Blockchain 101

10. Objective – Database or Blockchain

That is some practical type of QFD, or quality function deployment. So what I have done here is go to this site and show you that site, which is Qfdonline.com templates, and from there I downloaded this particular template called Quality function deployment template.Here is the template, and I'm using thisquality function deployment for my own online course. The course for which I'm preparing right now In this course, I need to understand what my customer wants, and this is what I put here. And as we talked in the theory part, here we put what the customer wants. So in my case, I'm just keeping things simple for my customers who are buying these courses. They want these courses to be comprehensive, covering broadly everything that is required for that particular subject. They want to have practise quizzes as a part of the course. My students also want this course to be interesting, and they want it to be practical. That's something for which I've done a survey, and based on that, I found out what my customer wants. So this is the what part of QFD and then here is the weighted importance of each of these. And this is also coming based on the survey. The number nine is very interesting. That's the most important aspect that students want—that this should be interesting. And for practise quizzes, the weighted average is five. So this is something which I put now based on this weightage. Here is the relative weight. So the relative weight is out of 100. So if the score here was seven or the weight here was seven, then out of 100, this comes out to be 24. So you can add all these things. Seven divided by some of these will be 24. So this is something that the customer wants and how I'm making that happen is through these things. So this is where I put it. How is that? Use or make smaller units. So don't make a big video like a 30 minute or 40 minute video. Make a 5 minute, 2 minute, or 10 minute video that is quick to see and so that people can move to the next video. Another thing which I've done is I've added more examples. That's what I thought that I needed to do. Examples like what I'm doing right now. And this should be aligned with the ASQ body of knowledge, which is well recognised internationally recognized.So that's another thing which I can do, and I want to have more quiz quotations to meet customer demand. So this is the how part of this. So here is the key area where you put what and how these are connected with each other. For example, let's say if students want comprehensive courses and I have my own course that is aligned with the ASQ body of knowledge, that will make sure that the course is comprehensive. So the rating here is nine. So this symbol, if you see it here, is for nine and there are other symbols. This is for three. The circle without the dot and the triangle are one. So you have three ratings here. One, three, and nine, which you can see at the top here, are strong relationships,moderate relationships, and weak relationships. The rating is 93 and one. So this is what I have put here. So based on this, I have filled all these ratings. Let's say interesting and hassome relationships, but it's a low relationship. So once I have done this, then comes the calculation part here at the bottom. So here is the calculation part. Let's say here, in this particular case,the comprehensive using the ASP body of knowledge. Here I got nine marks. So if I multiply this nine by 24, which will give me at the bottom, which will give me 217, So, 217 is a multiplication of 24 and nine. And you will see all these multiplications here. This basic weight will tell you which of these houses is more important. So now, if I look at all these houses, I see that 527 comes from this one, which is more examples. So this house is the most important thing for me to work on to make sure that it gives maximum customer satisfaction. So this is something which you need to look at. So, in this case, more examples, the most important aspect of providing good customer satisfaction is this. And then here on the right side,you see these competitors, how my competitors are doing against my own company. So here for all these things, for what customers want, how my company or my courses are doing,let's say comprehensive, I have given five out of five, which is a good mark for me. And then let's say in practical, I have given three to my course. Similarly, I can do the same thing for competitors and see how they are doing. And this will plot a curve, something like this. Where is the red one here? This is my company. And then this is competitor one. And second is competitor number two. At the top, you see the top of the house. Here, you see the relationship between the two houses. How I do one thing, and how this is related to the other house. And I will explain the purpose of that as well. So let's say small units and more examples don't go hand in hand. So if I have more examples,then I cannot make smaller units. So that's the reason I put a negative here. "Negative" is a negative correlation. So what does this mean? It means that if there is a negative correlation, then I need to choose one of these or I need to make some compromise here. whereas if you look at this plus plus sign, which shows that strong positive correlationship, for example, havingASQ body of knowledge and quiz questions, they have a close relationship. There's a close relationship between more examples and Q body of knowledge. So once you look at that, then you know that anything that has a strong relationship doing basically affects the other house also in a positive way. So you do one house, and then the second one also gets improved. But if you have a negative viewpoint, then you have to find a compromise. And this is how this roof helps you find out the relationship between different houses. I will add a link to this site where you can go and put your name and email address and that will allow you to download this particular template for demonstration purposes. So we have a complete house of quality or quality with this.

