E6S-Methods Lean Six Sigma Performance Podcast With Aaron Spearin & Jacob Kurian podcast

8 years 전28:47

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28:47

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-136RB (Rebroadcast) Halloween Bonus Jonny B. Ermuda - A Tale of a Project Lost 13:56

8 years 전13:56

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13:56

Like / Dislike **We'd Appreciate Your Opinion** Email me: aaron@e6s-methods.com Leave a Review! http://bit.ly/E6S-iTunes ; Donations: http://bit.ly/E6S-Donate Intro: Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 136, please enjoy an excerpt from my "coming soon" book, "Is Lean Six Sigma Right for Me?" with a story about Jonny B. Ermuda in a "Tale of a Project Lost." If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo in the artwork, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-136RB Leave a Review! http://bit.ly/E6S-iTunes Jonny B. Ermuda - A Tale of a Project Lost Excerpts from Is Lean Six Sigma Right For Me? When it comes to stakeholders, the project manager will encounter no shortage of “jerks” when it comes to their projects. These jerks can come in many forms and from any part of the business. They can be your boss, your champion/sponsor, your team members, or even someone you had no idea was remotely involved with your project. What does a “jerk” do? They block the progress of your project through a number of means. Depending on a jerk’s stature within the organization, they may engage in this subterfuge with a different tactic. While the term “jerk” may seem harsh as a label for a book, it is intended that the proper color is cast on the actions of these project detractors, so the potential practitioners reading this can empathize with the emotional aspects of many projects. The Straits of Resistance act as a vortex, funneling any project swiftly into the seas of no return.... Now that we know what makes a jerk a jerk, (i.e. what their behaviors are), let’s now ask, “Why is a jerk a jerk? What are their motivations to act in such jerky fashions?” There are many potential reasons, and they are not exclusive. In a nutshell, the practitioner will come across these three main motivations: Fear, Confusion, and Ego. It can be imagined that each one of these feeds another or can be drawn in a Venn diagram with significant overlap. In this we have a seemingly inescapable, “Bermuda Triangle,” where projects get lost unless the practitioner effectively addresses at least two of these three main resistance motivations. The Story of Jonny B. Ermuda Not long after completing his training, Jonny was eager to demonstrate his new knowledge and skills and beat the statistics around all the programs that fail to deliver on-time, in-scope, and within budget. Jonny recently left his IT role and joined his company’s Operational Excellence program as part of a two-year rotation. Jonny sought out his own certification project to improve the Accounts Receivable bill-to-cash process- to improve the turnaround time. He managed to get the backing of a sponsor, Annette, the local controller for the Northeast Region. (See E6S-021 It Takes a Village- LSS Champion & Community - Part 1 ). Jonny put together a project charter and a business case to share with Annette. Jonny’s analysis was deep and sound, and had the promise of great savings, if he is successful. Annette is enthusiastic and curious to see if Jonny can pull it off. She approves his charter, as-is, with one small note to expand the scope to all of North America, since they share the same billing system. They work together to brainstorm a list of team members to represent the various departmental interests. They decide on Jeff, Johanna, Corina, Alex and Gregory, to represent Accounts Receivable (AR), Receiving, Procurement, Planning, and Quality, respectively. (See E6S-027 Building a Project Team ). Jonny’s plan is clean and is shaping up as diligently as it was taught in his class. It is in-line with all the best practices he studied for the certification exams. As far as Annette is concerned, Jonny is the real expert, and she trusts him to manage the project as he sees fit. As far as Jonny is concerned, he is the best person for the job. He was given a large tool-set to pull from and the authority to move forward with a lofty goal. As far as the team members are concerned..., well, with the exception of Jeff, they did not yet know about the project, and none of them had worked with Jonny in the past. Nonetheless, Jonny gets his signatures and crew, loads his goods, and sets sail. Jonny greets his crew the day they set sail. Jeff and Johana remember each other from another project they both worked on. Corina, Alex and Gregory work together on a regular basis. None of them are aware of Jonny's capabilities or his history. They know only that he’s been authorized to lead them on this voyage. Jonny takes charge in the classic style – by calling a kick-off meeting. (See E6S-036 Team 10K - (Team Building) Push to Perform ) “Thanks, Everyone, for meeting with me,” starts Jonny. "You’ve been selected by Annette to help me out with this project. Our goal is to shorten the bill-to-cash time in AR. That’s why Jeff is on the team, as the ‘SME.’” Jonny glances around the room as he speaks, and promptly reengages with his computer to display his work. “So I did some digging to prepare for this meeting and went through a lot of data analysis. I found some interesting things. Firstly, it takes 50-90 days to get paid after billing. Jeff, does that sound right?” Jeff shrugs, “Uhh, yeah, I guess. That sounds pretty typical.” “Great!” Jonny continues. “So there’s that. Also, looking at the capability, you’ll see our Cpk is 1.2. That’s a 3.6-sigma process, which is NOT good. It’s really bad, actually. We want a 6-sigma process. That’s 3.4 defects per million opportunities. We’re at like 17 thousand DPMO. The data is also non-normal, so we have a lot of work to do if we want to get below the 75-day USL.” (See E6S-067 In the eye of the Cash-holder- Part 3A- Capability Indices ) Johanna cocks her head to the side and interjects, “Wait a minute. Where did that 75-day number come from? Our average bill-to-cash cycle is less than 60 days.” There is a moment of silence in the room. Jonny tucks his chin a bit and gives a mild shoulder shrug. “I think your data is wrong,” Johanna continued. Jonny didn’t know it yet, but he was sailing through the Fog