker (meeting) process, clients providing more information than may be required, increased workload for the assessment worker and increased wait times in the (telephone) queue. The overall impact is reduced service levels as well as diminished client and assessment worker experience.

Question 3Where is the problem observed? (location, products)

  • Manufacturer: This problem is observed in the assembly department, downstream departments as well as ultimately in the field with customer complaints and costly field repairs and replacements.
  • Call center: This problem is observed in all assessment calls but will vary in magnitude depending on the client (needs and circumstance), assessment worker (experience) and other factors that contribute to variation in the handling of assessment calls.

Question 4Who is impacted? (customers, businesses, departments)

  • Manufacturer: This problem affects the assembly department that is tasked with trying to inspect for the error and react accordingly, rework occurring in the department/work cell responsible for weep holes and slots, the company as a whole in terms of cost, brand and reputation, and, most importantly, the customer who is affected by this problem if it makes it to the field.
  • Call center: This affects the client associated with the call, clients waiting in the queue, client’s families, and the organization and employers in the community being served.

Question 5When was the problem first observed?

  • Manufacturer: This has been an ongoing issue going back as far as memory serves in the long-term employees, but with increased volume and more customization and higher complexity in design, the impact and severity of this problem has increased rapidly over the last two years.
  • Call center: This is a latent problem that has always existed but has become more evident with recent changes, including changes in funding, legislation, demand for services, client demographics and recent integration efforts in the organization as part of their ongoing commitment to continuous improvement of service pathways and client experience.

Question 6How is the problem observed? (symptoms)

  • Manufacturer: Customer (in-field installation and service) complaints, increased warranty costs, manufacturing non-conformance reports (NCR), complaints from assembly department team and increased costs in fabrication.
  • Call center: This problem is observed in the variation in call-handling times, wait times in the telephone queue, call abandon rates, increased stress in front-line staff (workload and client anxiety/dissatisfaction) and ambiguity in call handling protocols.

Question 7How often is the problem observed? (error rate, magnitude, trend)

  • Manufacturer: There is an observed 62,000 parts per million (PPM) for this specific defect, taking into consideration rework completed in-house and observed defects in the field. The PPM is derived from the number of weeping holes and slots required per unit assembly versus the actual number of deficiencies overall observed for the same number of units.
  • Call center: This is a daily operational occurrence but increases in call complexity related to changes in the knowledge base – multiple programs and changes in the environment (client demographics and needs/circumstances, legislation, etc.) – have resulted in an increase in severity and stress on the system.

Your Turn!

Think of a problem you have encountered in your personal or professional life, or a problem you are currently tasked to solve. Employ the preceding method of asking seven simple questions and see where it takes you.

Teach this simple and effective method to your friends, colleagues and family. Writing problem statements truly is a life skill and, when employed correctly, will place anyone in good stead to start solving the problem.

Executive / Senior Executive – Operational Excellence

Job Description

1. Monitoring, enabling and reporting the progress on TPM &

capacity utilization
2. Create awareness and implement e-learning initiative for six-

sigma at the sight
3. Monitoring and supporting belts on six-sigma and its completion
4. Maintaining all the fields and folders of Kaizen, course completion

and reports
5. Leading a monthly review process and management report

generation
6. Support QC to reduce lab incidence and invalid OOS
7. Delivering training locally

Salary: Not Disclosed by Recruiter
Industry: Pharma / Biotech / Clinical Research
Functional Area: Production, Manufacturing, Maintenance
Role Category: Production/Manufacturing/Maintenance
Role: Industrial Engineer
Employment Type: Permanent Job, Full Time
Keyskills: Training Delivery, Operational Excellence, Operations, Process Management, Six Sigma, Report Generation, TPM, Kaizen.

Lean six sigma JOB-Assistant Manager/Manager

VWR (NASDAQ: VWR), headquartered in Radnor, Pennsylvania, is a leading, independent provider of laboratory products, services and solutions with worldwide sales in excess of $4.5 billion in 2016. VWR enables science in laboratory and production facilities in the pharmaceutical, biotechnology, industrial, education, government and healthcare industries. With more than 160 years of experience, VWR offers a well-established network that reaches thousands of specialized laboratories and facilities spanning the globe. VWR has more than 8,500 associates working to streamline the way scientists, medical professionals and production engineers stock and manage their businesses. In addition, VWR supports its customers by providing value-added service offerings, research support, laboratory services and operations services.
Designation Assistant Manager – Quality and Business Process Re-engineering – 1 Opening(s)
Job Description Key Tasks: 