11. Commom Use Cases for public blockchains

The defined phase of the project We have talked about project identification. So we have done this and we have also talked about the voice of the customer. Now let's talk about project management basics. So this is what we are doing now, understanding the project management basics. Because a Six Sigma project is also a project and it needs to be managed just like any other project. Any other project which might include a refinery, a bridge, a road, whatever project you have seen. A Six Sigma project is also similar to that project which has a start date, an enddate, and an objective to be met. For that, we will be using some project management tools here. So what are we going to learn from this? So these are the topics which we will be learning in project management basics. project charter, project scope, projectmatrix, project planning tools, project documentation, risk analysis, and closure. Let's start with the project charter. The project charter is the contract. This is the contract which tells you how this project will be done, who will be doing what, and the responsibilities. And this gets management approval for all the resources you will need for the project. So this is the contract with which you go ahead and do the project. Now let's look at the key elements of a charter. The charter includes a number of items, starting with the project title; who is doing this; who are the leads; who are the team members; what's the problem; what's the business case; what's the scope? All these things are listed in the project chart. We will examine four key aspects of the charter in this section. The first one which we will discuss here is the problem statement. And as we go further, we will talk about other elements of the charter as well. So let's start with the problem statement. What's the problem? Because you are doing this project to solve a problem, the problem statement is important. The way you put the problem statements will definitely help you get the approval for your project and get all the resources you need to do this project. So, as you see here, the problem statement tells you what the problem is. It tells you the magnitude of the problem, where the problem is, when the problem happens, and all the details are related to the problem or the issue at hand. How the problem statement should be written To understand that, I have put three examples here. So let's look at these and see if they are good problem statements or not. Let's talk about the first one here. The first one is poor weld quality, leading to losses. So what do we have is a welding workshop where we are doing welding. But then there are a lot of defects which come as a part of welding, and this leads to rejection rework. So this is the problem we are going to solve. But what is the issue with the statement? If you say that poor quality of welds leads to losses, this doesn't tell you anything. This is so generic that it doesn't give you any information. Now, if you take this to management, they're going to say, "OK, I'm going to solve the welding problem because there is so much loss, nobody cares because you don't have anything specific here." It's a very general statement. So with this, we rule out the first statement as a problem statement. That's not the right statement. Now let's look at the second one, which looks much better. We say that in our weld shop the average weld repair rate for the last three months has been 5%, as against the maximum target of 1%. Or that's a very good statement, which says that we had a target of 1%. But then we are getting four 5% defects on average. Now, this shows that something needs to be done here. And the second sentence here is that poor quality welders are adding to the cost and delaying production. So this is the line which I would say is not the right line for a problem statement. And why would I say that the second line is not a good statement here? Because in the second line we say that poor quality vendors are adding to this problem. And what's the problem with this? Because if you want to do a Six Sigma project and you already know the cause of the problem and can take action on it, you do a Six Sigma project because the cause is ambiguous. So the point here is that before doing the project, don't jump to a conclusion and say that this is the cause. Because if you have already made up your mind that this is the cause, then what's the point of doing this project? Do the project with an open mind,without jumping to the conclusion. This is too early to jump to the conclusion that vendors are adding to the problem. So this is also not a good problem statement. Now let's look at the last one, which tells us that in our weld shop, the average weld repair rate for the last three months has been 4.5% as against the maximum target of 1%, which is exactly the same thing that we saw in the previous example. And we said that this was adding to the cost and delaying production. We have not jumped to any conclusion here. What is the cause of this problem? The cause of this problem could be welding. The cause of this problem could be the welding electrode. The cause of this problem could be the environment, atmosphere, or whatever this could be. We are not jumping to that conclusion here. So that's the reason I say this is a well-written problem statement. So, having a well-written problem statement is essential for completing your Six Sigma project successfully. So this was the first element of the project charter.