of Confusion . “I got this data right from the reports in our ERP system.” Jonny pulls out a massive spreadsheet and projects it on the screen to share with the rest of the team. He scrolls down through hundreds of lines, and does a hotkey shortcut to the end. “See? Over 1,200 data points. So I’m not sure where your 60-day number comes from.” Jonny slips into the Flight Straits of Resistance. He didn’t really see it coming. He miscalculated where the Fog of Confusion and Malfunctioning Instruments of Ego would meet and what affect that might have on his project. The Straits of Resistance act as a vortex, funneling any project swiftly into the seas of no return, where Fog of Confusion, Malfunctioning Instruments of Ego, and Rough Waters of Fear meet- the Bermuda Triangle of Projects. Jonny pulls up his control chart for the data. It is a jumbled mess of black and red colors, resembling a tiger striped caterpillar. “It’s kind of hard to see, but this is what the data looks like as a run chart,” Jonny explains. “All the black points are what’s normal for the process, and the red points are out-of-control.” “Out-of-control?” questioned Jeff. His eyebrows crinkled and his eyes crossed as he attempted to make out what the caterpillar represented. Gregory, of course, was quite familiar with these types of graphs, though he’s kept quiet until now. (See E6S-064 - In the eye of the Cash-holder Part 1A- Stable & Capable ) “Yeah, out-of control basically means beyond those 3-sigma control limits. We use these for some customers, but we don’t usually use more than 30 data points at a time. This is just a jumble.” Gregory turns to Jonny. “What are we looking for in this chart?” Jonny fumbles a bit. “Well, I guess just to get a feel for the variation and the average performance. See here.” Jonny points to the x-bar notation. “This is the average performance for the project: 58.796 days.” “Yeah,” pipes in Jeff. “That’s right. That’s the average we report on our metrics. Well, we round it to 58 days. That’s what Johanna was talking about a minute ago.” Johanna raises her eyebrows, and nods briskly, rapidly shaking her curls in agreement. “OK. That makes sense. So we’re on the same page?” Jonny checks the room and receives approving looks from most of the team, with the exception of Alex. “What about the 75 days? Where did that come from?” asks Alex. “Just looking at the data, it’s clear we’re doing better than that.” “On average ” answers Gregory. “But we’re talking about an Upper Specification Limit, meaning we want all transactions to happen faster than 75 days, or whatever that limit was. I’m not sure where that came from either.” Gregory looks down at the table, tapping his pen. Other than his chiming in here and there, Gregory appears very distracted and removed from the conversation, like there’s somewhere else he’d rather be. “OK, yeah. That 75-day value is one that Annette came up with. That’s where she wants to get it to. She says that’s a good benchmark,” Jonny explains. Johanna and Jeff exchange glances. Gregory chuckles to himself and begins to gather his belongings. The rest of the team follows suit. Jonny notices the meeting time is almost up and proceeds to adjourn. “I’ll send out an invite for the next meeting,” says Jonny. (See E6S-008 Running a Team Meeting ) “Let me know what day of the week works best for you next week.” The team acknowledges Jonny’s closing remarks and splinters into cliques as they withdraw back to their normal work areas. Luckily for Jonny, Gregory had helped tow him from the Flight Straits of Resistance . However, he is left drifting with Malfunctioning Instruments of Ego. If he does not take decisive action to understand the fears, egos and confusion of his stakeholders, he and his project will meet their end in the Bermuda Triangle of Projects. How SHOULD Jonny's story have started? How might his story continue? What comes next? How does it end? Does he get the girl? Happily ever after? Crash and burn? You choose. Continue with your version Jonny's story in the comments section. To avoid the project Bermuda Triangle or its evil Straits of Resistance, a practitioner must become informed with the various interests around his or her project. This is referred to as stakeholder analysis. The depth to which this analysis must go varies greatly. It is possible that a practitioner “wins” a group of stakeholders who have a prior positive experience with the application of Lean Six Sigma and experiences "smooth sailing." Most commonly, though, a significant amount of stakeholder analysis must be performed, and a risk mitigation and communication plan must be drafted and continually be revised throughout the life cycle of each project. (See E6S-024 Stakeholder Management - Part 1 ) This stakeholder analysis and communication plan can best be summed up as “politics.” For many LSS practitioners, it is indeed a dirty word, and it takes the practitioner away from what they might consider as value-added in the project, (away from data analysis), and slows the project down. Rest assured, yes, it will indeed slow the project down. However, it is more value-added than it may appear. What value is any activity if it does not get accepted or embraced by the user or new owners? Exactly zero. It is important that practitioners accept politics as a way things get done within organizations and recognize that despite whatever branding your project may have associated with it, it is not immune to politics, even if the practitioner and the project were hand-selected by the CEO. This does not make the Bermuda Triangle disappear. Considering the extra potential for ego and fear, it could actually make the dangerous pull from the Straits of Resistance much worse.... Outro: Thanks for listening to episode 136 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! And please don't forget to finish Jonny B. Ermuda's story in the comments section for this episode. We love hearing from our listeners and learning about how you use Lean and Six Sigma. Feel free to email us, aaron@e6s-methods.com , or contact us through our website, we reply to all messages. Please leave a review on iTunes at your earliest convenience.... ehem. I mean right now so that this podcast does not die a slow painful death likes so many other podcasts do. Don't forget to you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down? Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion**…

