Member Profiles

Aseem Sharma, Six Sigma executive, K.R. Pulp and Papers Ltd.

Aseem Sharma is a Six Sigma executive for K.R. Pulp and Papers Ltd. in Shahjahanpur, India. There, he implements and deploys Six Sigma hands-on training in the core manufacturing and business processes of the company.

Sharma earned two bachelor’s degrees—he has a degree in science and another in engineering, in the field of pulp and paper science. Both degrees are from I.I.T. Roorkee, in Roorkee, India. Sharma has completed the following certifications: ISO 9001:2000 lead auditor from the Indian Institute of Quality Management, Six Sigma Black Belt (twice), Six Sigma Green Belt and ISMS 27001/2005 internal auditor.

Sharma recently answered questions about the importance of Six Sigma and quality.

What do you think is most important in implementing a Six Sigma project?
The most important aspect of a Six Sigma project is to identify key business processes and sub-level processes and define the problem clearly before taking any measures. Then comes the measurement stage, which should pass the SMART gate (specific, measurable, achievable, reliable and time bound). If one is not able to define the problem accurately and in a precise fashion, then nothing further can be done. Also, the top management commitment is most important when one is working with the top-down approach. One can also work with a bottom-up approach, implementing key projects and then let the management know the real gains. Good projects, good people and choice of the right Black Belts and Green Belts with the top management leadership commitment and strictly following the define, measure, analyze, identify and control roadmap are also some key aspects in completing Six Sigma projects. Six Sigma is 80% people and 20% tools.

Why do you think Six Sigma is important?
Six Sigma is a breakthrough management strategy and is a great help in improving quality and productivity, and reducing downtime, wastes, cycle times, rejects, defects, scrap and rework. It results in high financial impact to the organization, giving an overall impetus to the net profits after tax. It’s a key business strategy and overall cultural change that leads to employee empowerment.

Why do you think quality is important?
These days, quality is defined where value entitlement is realized through all key business processes to the organization, its customers and its suppliers in every aspect of the business relationship. Quality means delivering world-class products with approximately zero defects.

What is your favorite benefit of quality?
My favorite benefits of quality are:

• Delivering world-class products.
• Proactive, not reactive approach.
• Teamwork support and growth.
• Problem solving with high business financial impact.
• Good supplier and customer relationship.
• Competitive advantage.
• Delighted customers.

Why did you choose to go into the quality field?
After completing a bachelor of engineering program in 1990, I was working in operations. I realized that without automation, meeting the target and specifications of the critical to quality parameters could only be completed with experience as well as the hit and trial approach, which was totally reactive. Later, throughout 2000, I was handling a customer service department at a large-scale paper mill. The eight to 10 daily customer complaints were the main highlights, and it was painful to resolve the issues. I then started taking interest in quality. I became interested in statistical process control (SPC) and using a bottom-up approach. I started implementing SPC to my own area of application, and it became my passion. Thereafter, I had the chance to hear lectures on SPC and statistical quality control. Then my first article in IPPTA, a technical journal of the Indian pulp and paper industry, appeared. The article was about reducing process variability and customer complaints using the desirability concept. I started learning the main applications of the process capability indexes and taught them to my peers. In 2002, I was a team member of total productive maintenance’s Hinshitsu Hozen, or quality maintenance pillar. Here, I learned about Six Sigma and Minitab, and then quality became my passion and part of my life. I read books by quality gurus, and I read about quality tools and methods, such as SPC. This intensified my interest in quality and Six Sigma, and I completed my Black and Green Belt and lead auditor certifications. Then I did four Six Sigma Black Belt projects under my Six Sigma guru R.S. Chalapathi. Doing projects was exciting, and my interest in quality and Six Sigma deepened.

What’s your best advice to someone new to quality?
Quality requires dedication, hard work and application of tools at the right time and in the right way. Even if you fail to achieve results once or twice, don’t get bogged down.

Sharma has published numerous articles on quality and Six Sigma, and he is currently writing a book on Six Sigma in the paper industry. Additionally, he is a frequent contributor to the Six Sigma Forum tools and templates exchange.