Amazon Hiring Process Assitant (shopfloor) – Delhi

Job Description

Current opening: Process Assistant (Shop floor job at Amazon Fulfillment Centre)

Interview Date – 14th Aug.2018, Delhi
Contact Person: 

Imran – 9560622530,

About Amazon – Amazon is a highly data driven company highly passionate about its customers. In this context it is vital to ensure the customers always get their orders on time and with quality. The processes at the FCs are largely manual involving large numbers of associates. One of the most critical roles is that of a process assistant who mentor/guide the associates towards ensuring meeting the customer expectation by following our standard work practice keeping safety & quality in mind.


  • Permanent job with Amazon
  • 5 days working
  • Supervisor role
  • Rotational shift.
  • Standing Job (Shopfloor)

Job Deliverables:

Daily Management of shift:
Administrative management of associates
Job allocation to associates
Monitoring and mentoring of associates on productivity, quality and safety.
Monitor status of counts and problem solve queues
Responsible for shift quality and associated action plans.
Preparing and implementing training and development plans for associates
Conduct a 4M and 5S audit for the respective work stations on a daily basis
Stand-in for Area Manager

Basic Qualifications –
Minimum Graduation
Must have team handling experience

Preferred Qualifications –
A self-motivated person with the ability to motivate the associates.
Excellent communication skills (Verbal & Written).
Good people management skills.
Good analytical and problem solving skills.
Hands on experience on excel- v lookup, h lookup & pivot table.

Salary: INR 2,00,000 – 2,50,000 P.A.
Industry: Internet / Ecommerce
Functional Area: Production, Manufacturing, Maintenance
Role Category: Production/Manufacturing/Maintenance
Role: Production Manager
Employment Type: Permanent Job, Full Time
Keyskills: communication skills, manufacturing, warehouse, kaizen, six sigma, lean factory plant e – commerce inbound ,outbound ,excel warehouse ,operations ,warehouse management ,production planning, control ,production engineer.



Currently we are hiring for QA for our Noida location office.

In case you are interested, kindly share your resume at
PFB the JD for your reference :
Eligibility Criteria for Quality Analyst :

Should have good communication skills

Good Excel Knowledge

Six Sigma Green Belt certified will be an added advantage.

Logical Approach required.

Experience should be more than 2 years in Quality domain.

Should be QA on papers.

Candidate must be able to work on Process Excellence Part as well.

Open for rotational shifts and week offs.

Need to sit at Partners end as well as per requirement.

Salary: Not Disclosed by Recruiter

Industry:BPO / Call Centre / ITES

Functional Area:ITES, BPO, KPO, LPO, Customer Service, Operations

Role Category:Voice

Role:Associate/Senior Associate -(NonTechnical)

Employment Type:Permanent Job, Full Time

Key Skills :Six Sigma,Green Belt,Process Excellence,Quality Analysis,Communication Skills.

Six sigma green belt JOB-Associate/Senior Associate -(NonTechnical)


Currently we are hiring for QA for our Noida location office.

In case you are interested, kindly share your resume at
PFB the JD for your reference :
Eligibility Criteria for Quality Analyst :

Should have good communication skills

Good Excel Knowledge

Six Sigma Green Belt certified will be an added advantage.

Logical Approach required.

Experience should be more than 2 years in Quality domain.

Should be QA on papers.

Candidate must be able to work on Process Excellence Part as well.

Open for rotational shifts and week offs.

Need to sit at Partners end as well as per requirement.

Salary: Not Disclosed by Recruiter

Industry:BPO / Call Centre / ITES

Functional Area:ITES, BPO, KPO, LPO, Customer Service, Operations

Role Category:Voice

Role:Associate/Senior Associate -(NonTechnical)

Employment Type:Permanent Job, Full Time

Key Skills

Six Sigma,Green Belt, Process Excellence, Quality Analysis.

Opening for Quality Analyst in Procurement / Order Management

Job Applicants: 47Job Views: 189
Send me Jobs like this

Job Description

Job Description

Excellent Opening for – Quality Analyst in Order Management / Procurement Experience – Please walk in with your Updated Resume and below are the Project details:

Criteria’s Required:

* Resources to have experience as Quality Analyst in Order Management/Procurement
* Experience with SAP will be an Added Advantage
* Resources should have at least 12-18months experience in Quality role being performed
* Any graduates without Arrears’
* Should be comfortable for Night Shifts
* Immediate Joiners (Maximum 15days Notice)

* Work Location : Sholinaganallur, Chennai

Roles and Responsibilities:

In addition to the requirements listed above, Customer Service personnel shall have the following skills:

* Knowledge & Customer Service Experience in Quality – Order Management / Logistics/ Procurement
* Six Sigma – Yellow and Green Belt Certification
* Import & Export specialist (Preferred)
* Ability to make decisions independently within their role regarding unique and/or complex situations, and to resolve issues appropriately to achieve a desired result or impact
* Ability to recognize when additional input is required.
* To effectively address unique and/or complex situations.
* Ability to work independently in a fast & performance based environment to accomplish with Customer expectations with minimal supervision ensuring high levels of customer satisfaction
* Decent oral and written communication skills.
* Fluency and comprehension in spoken and written English.