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-186 Hiring a Black Belt - Job Postings- Part 3 19:20

8 years 전19:20

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19:20

Like / Dislike **We'd Appreciate Your Opinion** Email me: aaron@e6s-methods.com Leave a Review! http://bit.ly/E6S-iTunes ; Donations: http://bit.ly/E6S-Donate Intro: Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 186, Jacob and I wrap up this part on our "Hiring a Black Belt" series by reviewing a third Black Belt job description. This one I think we liked. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-186 Leave a Review! http://bit.ly/E6S-iTunes Process Engineer / Lean Six Sigma Blackbelt Columbus , OH 43215 What you will do: Lead complex, strategic, and multi-generational project programs within our organization Implement/lead Lean Six Sigma projects to improve business performance in alignment with key cross-functional initiatives Embrace the role as a change agent by driving the required cultural transformation and the adoption of successful Lean Six Sigma process improvement practices, and by diagnosing barriers to project success and facilitating resolution Partner with a highly skilled team of change agents working with all functional areas of the business as well as customers and suppliers Train Champions, Yellow Belts, Green Belts, and Black Belts in Lean Six Sigma methodology Drive a continuous improvement culture through the successful completion of LSS tools and report measurable results that are aligned to the organization’s strategic priorities Qualified candidate will possess excellent leadership capabilities, customer centricity, problem solving skills, and experience in the implementation of change initiatives, workflow simplification, process improvement and project management Role Requirements: Education: BS/BA in Engineering, Business, or related degree Minimum Qualifications: 3+ years leading and implementing Lean Six Sigma projects Lean Six Sigma Black Belt certification (ASQ or company certification) Experience working in corporate functions: HR, IT, Finance, and/or Supply Chain Proficient in statistical software packages (Oracle preferred) Ability to instruct and train on multiple subjects (DMAIC, Value Stream Maps, Statistical Analysis, Minitab, Takt Times, SIPOC, QFD, SPC, WIP and Line Balancing, DOE, etc.) Job Type: Full-time Job Location: Columbus, OH Required education: Bachelor's Required experience: Lean Six Sigma: 1 year Process E: 1 year (Like that they included project management as a qualification. Yuck... ASQ Cert required. A bit buzzwordy but probably a good thing... What "Oracle" software does statistics? Enterprise software leveraging "R" open source. 1 pager. NICE!) Outro: Thanks for listening to episode 186 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com , or on our website, we reply to all messages. If you heard something you like, then share us with a friend or leave a review. Didn't like what you heard? Join our LinkedIn Group , and tell us why. Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down." Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion**…

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-185 Hiring a Black Belt - Job Postings- Part 2 22:51

8 years 전22:51

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리스트

22:51

Like / Dislike **We'd Appreciate Your Opinion** Email me: aaron@e6s-methods.com Leave a Review! http://bit.ly/E6S-iTunes ; Donations: http://bit.ly/E6S-Donate Intro: Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 185, Jacob and I continue reviewing another open Black Belt job description, and giving our two cents. Are they asking for the right things? If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-185 Leave a Review! http://bit.ly/E6S-iTunes The Lean Leader will support the Plant Manager by developing, executing and facilitating an enterprise wide lean management system for our four branches. The Lean Leader will collaborate with all key stakeholders to lead and facilitate events and document progress to lean goals. Essential Duties & Responsibilities: % Time Job Responsibilities 20% Coaches and teaches continuous improvement methodologies and imbeds lean data based thinking into others. Respectfully challenges the status quo and encourages his or her fellow employees to get better every day. 10% Leads, organizes and directs the objectives and activities of his or her direct reports who are the lean core team members. 10% Develops and implements a lean management system and ensures that all elements such as standardized processes, problem solving and governance are in place to drive sustainable results. 10% Utilizes value stream mapping and various lean tools to select the right blend of kaizen events, projects and just do it’s that drive business improvement. 10% Leads and facilitates lean activities such as kaizen events and lean process reviews. 10% Works with the event or project leader prepares for kaizen events using A3 techniques. 10% Develops and executes a 6-12 month lean transformation roadmap for the branches including plant and back office improvements. 5% Conducts lean assessments and cultural reviews and develops an action plan to address opportunities for improvement. 5% Coordinates with third party lean consultants where applicable. 5% Benchmarks internally and externally to identify and standardize best practices. 5% Develops metrics and cost tracking mechanisms to quantify safety, quality, cost and cash improvements Education & Certification Requirements: Required or Preferred Degree or Certification Required Bachelor’s degree preferably in an engineering discipline. Preferred Lean and or Six Sigma Black Belt certification. Minimum Experience: Years Type of Experience 5-7 years Demonstrated lean application experience and training at the “Gemba”. Skills, Knowledge & Abilities: Skill Knowledge or Ability Explanation Process oriented thinker Focuses on the process more than results. Believes the right process will bring the right results Exceptional relationship-building skills Leads by building relationships and trust. Demonstrates respect for people by creating the mindset that performing waste free work exudes the ultimate respect for fellow employees. Lean knowledge Possesses hands on knowledge in value stream mapping, standard work, pull systems, inventory right sizing and policy deployment. Communication Clearly exchanges thoughts, ideas and messages through written, verbal and non-verbal methods that promote an understanding with the target audience. Creates accurate and punctual reports, shares information and ideas with others in a timely manner. Listens carefully and attentively. Problem Solving Is able to solve complex problems using various tools and gets to root cause. Drives preventative thinking into the application of countermeasures. Attention to Detail Is attentive to detail and accuracy, performs quality work, continuously looks for improvements, finds root cause of problems, owns/acts on problems, seeks opportunities to increase effectiveness and efficiency. Accountability & Dependability Meets commitments, works independently, accepts ownership of projects and outcomes, takes personal responsibility and sets objectives/standards, stays focused under pressure, meets attendance/punctuality requirements, shows a sense of urgency about getting results. Mathematical Reasoning Able to apply basic Algebra and Geometry concepts. Able to add, subtracts, multiply, and divide whole numbers, fractions, and decimal equivalents. Analysis/Reasoning Ability to deal with problems with many variables in standardized and non-standardized situations. Writing Ability to generate messages that instigate appropriate action, create standard work and controlled documents. Self-Management Tackles problems and takes independent action, seeks out new responsibilities, acts on opportunities, generates new ideas, practices self-development, demonstrates a bias for action without prompting. Ability to Execute Targets and achieves results, prioritizes and manages tasks effectively, maintains an organized system to monitor progress, overcomes obstacles, and accepts accountability. Innovation Generates new ideas, challenges the status quo, pursues ongoing improvements, supports change, and solves problems creatively. (WOW! Accounted for 100% of the person's time down to a 5% precision. Still a bit prescriptive and tactical in the Responsibilities. Says a Six Sigma cert is preferred, but language really wants a Lean coach to develop a kaizen culture. Does not value the use of statistics. Still a bit long.) Outro: Thanks for listening to episode 185 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com , or on our website, we reply to all messages. If you heard something you like, then share us with a friend or leave a review. Didn't like what you heard? Join our LinkedIn Group , and tell us why. Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down." Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion**…