12. Common Use Cases for permissionless blockchains

In project management basics. We have talked about project charter and now we are going to the next item, which is project scope. Project scope is also part of the charter. And as we said, the charter consists of a number of elements, and these four elements are the most important limits in the project charter. We have already talked about the problem statement. And now we want to talk about project scope. When we talk of project scope, the first and foremost thing that you need to keep in mind is that whatever project you do, whatever Six Sigma project you do, should be doable in two to three months. You need to complete your Six Sigma project in two to three months because that's the most optimum time. And before you do that, you need to make sure that you have the right size of the project. The reason Six Sigma projects fail many times is that the scope was not very clear, or it was too broad, or it was too small. Getting the right scope is important. For example, doing a Six Sigma project to solve the world hunger problem or world population problem is too big. Things like this cannot be handled in two to three months. So these are not good examples of Six Sigma projects. What you need to do is, even if you have a bigger problem, you need to break it down. Break it down so that you can attend to that particular problem or issue in two to three months' time. So this is one of the most important things to understand when defining your project scope. Now, when it comes to project scope, you need to look at two things What is the depth of the scope and what is the width of the scope? When we talk about depth, we are referring to the vertical depth. So in your organization, you have a number of processes. Your processes start from purchasing,receiving, inspection, production, and assembly. So this is a vertical chain. So whether your project scope varies from purchase to dispatch or it's just limited to production, you need to understand that. So that's the depth part of the scope. The width part is that let's say if you have a number of plants, plant one, plan two, plan three, plant four. How much do you want to expand horizontally? Does your project expand to all the production facilities? Or is this just for one production facility or within one production facility? It is unclear whether this is limited to a single section. So when you define your project, you need to define all these things. What is the scope of your project? Whether this is limited to the purchasing, receiving inspection,up to that stage, or just the inspection, the whole range from purchasing to dispatch is covered. Whether your scope is limited to one particular machine,one particular location, or all the machines, depending on the problem, you can select your scope so that you can finish this project in two to three months once you have thought about the project and you think that this is too big to handle. So, for example, covering all the facilities is difficult and covering all types of defects is difficult. So what you might want to do in that case is you might want to do a Parato analysis to identify what the important aspects are, or what we also call the vital few, and what the trivial many. So you distinguish between the vital few and the trivial many, and only focus on the vital few if you believe the project's scope is too broad. In this course, I will be using Minitab to do a number of statistical calculations. The pareto chart was one of the topics we discussed. So after this lecture, what I will do is just give you a brief introduction to Minitab and we will do the pareto chart for one particular example to define the scope of the project. Let's come back to our topic of project scope. In project scope, you need to define the starting point of your project and what will be the ending point of your project. For example, I'm just taking the same example of welding defects. So you need to define your scope, at what point your project starts. So your project starts from the receipt of welding consumables to the testing of the weld. And then you need to define what is within scope and what is outside scope. Having these things clear will help you get all the support you need from different departments, from management and even from your team members. So you need to put it down on paper what is in scope and what is out of scope. Let's say in this particular case, the scope is welding. At the weld shop, this is in scope. What is out of scope? Out of scope is all the welding that is done, let's say, by a sub-supplier or that is done outside. So you need to define all those things that will make a very clear scope definition for your project. Once you know what you're doing, there's a good chance that you will be able to do that. So, this was about the project scope. What we will do next is talk about the pareto chart and how we use it in defining the project scope. So here is the pareto chart which I have made. So let's talk about this palette chart, and in the next video I will show you how to plot this pareto chart using Minitab 18. So this pareto chart is between the types of defects which are here: porosity, cracks, undercut and many others. So these are the types of defects that we are seeing and that we want to eliminate or reduce. And that is the number of items. So there were 23 pieces which had one type of defect, and the name of that defect is porosity. And then there were three defects, which are known as cracks. There were two defects titled undercutand there was one other defect. So based on this, if I draw this pareto chart, this pareto chart is just like a bar chart. Here you see the item and then the barheight will tell you how many numbers are there. But the difference between the bar chart and the pareto chart is in the pareto chart. We list all these items in descending order. So the highest number comes here. Porosity is 23, which comes first, and cracks number three, which comes second, and so on. And then what we do is we plot the cumulative plot. So there are 23 items here. 23 plus three, this becomes 26,and then plus two, this becomes 28, and this is 29. Once you draw that general approach, you do 80/20 analysis. That means 80% of the problems are caused by 20% of the causes. So that means there are only a few causes which create a lot of problems. So here also we see that there is only one cause, which is porosity, which is causing almost 80% of the problems. So rather than focusing on everything, if there is a need to limit the scope of this project, then let's limit this to porosity. So rather than working on how to reduce the number of defects, let's talk about how to reduce the number of porosity.