  • Responsible for end to end Transition efforts to have a proper stabilized operations post transition & Implement operational governance
  • Design and implement KPI measures/service levels
  • Client/Stakeholder expectation management through NPS
  • Drive organizational compliance to ISO 9001:2015
  • Drive continuous improvement culture through training, co-ordination and implementation of principles of Lean/Six Sigma in day-to-day operations in VWR Global Business Center
  • Work closely with operation teams to obtain input of diverse views, facilitate generation of ideas, analyze operational risks, extend support in managing stakeholders/client escalations (RCA/CAPA)
  • Guide operations to conduct process capability study, prepare contingency plan for all levels and develop FSS to staff for holidays based on volume and process capability study
  • Prepare Dashboard/Reports by collecting, analyzing, and summarizing Operations data; making recommendations
  • Support Team to establish statistical confidence by identifying Significant sample size and acceptable error; determining levels of confidence
  • Conduct Process Audit to ensure processes are compliant with ISO requirements.
Desired Profile Skills, knowledge & experience:

  • Minimum 5 years of work experience in managing Quality and driving Continual Improvement projects which should be of Mid/large sized Cross functional
  • Have experience in handling team
  • Graduation/Post Graduation
  • Professional certification like ISO Auditor, Six Sigma, Kaizen, Project Management etc will be added advantage.
  • Hands on experience in MS application (like excel, power point, Visio)
  • Ability to work with minimal supervision and manage multiple tasks/projects simultaneously
  • Strong writing and presentation skills, with an ability to produce high-quality deliverables created through collaboration.
  • Experience in handling change related aspects of business processes including driving continuous improvement in day to day service delivery environment
  • Good analytical skills – Applied Knowledge in Basic QC tools such as Root cause analyze , Fish bone diagram, Pareto, Run Charts, etc.,
  • Ability to quickly adapt to change and to work in a high-energy fast paced environment working against deadlines
Experience 5 – 8 Years
Industry Type BPO / Call Centre / ITES
Role Assistant Manager/Manager-(Technical)
Functional Area ITES, BPO, KPO, LPO, Customer Service, Operations
Employment Type Full Time , Permanent Job
Education UG – Any Graduate – Any Specialization

PG –

Doctorate –

Compensation:  Not disclosed
Location Coimbatore
Keywords lean six sigma, training coordination, operations, iso 9001, quality management, process audit, iso auditor, six sigma, kaizen, project management, root cause analyze, fish bone diagram, pareto run charts.

Six sigma black belt JOB- Sr. Manager / Chief Manager – Business Excellence – QA

Job Description

1.Identify improvement areas in the process for all department and functions.
2.Developing and managing Six Sigma Drive for entire plant Quality.
3.Analyze Quality Assurance processes and make improvement plans.
4.Support all function in resolving their chronic / Strategic and operation problems
5.Organize and facilitate implementation of Strategic Execution initiatives as per plan
6.Coordinate for carrying out various surveys and analyse the survey outcomes
7.Execute Training & Awareness initiatives of TPM, TQM etc or any other execution model & other good practices as per plan/ need.
8.Train the team on TPM, TQM , Quality Tools & Techniques to help them enhance the strategic projects.

Salary: Not Disclosed by Recruiter
Industry: Automobile / Auto Anciliary / Auto Components
Functional Area: Production, Manufacturing, Maintenance
Role Category: Production/Manufacturing/Maintenance
Role: Quality Assurance/Quality Control Manager
Employment Type: Permanent Job, Full Time
Keyskills: Quality Assurance Plant, Quality Six Sigma, TQM, Quality Tools, Business Excellence, QA, TPM, Quality Techniques, Kaizen, QC Tools.

Sr. Manager / Chief Manager – Business Excellence – QA

Job Description

1.Identify improvement areas in the process for all department and functions.
2.Developing and managing Six Sigma Drive for entire plant Quality.
3.Analyze Quality Assurance processes and make improvement plans.
4.Support all function in resolving their chronic / Strategic and operation problems
5.Organize and facilitate implementation of Strategic Execution initiatives as per plan
6.Coordinate for carrying out various surveys and analyse the survey outcomes
7.Execute Training & Awareness initiatives of TPM, TQM etc or any other execution model & other good practices as per plan/ need.
8.Train the team on TPM, TQM , Quality Tools & Techniques to help them enhance the strategic projects.

Salary: Not Disclosed by Recruiter
Industry: Automobile / Auto Anciliary / Auto Components
Functional Area: Production, Manufacturing, Maintenance
Role Category: Production/Manufacturing/Maintenance
Role: Quality Assurance/Quality Control Manager
Employment Type: Permanent Job, Full Time
Keyskills: Quality Assurance Plant, Quality, Six Sigma, TQM, Quality Tools, Business Excellence, QA, TPM, Quality Techniques, Kaizen, QC Tools, 5S, EFQM.