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-184 Hiring a Black Belt - Job Postings- Part 1 29:46

8 years 전29:46

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리스트

29:46

Like / Dislike **We'd Appreciate Your Opinion** Email me: aaron@e6s-methods.com Leave a Review! http://bit.ly/E6S-iTunes ; Donations: http://bit.ly/E6S-Donate Intro: Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 184, Jacob and I review some open Black Belt job descriptions to see if they're really looking for the right qualifications in a candidate. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-184 Leave a Review! http://bit.ly/E6S-iTunes Six Sigma Black Belt Columbus , OH 43085 $110,000 a year We have two direct hire roles available in Columbus, Ohio for Six Sigma Black Belts who will lead and implement Lean Six Sigma projects to improve and automate sales processes (Opportunity to Quote, Quote to Cash) in alignment with key initiatives across the organization. This role will be part of a highly skilled team of change agents working with all functional areas of the business as well as customers and suppliers. Candidate will develop, execute and sustain effective front end process improvements that drive efficient sales process and productivity improvements utilizing Lean Six Sigma methodologies. Responsibilities: This position serves as a change agent by driving the required cultural transformation and the adoption of successful Lean Six Sigma process improvement practices and by diagnosing barriers to project success and facilitating resolution. Work with cross-functional teams to map current state processes, determine process improvements, install future state process and implement monitoring and control systems Apply Lean and Six Sigma tools and methodology to improve sales processes or solve customer problems by reducing cost/waste or improving quality and/or capability Assist in identifying and reducing "non-value added" sales activities Develop "standard work instructions" for each Sales Operations area Prepare and maintain "current" and "future" state value stream maps identifying waste and opportunities for improvement Work with IT teams to automate future state processes in CRM, CPQ and ERP systems to improve the customer experience Interact with all levels within the organization to drive continuous improvement in client's sales and order management processes Interview salesforce and customers to understand client issues and creatively apply solutions to real-world issues with world-class results Ability to organize and schedule people and tasks; Use goals to guide actions and create detailed action plans; manage multiple projects Support project teams to achieve and sustain improvement benefits Requirements: Possess excellent leadership and facilitation capabilities, customer centricity, problem solving skills, data analysis skills, and experience in the implementation of change initiatives, workflow simplification, process improvement and project management. Bachelor’s Degree (Engineering or Business) required Black Belt or Green Belt (trained or certified). Green belt must train up to a Black Belt within 6 months of starting in the position A minimum of 5 years of continuous Improvement experience MBA and PMO certification preferred. Ability to interact with all levels within the organization to drive continuous improvement in client's sales and order management processes Proven track record of operational execution Working knowledge and proven application of the principles and philosophies of Lean Six Sigma Ability to foster cross-team learning and team building skills Execution orientated, with a strong sense of urgency around tangible results Able to demonstrate leadership without formal authority Strong written and oral communication / presentations skills Work well in a team environment, with sound negotiation and issue resolution skills Excellent facilitation skills Polished interpersonal skills Objective and fair when dealing with sensitive situations; Find a win-win approach Strong customer focus - understand what drives customer satisfaction and prioritize customer needs Ability to apply systems thinking to generate solutions; focus on process rather than isolated events; Use tools to define problems; Be systematic in identifying problem areas and opportunities Being open to change (positive or negative) in response to new information, different or unexpected circumstances, and/or to work in ambiguous situations. Accepting and adhering to high ethical, moral, and personal values in decisions, communications, actions, and when dealing with others. Ability to work independently in fast-paced environment with little supervision. Prior experience using word processing, spreadsheet, statistical analysis and presentation software. Ability to identify root cause of problems and creatively problem solve. Quality-Focused, Attentive to Detail and Results-Oriented. (very prescriptive on "Responsibilities" on "how" one should conduct themselves, Should focus on outcomes rather than activities and tasks. Assumes there is a "script" to follow. Would prevent a "free thinker" from applying. Redundant in Requirements sections. Way too long!) Outro: Thanks for listening to episode 184 of the E6S-Methods podcast. Stay tuned for episode 185 for part 2 of "Hiring a Black Belt - Job Postings" Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com , or on our website, we reply to all messages. If you heard something you like, then share us with a friend or leave a review. Didn't like what you heard? Join our LinkedIn Group , and tell us why. Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down." Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion**…