Interview Details:

* Walk in Date : 16th, 17th and 18th April 2018

* Walk in Time : Between 10am – 1pm

* Walk in Venue : HCL Technologies, No.107, WSS Towers/Navins Towers 1st floor, Harris Road, Pudupet, Mount Road – Land Mark – Near Casino Theatre / Pudupet Police Booth – Chennai – 600002

* Contact HR : Vaseem

* Mandatory Note: Please mention as Vaseem – Quality Analyst on top of your resume without fail
Salary: INR 1,75,000 – 2,75,000 P.A.
Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Voice
Role: Associate/Senior Associate -(NonTechnical)
Employment Type: Permanent Job, Full Time
Keyskills: Green Belt, Six Sigma, Customer Satisfaction, Quality Analysis, Order Management, Customer Service, Communication Skills, Written Communication, Quality qc, quality control, quality assurance, quality analysis.

Six sigma JOB- Associate/Senior Associate -(NonTechnical)


Job Description:
Incedo is looking for associate will be responsible for
Wealth Reports
Effective audit of workflow to ensure accuracy
Conduct proactive audits of various work types and review of exception reports
Work together in a team environment to eliminate/reduce opportunity for errors.
Audit using the companys internal systems as per defined guidelines
Return defective units to operation team for correction
Daily reporting
Other duties and responsibilities as assigned

Salary: Not Disclosed by Recruiter
Industry: Banking / Financial Services / Broking
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Back Office/Web/Transaction Processing
Role: Associate/Senior Associate -(NonTechnical)
Employment Type: Permanent Job, Full Time
Keyskills: operations, management, wealth management, wealth management, operations, Auditing, Six Sigma.

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.


An engineer who has launched her own change management consulting company is using the principles of Lean to both improve business operations and empower employees.

Sabrina Butcher has the experience to understand the changes that are needed. As an engineer who worked 20 years in the automotive and railroad industries, she knows firsthand how Lean methods can transform how a company operates.

She’s brought that knowledge to her change management, consulting and training company, called LUCYdoes.

The title of the company seems to answer the question on its homepage: “Does your culture understand Lean?”

Empowering Employees

One of Butcher’s main focuses is also one of Lean’s eight areas of waste: unused worker talent. Butcher focuses her change management philosophy on creating a culture where employees are empowered to improve operational efficiencies, cut waste and produce better products and services.

Butcher told that implementing Lean principles and tools creates a foundation upon which to build that culture, “not just for manufacturers, it’s for all industries.”

“I am focused on aiding companies learn the ‘people side’ of Lean, not just process efficiency. An encouraged workforce is the true driver of process improvement,” she said.

Butcher’s Background

Butcher started her work in engineering in Indiana in her Dad’s auto repair shop. As she moved into an engineering career, she became interested not only in the processes involved with her work but also the people.

She earned a AAS in Automotive Technology, a BS in Mathematics and a Master of Engineering. She also earned a Six Sigma Black Belt and a True Lean Certification from UK/Toyota. She’s worked in equipment and auto manufacturing, automotive repair, railroad operations and maintenance and for large agricultural operations.

Along the way, she developed a skill in helping to solve complex programs by coaching people from all levels of an organization. Her emphasis has always been on people – from frontline workers to executives – as much as process.

That’s also a major component of the much-admired Toyota Production System, which in many ways built upon the earlier process improvement inventions of auto industry innovator Henry Ford.

A Focus On Employees and Efficiency

Butcher, on the bio on her website, says she is comfortable dealing with workers at all levels. She believes that Lean methodology can empower workers and make their jobs better, in addition to helping the company overall.

In her interview with Nooga, she addressed the concerns some feel about Lean. Many, she said, think applying the methodology leads to eliminating jobs.

She said, “I feel there’s a stigma around Lean. It’s not just for white-collar people and it’s not about eliminating people.”

Butcher holds workshops where she coaches people on sustainable change management. She’s also spoken at TedX. She noted in her interview that she is one of the few female voices in her industry.

Early in her career, she was asked to have “empathy” for male employees who weren’t used to working with a woman and didn’t know how to act, a request that angered her at the time. Now, she said she understands empathy is needed on both sides of the gender equation, adding that the question is, “How do we make this work for both genders?”