Lean six sigma JOB- Quality Assurance/Quality Control Manager

Job Description

Quality DNA (Training & Certifications)
Working with Leadership, Business Champions and/or functional managers, to select and prioritize projects aligned with business goals
Drive various improvement projects
Provide project leadership includes identifying opportunities, defining and financially justifying projects,
Support in developing Lean Six Sigma implementation plan and develops project team members in the implementation of Six Sigma methodologies.
Conduct Yellow Belt/Green Belt etc. training sessions
Coach/mentor improvement project leaders and develop highly successful teamsto increase their Six Sigma problem solving and process improvement skills
Experience facilitating Kaizen, 5S and Ideation program
Coordinating and prioritizing Lean Six Sigma project activities with all functions New Business, Underwriting, Policy Owner Services, Claims Administration, Distributor Services, and Customer Services etc.
Conduct ongoing project reviews (weekly/monthly) with all Green Belts & project owners.
Lean Six Sigma Tools, aiding in project documentation and guiding through the Certification process.
Drive Good Idea program, an innovation program, to collate ideas and drive implementation with respective stakeholders

Qualification
Graduate/Post Graduate
Black Belt Certified
desired:
ISO Lead Auditor Certification
CMMi SVC Practitioner
COPC Practitioner

Experience
4 -6 years experience as Black Belt
Executed at least 2 -5 project
Experience in conducting Six Sigma Training

Salary: INR 8,00,000 – 13,00,000 P.A.
Industry: Insurance
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: Lean Six Sigma, Process Improvement, Quality Management, Certified Black Belt, Kaizen, Green Belt, Training, CMMI, ISO, Six Sigma Implementation.

Six sigma job- Quality Assurance/Quality Control Manager

 

Job Description

Job Description:
The Retail Business Service (RBS) Quality Manager Supports, coordinates and facilitates structured Quality improvement activities aligned to our business goals. He or she fosters a culture of Quality, providing thought leadership to and influencing change at all levels in the organization. This role reports to the QA- Operations manager. Is responsible for quality teams across Chennai node. Works with all levels of management within the organization worldwide.

The successful candidate for this role will be a fast, clear and independent thinker who is naturally curious about how things work, importance of Quality in any process, is metrics and number savvy, has an analytical mindset and has demonstrated leadership ability. This person will need an ability to see the big picture/ whole system and execute on grass root level to improve the overall RBS quality operations. Additionally, should show success in following- up and getting things done and have the ability to thrive in a fast- paced, customer- centric and ever changing environment. QA Manager will interact with different nodes to encourage participation and their support in cross node Kaizen events and will interact with their node counter parts to implement standard practices across all RBS nodes.

Key Responsibilities:
Facilitates the execution of the world wide RBS QA strategy through local management and support teams.
Update quality documentation and communicate to carry forward lessons learned from quality concerns
Introduce new systems and procedures where appropriate
Manage, coach and develop a high performing Quality System team that meets agreed objectives and which delivers best practice results, added value and continuous improvements
Oversees site project portfolio, assisting Kaizen Promotion Officers and individual project managers with execution and delivery of results.
Audits completed projects to verify sustained impact and partners with senior operations managers to validate impact.
Communicates across all levels on Operations and program progress.
Facilitates and participates in meetings as necessary to facilitate growth and network- wide parity.
Represent site s needs in other teams prioritization processes (e.g.

Salary: Not Disclosed by Recruiter
Industry: IT-Software / Software Services
Functional Area: IT Software – Other
Role Category: QA/Testing/Documentation
Role: Quality Assurance/Quality Control Manager
Keyskills: SQL Service, Analytical ,Minitab, Kaizen, Six sigma green belt, Improvement activities, Customer centric Written, communication, Quality documentation.

 

AM (voice Quality) (pcmm & CMMI Level 5 co.) (noida)

Job Description

1. Develop queries using Boolean and temporal logic to deliver the foundation for analysis to objectives agreed with the customer.
2. Perform analysis of query/call listening results in line with customer objectives to develop business cases.
3. Compile analysis results and create presentations.

Salary: INR Free cab Facility, Subsidized Meal and Mediclaim
Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Back Office/Web/Transaction Processing
Role: Assistant Manager/Manager-(NonTechnical)
Keyskills: Voice, Quality, Six Sigma, lean, green belt, kaizen, assistant manager, team manager.