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-183 Questions from Quora Answered- Part 2 30:48

8 years 전30:48

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리스트

30:48

Like / Dislike **We'd Appreciate Your Opinion** Email me: aaron@e6s-methods.com Leave a Review! http://bit.ly/E6S-iTunes ; Donations: http://bit.ly/E6S-Donate Intro: Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 183, Jacob and I continue with our answers to Lean Six Sigma questions from Quora. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-183 Leave a Review! http://bit.ly/E6S-iTunes X Can one directly apply for a Black Belt without doing the Green Belt Six Sigma? XI How will Lean Six Sigma help me in finding out my career path? Should I take training on Green belt, Black belt or Master Black belt? XII Is it worth it for a college student to get a Six Sigma Green Belt Certification? XIII Will Six Sigma Green Belt certification really help you grow in your career? XIV Is it worth paying 10k for Green belt Six Sigma for only 2 days? XV I want to get Six Sigma Green Belt certified. Does the certification need to be from ASQ or others can also certify? XVI What are the work experience requirements for Six Sigma Green, Black, and Master Black Belts? XVII What's the benefit of doing Six Sigma Green Belt training from ASQ? XVIII How will the six sigma green belt certification help with marketing and sales tasks? XIX How can someone with 3 years of work experience in Pharmaceutical sector and Green belt certification in Six sigma start a career as an actuary? XX Can we do the Six Sigma green belt without experience? XXI Biotech engineering degree, Six Sigma Green belt, an MBA, and 4 years exp in quality-related positions, what are my career options? XXII Can Six Sigma Green Belt be self taught? XXIII What is the salary of six sigma Green belt analyst? XXIV I do not have a college degree. I have a lot of experience in Account Management. Would obtaining a six sigma green belt help me further my career? XXV How good is a six sigma black belt certification without practical experience? Outro: Thanks for listening to episode 183 of the E6S-Methods podcast. Stay tuned for episode 184, "Hiring a Black Belt" Part 1, where Jacob and I critique a few public job postings to see if they really hit the mark. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com , or on our website, we reply to all messages. If you heard something you like, then share us with a friend or leave a review. Didn't like what you heard? Join our LinkedIn Group , and tell us why. Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down." Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion**…

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-182 Questions from Quora Answered- Part 1 28:52

8 years 전28:52

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리스트

28:52

Like / Dislike **We'd Appreciate Your Opinion** Email me: aaron@e6s-methods.com Leave a Review! http://bit.ly/E6S-iTunes ; Donations: http://bit.ly/E6S-Donate Intro: Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 182, Jacob and I ease back into podcasting after a long break, answering some top Lean Six Sigma questions from Quora. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-182 Leave a Review! http://bit.ly/E6S-iTunes I Is Lean Six Sigma still relevant? II What is the relevance of Lean Six Sigma belts to Robotic Process automation? III Is there any alternative for Lean Six Sigma? IV Do employers care who you get your Lean Six Sigma from? V Which institute is good for Lean Six Sigma training from ASQ or KPMG? VI Why is a Lean Six Sigma implementer generally external to the organization? VII How relevant is the Certified Lean Six Sigma Black Belt certification from IASSC? VIII What careers are there for lean six sigma black belts? IX Do top Management Consulting firms value candidates with Lean Six Sigma Green Belt certification? Outro: Thanks for listening to episode 182 of the E6S-Methods podcast. Stay tuned for episode 183 for the second half of "Questions from Quora Answered." Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com , or on our website, we reply to all messages. If you heard something you like, then share us with a friend or leave a review. Didn't like what you heard? Join our LinkedIn Group , and tell us why. Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down." Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion**…

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-065RB (Rebroadcast) In the eye of the Cash-holder Part 1B - Stable & Capable 21:08