Location : Bangalore
Level : General Manger
Role : Business Excellence Advisory Manager

Mandatory requirements : 

– Functional experience Drive improvement initiatives through teams
– Experience on driving automation projects. (preferably not limiting to opportunity identification)
– Domain knowledge is an added advantage – Supply Chain / Procurement
– Team leading experience
– Leadership presence

Preferred Skills : 
– Six Sigma Black Belt / Master Black Belt with good knowledge of Lean practices
– Strong Knowledge of Quality Principles and Techniques essential
– Needs to have worked in a BPO Operational Excellence (or similar) function
– Certification in Lean and other quality practices added advantage
– Strong communication and presentation skills

Position Objectives : 

1. Drive Improvement projects on processes to improve Productivity and Improve SLA performance
2. Interact with client/ internal stakeholders to drive and influence improvement objectives
3. Lead a global projects in OE
4. People manager for a team
5. Drives the OE program for a client/ clients in a site/ across sites
6. Acts as a mentor to Six Sigma and Lean projects for his influence

Relevant exp : 

10 to 14 years of relevant experience and 14-18 yrs of overall experience

Salary: Not Disclosed by Recruiter
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

six sigma, lean, master black belt, business excellence, operational excellence, supply chain, Process Excellence, MBB, Six Sigma Black Belt.


A global electronics company won two awards this year for projects that used the principles of Lean Six Sigma to improve efficiency in the company’s warehouse and shipping departments.

One of the main components of the initiative incorporates a key part of Lean – it was driven by employees from the “bottom up.”


The company, Arrow Electronics, won two awards during the annual Business Transformation and Operational Excellence Awards (BTOES) ceremony in Orlando, Fla. Arrow, headquartered in Colorado, is a global supplier for industrial and commercial users of electronic components and enterprise computing solutions.

Arrow won the Best Achievement of Operational Excellence in Technology and Communications award for a project that used video to increase productivity by 56% and reduce the walking steps for employees by 6.8 million (about 3,400 miles).

“Arrow’s global logistics services team is constantly looking for new and innovative ways to better serve our customers, both internally and externally,” Mary Beth Edwards, Arrow’s vice president of global business operations, said in a news release.

That statement shows the commitment to process improvement and Lean, Six Sigma and Lean Six Sigma that has helped improve operations at many companies.

How They Did It

For the warehouse project, an employee-driven idea was conceived to use high-definition video shot from above the warehouse floor to record operations within the facility. While they had performed this since 2016, in 2017 the company added 360-degree cameras to capture all of the operation.

The cameras also fed the video directly to the Cloud, allowing company officials to review the videos on any device and from any location.

Employees met with an Arrow worker who is a Lean Six Sigma Black Belt to analyze the video. Lean focuses on cutting out waste from an operation. One of the major areas of focus is on wasted employee movement. Using the video, Arrow employees and the Lean Six Sigma Black Belt found areas where changes could be made to make the warehouse operation more efficient.

Implementing those changes is what led to the elimination of almost seven million wasted steps and the significant increase in warehouse productivity. Perhaps most importantly, the initiative was not “top down” but “bottom up,” with employees developing the idea and having buy-in on the ultimate goal.

Click To Ship

The second award for digital transformation also related to Lean Six Sigma methodology. The company streamlined how data moved on the site, making processing times faster for customers through the “click to ship” process improvement project.

The changes resulted in Arrow achieving much higher same-day shipping results just 90 days after the project was launched.

The BTOES awards focus on recognizing operational excellence. Winners are chosen based on how they have executed a business strategy that makes their operation more consistent and reliable than competitors. A panel of operational excellence experts judge the entries. Getting shortlisted for an award – and winning one – gives companies the industry recognition that can lead to both recruitment of better employees and to more business opportunities, according to BTOES.

Also, BTOES looks for businesses that have lowered operational risk and cost while also increasing revenue when compared to competitors. The organization believes technological  innovation has created a situation where businesses need to undergo an “end-to-end business transformation.”

They list both Lean and Six Sigma approaches as being central to that transformation.

Other Awards

Lean, Six Sigma and Lean Six Sigma are increasingly getting recognition and awards for the significant positive impact they can have on a business operation.

Recent examples include:

  • Healthcare supply chain companies who have used process improvement methodologies to improve performance.
  • Small businesses, a government agency and healthcare companies that used process improvement projects to win a 2017 Malcolm Baldrige National Quality Award, which recognizes exceptional work in process improvement and customer service.
  • Universities, including Singapore Management University, that have won awards for implementing Lean and Six Sigma-driven process improvement projects

Lean, Six Sigma and Lean Six Sigma continue to make inroads into all areas of the business, academic, nonprofit and governmental sectors. For those who have decided to earn certification in the methodology, the time has never been better to put your talents to use.