13. Blockchain Use Case – Dubai

This is the first minitab video in this course. And here, let me be very clear that if you are using this course for the ASU Certified Six Sigma Greenbelt exam, then you really don't need to learn too much about Minitab because on that exam you will not get any questions related to Minitab. But if you want to use this course to learn about Six Sigma at green belt level and actually use it in your organization, then it is important that you learn about Minitab. And even for the purpose of the exam as well, it's a good idea to have a look at these videos because there will be a number of concepts which we will cover in these videos. But as it is, minitab will not be in the form of a question in the ASQ exam. So let's come back to the topic of creating a pareto chart. Here is the worksheet. At the bottom half of this worksheet is something similar to what you would have used in Excel. So here on the top you can put titles. So the title of the first column is Defects. The title of the second column is "Numbers." There are a large number of defects. And then I created another column where I actually put the number of these defects. So there are two types of data you might get. You might get consolidated data which will tell you how many defectors were there. So there was 23 porosity and three cracks. You might get data in this form or you might get data in the form of just a list undercut undercut slack. So there is no sum of these. So you just have the raw data. We will do the pareto chart for both of these cases. Let's talk about the pareto chart for this first case, where we have consolidated data which shows the number of defects and the numbers. So for that, I go to Stats, I go to QualityTools, and then in Quality Tools there's a pareto chart. Click on that. That's easy. And then here I need to put, let me delete this. So here I need to put defects or attribute data in. So where is my attribute data ordefect, which is in C one? This tells us what type of defect I have. And then I have frequency. And you see that this is optional,but right now I have frequency. So let me put this frequency as a number, which is in the column number two. I double click on that and I get this number transferred to this box here. That's all I need to do. And with this, let's say if I press OK,here is the pareto chart which I get. This tells me that porosity is 23 cracks. three numbers. The cumulative percentage is here at 79.389 and you get a pareto chart. Let's minimise this. Now, if you don't have this summarised data,if you just have the raw data, you can do the same thing. And here is another quick tip here. This box will give you the last dialogue box rather than, again, going to Stats, Quality Tools, and pareto chart.Rather than doing that, you can just click on the last edited dialogue box. So this opens what we used earlier, and I remove everything from here and delete it here. So what I want to do is, in the first column,I want to put Weld Defects, which is in column number four, which is the raw data, which doesn't tell us how many are cracked, how many numbers are porosity. It just lists down porosity, porosity, and porosity 23 times. And most of the time, you might have data like this. And that's it. I don't put the frequency. I don't put variables and any other things. And I keep pressing. Okay, And I get the same pareto chart here as well. You want to look at the first pareto chart? Click here. You get the first pareto chart. Here is the second pareto chart. And both of these pareto charts will be similar because this data basically matches when you have three different cracks here, here, and here. So you see, there are a number of cracks listed here. So this is how you draw a pareto chart using Minitab.

14. Launching your blockchain

You have some goals, some objectives, and some matrix which you define beforehand, which will tell you whether you have achieved your objective or your goal or not. One important aspect of the project matrix is that the matrix, whatever you choose, needs to be aligned with the problem statement because this is why you started this project. As a result, your measurement should be related to the problem that you encountered. For example, earlier we talked about the problem of weldrepair rate, which was 4.5% against the target of 1%. Now, what sort of a matrix will you be looking at here? Definitely, the simplest metric would be to look at the weld repair rate. If you were able to reduce the weld repair rate, that means your project was successful. So that's how you define your project matrix. Many a time, it is recommended that whatever matrix you choose, at the end of the day, that should translate into the monetary value, because if you translate this well, repair rate reduction from 4.5% to 1% into some dollar value, that will help you get all the support you need from management. So here on this slide I have some of the matrix which you could choose depending on what problem you are dealing with. These could be broadly classified into two categories. One is monetary and the second thing is nonmonetarybenefits, or what you can achieve from the project. Looking at the monetary benefits, this could increase sales or revenue, reduce costs, avoid some costs, avoid some investments, reduce cycle time, reduce inventory, and many other things depending on the type of problem you are dealing with. So these are some of the monetary benefits that you can define in your project charter. That this is what you are going to do, that your project is going to avoid cost, that your project is going to reduce the cycle time, or any other monetary benefit. But then, in addition to monetary benefits, sometimes there are non-monetary benefits as well. It might not be very easy to convert this into a dollar value, but you might still want to retain that. Examples of those are customer satisfaction, employee satisfaction, and reputation. There's no easy way to put these into a dollar value, but still, these are important to the management because they will definitely lead to higher revenue or higher profits for the organization. If you have higher customer satisfaction,if you have higher employee satisfaction, or an increased or improved reputation, that always gets translated into monetary value. As a result, you needed to include this in your project charter.

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