8 years 전21:08

나중에 재생

리스트

21:08

Like / Dislike **We'd Appreciate Your Opinion** Email me: aaron@e6s-methods.com Leave a Review! http://bit.ly/E6S-iTunes ; Donations: http://bit.ly/E6S-Donate Intro: Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 65, “In the Eye of the Cash-holder” Part 1B, we continue our discussion of “stable & capable” processes with reference to customer or client expectations. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-065RB Leave a Review! http://bit.ly/E6S-iTunes I Capable – a. 99.7% of process output falls within customer specifications, based on the normal curve. i. Equivalent to Cpk=1; caveat: rules of thumb often updated to 1.33 min acceptable Cpk. ii. Cpk =2 is equivalent to a 6 Sigma process, or 3.4 Defects Per Million Produced b. Visualized using a histogram and “goal posts,” for customer specifications. II Stable & Capable – There are 4 combinations of stable/capable a. Not stable, not capable i. Special cause variation, and significant OOS (out-of-spec) condition b. Not stable, but capable i. Special cause variation, but process variation is statistically within specifications c. Stable, but not capable i. Common cause variation, but significant OOS condition d. Stable and capable i. Common cause variation, and process variation is statistically within specifications c. Stable, but not capable i. Common cause variation, but significant OOS condition d. Stable and capable i. Common cause variation, and process variation is statistically within specifications Outro: Thanks for listening to episode 64 of the E6S-Methods Podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com , or on our website, we reply to all messages. If you heard something you like, then share us with a friend or leave a review. Didn't like what you heard? Join our LinkedIn Group , and tell us why. Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down." Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion**…

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-064RB - (Rebroadcast) In the eye of the Cash-holder Part 1A- Stable & Capable 24:19

8 years 전24:19

나중에 재생

리스트

24:19

Like / Dislike **We'd Appreciate Your Opinion** Email me: aaron@e6s-methods.com Leave a Review! http://bit.ly/E6S-iTunes ; Donations: http://bit.ly/E6S-Donate Intro: Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 64, we introduce the concepts of stable and capable processes, and what they mean “In the Eye of the Cash-holder.” (That’s your customer.) If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-064RB Leave a Review! http://bit.ly/E6S-iTunes ****In the Eye of the Cash-holder*** Objection 1: In spec is good enough. Variation doesn't matter. Counter 1: Any variation from target results in depleted function of your customer. Although customer specs are wide, customers often have to account for supplier variation in some other way, and end up releasing lower quality goods into the market. Variation is evil according to taguchi, not just to customers, but to society as a whole. Objection 2: Cpk and other fancy jargon is on its way out. Counter 2: Perhaps, but new jargon will surely take its place to describe process variation relative to outcome expectations Objection 3: This is old stuff. Everyone knows this. Why are we bothering still? Counter 3: It is true that these topics are almost 100 years old. Yet still, many industries still have processes without specifications (business processes, etc), and the idea of measuring process variation is still new and novel. Stable & Capable I Stable a. Displays Common Cause process variation: normal & random (typically). A.k.a. Show’s no variation patterns that are statistically unlikely i. Shows no Special Cause variation 1. As statistically detected by Western Electric rules (more in future casts). a. Example: one point beyond 3 sigma on either side of the mean. <3 in 1000 probability of occurrence by random chance alone. (special cause) 2. Or visually detected through graphical analysis, some intuition and expertise (not as rigorous, but better than nothing) b. Detectable using control charts, AKA: process control charts, statistical process control charts (SPC), sometimes statistical quality control charts (SQC), depending on context. i. Time ordered charts plotting process inputs or outputs, tracking history ii. Uses history to judge the likelihood of future patterns in variation Outro: Thanks for listening to episode 64 of the E6S-Methods Podcast. Stay tuned for episode number 65, where we continue our discussion of process stability and capability,“In the Eye of the Cash-holder” Part 1 B. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com , or on our website, we reply to all messages. If you heard something you like, then share us with a friend or leave a review. Didn't like what you heard? Join our LinkedIn Group , and tell us why. Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down." Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion**…

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-020RB (Rebroadcast) Layoffs, If You Must- Financial Benefits & Metrics (Part 5ish) 41:43