Missing the Point: Gage Variability and Operational Definitions

The process of analyzing gage variability falls into two categories:

  1. Often highly structured, involving an examination of the gages themselves for sensitivity to temperature changes, magnetic fields and other factors. These are the easy ones.
  2. Its source is in gage operators themselves, who may have different levels of training, experience, fatigue and even attitude.

Collecting data offers clues to sources of variability. But when this disciplined analysis fails to uncover real reasons for variability, it may be time for the Sherlock Holmes of variability to look at operational definitions — often the most overlooked consideration when evaluating variation among measurement devices.

Elementary, my dear Watson? Perhaps. Nonetheless, these definitions can lead to levels of variation in gage output if they are vague or nonexistent. “In the opinion of many people in industry, there is nothing more important for transaction of business than use of operational definitions. It could also be said that no requirement of industry is so much neglected.”1

Because we are used to somewhat loose definitions of tasks with the expectation that “everyone knows how to do this,” it’s easy to forget the importance of clearly defined instructions for collecting data. It’s one thing to say “Put the groceries away,” and another to specify, “Put cold things in refrigerator, frozen food in freezer and canned goods in pantry,” if, for example, the operator is a child. Since everyday tasks such as this do not demand precise measurement, one can afford to be casual about the instructions, defining them in terms of the person carrying them out. In manufacturing and service environments, however, lack of clear and specific operational definitions can create chaos, rendering data that is produced meaningless and outcomes unclear.

If inspectors are asked to identify defective devices, each will have his or her own sense of “defective.” If they have a clear understanding of a specific characteristic of interest (inaccurate measurement, for example) as well as the method for measuring it and the decision criteria that are to be considered, they are more likely to arrive at the same conclusions about what constitutes defective.

Sometimes an operational definition may appear to be appropriately focused and clear:
“When measuring the part, hold the gage firmly and tighten the thimble firmly. Measure to 1/16″.”

Sounds good, right? But do you know how tight the thimble really should be? Or whether to round up if the measurement is close to 1/16″?

How about this approach to an operational definition:

  1. Setup: Start the gage lab with all eight lights on. The temperature in the lab must be between 73 and 75 degrees Fahrenheit, with 20 percent to 30 percent humidity. All parts to be measured must be in the lab for a minimum of 30 minutes prior to any measurements being taken, to assure uniform temperature.
  2. When measuring tubes up to 3″, hold the 0″-3″ micrometer at a right angle to the tube or use the gage fixture. The Anvil and Spindle will be perpendicular to the tube.
  3. Tighten the thimble until the slipping clutch clicks.
  4. Measure to the nearest 16th of an inch. Round up if the measurement falls between scales.

This detailed operation definition helps to assure that all operators approach the task in the same way, reducing the levels of variation among them.

In another example, the directive, “Gages must be checked at regular intervals” invites chaos. What does the “checking” entail? It might be only glancing at the inventory to make sure gages are in the right place. And “regular intervals” could mean anything from every hour to once a year on your birthday. When operators are left to create their own definitions and understandings, the outcomes are not reliable.

Establishing an operational definition for “checking” may include a description of the instrument that is used (Naked eye? Camera? Historical record?). It may entail actually picking up the instrument, or taking additional steps to weigh it or assess its accuracy. Without specific information, one might assume that “checking” might mean just verifying that it is in the inventory. In the same way, “regular intervals” may express a variety of meanings; it is far more accurate and easy to interpret if the definition offers specific time intervals. “Every three or four days” of checking would be far less predictable than “once a month, on the final work day of the month,” for example.

In manufacturing fuel gages, it may be important to check the position of the needle on the gage and to define where it should be when the gage is measuring “empty.” We’ve all had fuel gages that indicated “empty” when the needle was actually above or even below the “E” on the gage, and the fuel tank actually was empty. We simply become used to the exact point—perhaps only after running out of gas a time or two. The manufacturer, on the other hand, needs to have assurance that a fuel gage is consistent and predictable in its announcement of “empty.” An operational definition might indicate that the needle must be touching or covering the “E,” for example, or that it will indicate an empty container only when the needle reaches a point below, and not touching, the “E.”

Not only are operational definitions essential to establishing a measurement system, but they also provide a diagnostic tool. When a system appears to be changing, the cause may be a change in the ways in which operational definitions are used. Whenever a system is unstable, operational definitions and their use should be evaluated for their impact.2

You may find that this evaluation brings with it the “Eureka!” moment that Sherlock himself experienced.