8 years 전41:43

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리스트

41:43

Like / Dislike **We'd Appreciate Your Opinion** Email me: aaron@e6s-methods.com Leave a Review! http://bit.ly/E6S-iTunes ; Donations: http://bit.ly/E6S-Donate Intro: Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 20, Part 4 of 4 of the Financial Benefits Series, LAYOFFS: if you must you must. We discuss alternative ways to protect operations and your improvement programs from the damage and disruptions that come with the “Classic” Layoff. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-020RB Leave a Review! http://bit.ly/E6S-iTunes ***Layoffs - If you must, you must - be proactive.*** Disclaimer: The best way to disassociate your improvement program with layoffs is to not layoff. But if you must, you must. Included in this cast are proactive tactics to avoid damaging operations and improvement initiatives as a result. This advice does not apply to when a company's market falls through and simply must cut to avoid bankruptcy. I The importance of not laying off because of a successful project: Argument about what happens after a layoff, especially when it is associated with an improvement project. II Why hard savings are so heavily pushed. Primarily due to ulterior motives, not for the overall health of the company: Share Holder "value" calling the shots, consultants pushing ROI, Internal posturing. Basically by individuals who are more interested in their own payback. III Alternatives to the classic "layoff." List common alternatives, (pros & cons) a. Classic Layoffs – Managers give some sort of economic reason why layoffs are necessary. The laid-off individuals don’t get a clear message why they were selected, but they are escorted away, and the survivors are left to wonder who’s next. Some companies do this so predictably every year, that the employees participate in a “Death Pool,” betting on who goes next. Typically, though, layoffs seem to follow similar patterns for individuals let go: i. Low Seniority – the “new” guy. Sometimes used as a tactic by labor unions. Hire expendable new people to save yourself when the time comes. But also used when no other meaningful reason is found. ii. Poor Performance – Often a poor performer will be let go during a round of lay-offs. Generally, though, performance is not brought up as a reason, and the company resorts to a lay-off, restructuring, and change of job function rather than focus on the performance problem iii. Political Outcast – When the person just doesn’t fit in with the “in-crowd.” High School all over again. Cronyism can fit into this category, where experienced people are replaced with the friends of newly added leadership. In this area, performance and contribution are ignored, and people are often let go because they are different than others. iv. High Seniority – Also known as “ageism.” Sometimes offered “early retirement” to avoid litigation. Singled out because they are highly paid individuals who may have hit a ceiling in their company contributions, (i.e. solid performers but may not be executive bound, but have accrued many years of incremental raises, have impending health risks, and are expensive to keep on the books.) Probably more typical in the U.S. I’ve heard that this is why workers become highly political, focusing more on their relationships with executives than value-added work, when they hit their 50’s, and become “yes” people. b. Alternatives i. Cross-train and move to another area (sales, PM…other area). This is probablythe most popular recommendation given for Lean programs 1. Pros: a. Moves people from where they are no longer needed to where they are needed. b. Cross-training fills gaps when normal operations suffer an upset, perhaps an operations floating resource. c. Keeps the “natives” in check, i.e. doesn’t create the normal backlash with regular layoffs. d. Also a good way to wait for natural attrition to take place, and more importantly, preserves the integrity of your Continuous Improvement program. 2. Cons: a. Is it worth it? A typical lean project increases capacity for production, and probably reduces the direct labor requirement. This means less line workers, and more sales. How many line workers successfully transfer into a sales role? Or do you play a “shell game” and move around 5-10 resources to cover these skills gaps & demands? This would require a lot of human capital investment to be effective, and may be equally disruptive to the workforce as the layoff (i.e. spending more money as a result of the project rather than realizing the savings.) ii. Pull trigger a month or 2 before the project. When you know you’re going to do a project and you’ve determined your financial benefits valuation, determine up-front how many and who will go before the project starts. 1. Pros a. Layoff is not contingent on project success, and is less associated with the LSS program (LSS is the hero instead of the villain... fora while) b. Workers and managers feel the pain of being short-staffed, which encourages participation and can spark a new innovative approach (invention is born of necessity) 2. Cons a. It’s a risk. Calculated risk up front that the LSS project will be successful (but a pretty good bet) b. Operations will knowingly take short term hit to metrics (yield, OTD, %OT maybe) before the project starts c. Stealth mode won’t work long. It’s only a matter of time before people catch on to this tactic. Smarter workers will notice the pattern, and people talk. iii. Fire for cause instead (and look up-stream). Instead of choosing the weakest link to layoff, and using as an easy-out for poor performance, Fire for cause, but also look upstream. For every individual contributor who is consistently doing a poor job, there is a manager and/or director who is also doing a poor job in letting it persist, which is a more egregious failure. Why should they get off so easy? 1. Pros a. Peers can get behind dismissal for poor performance. They see it themselves, it affects them. Some have been hoping for it for a while. b. Raises the bar for all performance expectations c. Saves on unemployment benefits (at least in US). Those fire for (just) cause do not collect benefits, (unless wrongful dismissal is later determined by a court). 2. Cons a. Still can shine poorly on LSS program if done after a project is successful, especially if the person fired is part of the solution. Best to not associate with the program at all. b. It’s not easy. Proper Performance Management takes hard work, consistency, and deliberate effort to develop individuals and a team. People who disagree with this aren’t doing it right. Outro: Thanks for listening to episode 20 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com , or on our website, we reply to all messages. If you heard something you like, then share us with a friend or leave a review. Didn't like what you heard? Join our LinkedIn Group , and tell us why. Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down." Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion**…

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-181 Careers in Reliability - Fred Schenkelberg 37:23

8 years 전37:23

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리스트

37:23

Like / Dislike **We'd Appreciate Your Opinion** Email me: aaron@e6s-methods.com Leave a Review! http://bit.ly/E6S-iTunes ; Donations: http://bit.ly/E6S-Donate Intro: Welcome to the E6S-Methods Lean Six Sigma Performance podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 181, we speak with reliability expert, Fred Schenkelberg, and get his take on the day in the life of a reliability engineer. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-181 Leave a Review! http://bit.ly/E6S-iTunes I Fred Schenkelberg is an international authority on reliability engineering. He is the reliability expert at FMS Reliability , a reliability engineering and management consulting firm he founded in 2004. Fred left Hewlett Packard (HP)’s Reliability Team where he helped create a culture of reliability across the corporation to assist other organizations. His passion is working with teams to improve product reliability, customer satisfaction, and efficiencies in product development; and to reduce product risk and warranty costs. Fred’s areas of expertise are: reliability program development, accelerated life test design and analysis, reliability statistics, risk assessment, test planning, and training. He has a Bachelor of Science in Physics from the United States Military Academy and a Master of Science in Statistics from Stanford University. II Links a. accendoreliability.com for Accendo Reliability the reliability education project i. articles, podcasts, webinars, resources, and courses to help reliability professionals master the craft of creating and maintaining reliable products and systems. and, b. reliabilty.fm the reliability engineering podcast network c. www.linkedin.com/in/fmsreliability/ III Questions for Fred a. What is Reliability? i. I've heard the definition that Quality is Reliability at time zero? Have you heard this? ii. Is it similar to Actuary Sciences? b. How did you first get into Reliability? c. What's a "Day in the Life like" for a reliability engineer? d. Key Challenges? e. How does one get started? f. What would you like to promote? g. Where can people get in touch with you? Outro: Thanks for listening to episode 181 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com , or on our website, we reply to all messages. If you heard something you like, then share us with a friend or leave a review. Didn't like what you heard? Join our LinkedIn Group , and tell us why. Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down." Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion**…

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-180 Circuit City Parable of Our Times 21:46

8 years 전21:46

나중에 재생

리스트

21:46

Like / Dislike **We'd Appreciate Your Opinion** Email me: aaron@e6s-methods.com Leave a Review! http://bit.ly/E6S-iTunes ; Donations: http://bit.ly/E6S-Donate Intro: Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 180, we blast to the past for a "Parable of our Times," in a retrospective on Circuit City. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-180 Leave a Review! http://bit.ly/E6S-iTunes I A Parable for Our Times - Quality Progress July 2007 Outro: Thanks for listening to episode 180 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com , or on our website, we reply to all messages. If you heard something you like, then share us with a friend or leave a review. Didn't like what you heard? Join our LinkedIn Group , and tell us why. Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down." Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion**…

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-179 Agile Requirement Gathering - User Stories Part 2 18:31

8 years 전18:31

나중에 재생

리스트

18:31

Like / Dislike **We'd Appreciate Your Opinion** Email me: aaron@e6s-methods.com Leave a Review! http://bit.ly/E6S-iTunes ; Donations: http://bit.ly/E6S-Donate Intro: Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 179, we continue with part 2 of our "Agile Requirements Gathering - User Stories" series. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-179 Leave a Review! http://bit.ly/E6S-iTunes *** Purchase Detailed 2000-2016 Salary Trend Analysis *** II What is a User Story? a. Describes the functionality or feature a product will deliver to a user b. Helps to create a simplified description of a requirement c. States the requirements from the viewpoints of different stakeholders d. More ‘Human’ than standard functional requirements i. Should require the team to have a conversation ii. Stories should evolve with scrum team discussion and technical feedback e. A common template used for user stories is: i. “As a < role >, I want to < do what > so I can < benefit how > .” f. How does someone gather the requirements for a User Story? i. Understanding the needs of the Customer / Client 1. Jobs to be Done 2. Features or Functionality that clients are looking for 3. Feedback from the clients/users 4. Usage Analytics g. New Research available h. Hypothesis that the team would like to prove III Different people could be providing information in different formats. What becomes critical is the ability to synthesize them and present them in a way of what is the problem that the user/customer is facing. Outro: Thanks for listening to episode 179 of the E6S-Methods podcast. Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com , or on our website, we reply to all messages. If you heard something you like, then share us with a friend or leave a review. Didn't like what you heard? Join our LinkedIn Group , and tell us why. Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down." Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion**…

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E6S-Methods Lean Six Sigma Performance Podcast with Aaron Spearin & Jacob Kurian

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E6S-178 Agile Requirement Gathering - User Stories Part 1 16:37

8 years 전16:37

나중에 재생

리스트

16:37

Intro: Welcome to the E6S-Methods podcast with Jacob and Aaron, your weekly dose of tips and tricks to achieve excellent performance in your business and career. Join us as we explore deeper into the practical worlds of Lean, Six Sigma, Project Management and Design Thinking. In this episode number 178, Jacob reviews the process of gathering design requirements within the agile framework in part 1 of this "User Stories" series. If you're just tuning in for the first time, find all our back episodes on our podcast table of contents at e6s-methods.com. If you like this episode, be sure to click the "like" link in the show notes. It's easy. Just tap our logo, click and you're done. Tap-click-done! Here we go. http://bit.ly/E6S-178 Leave a Review! http://bit.ly/E6S-iTunes I Requirements Gathering a. Here’s a set of requirements usually provided to a team that they are expected to build a product off of. i. Product should have a steel body ii. Product should have 4 wheels iii. Product should have rubber attached to wheel iv. Product should have multi speed transmission What is the product that you would build? b. Now, if the requirements were given in a slightly different way such as: i. As a user, I want to mow my lawn quickly and easily ii. As a user, I want to be comfortable while mowing my lawn What would you build now?? c. What is the difference between the two scenario’s? i. Scenario 1 spend more time giving the “how” I am expecting you to build or gave in detail what needed to be done without giving any context to “what” needs to be build and “why” its needs to be build. ii. Scenario 2 only explained the issue or the experience that the customer is looking for and why it is necessary for them. d. The method of representing the what and the why vs the how is what’s usually referred as User Story. Outro: Thanks for listening to episode 178 of the E6S-Methods podcast. Stay tuned for episode 179, "Agile Requirements Gathering - User Stories Part 2." Don't forget to click "like" or "dislike" for this episode in the show notes. Tap-click-done! If you have a question, comment or advice, leave a note in the comments section or contact us directly. Feel free to email me "Aaron," aaron@e6s-methods.com , or on our website, we reply to all messages. If you heard something you like, then share us with a friend or leave a review. Didn't like what you heard? Join our LinkedIn Group , and tell us why. Don't forget you can find notes and graphics for all shows and more at www.E6S-Methods.com . "Journey Through Success. If you're not climbing up, you're falling down." Leave a Review! http://bit.ly/E6S-iTunes Like / Dislike **We'd Appreciate Your Opinion** *** Purchase Detailed 2000-2016 Salary Trend Analysis ***…

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