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Salary and role for somebody with 10 years exp in software industry
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<blockquote data-quote="asingh" data-source="post: 1981498" data-attributes="member: 27090"><p>SMT was a concept which came to India around 11-12 years ago. It was tried out in companies which were extremely process - driven (like GE / Motorola). Every task / sub - itinerary was broken down into specific components with a tight frame work around them. SMT was the holistic approach for all of the above to function as a combined "job" and be highly automated. It failed...! Even the process orientation and alignment pivots were difficult to adhere to. So we saw the up-shoot of Six Sigma (DFSS and DMAIC) and LEANing of processes, to further analyze and fine tune processes. Six Sigma was used to probe and penetrate the variations (which resulted in errors) and LEAN was deployed to reduce waste and keep an efficient cycle-time. Again this was really not doing wonders. We then evolved to Agile SCRUM which focused on molecular agents coupled with a dynamic and evolutionary business method.</p></blockquote><p></p>
[QUOTE="asingh, post: 1981498, member: 27090"] SMT was a concept which came to India around 11-12 years ago. It was tried out in companies which were extremely process - driven (like GE / Motorola). Every task / sub - itinerary was broken down into specific components with a tight frame work around them. SMT was the holistic approach for all of the above to function as a combined "job" and be highly automated. It failed...! Even the process orientation and alignment pivots were difficult to adhere to. So we saw the up-shoot of Six Sigma (DFSS and DMAIC) and LEANing of processes, to further analyze and fine tune processes. Six Sigma was used to probe and penetrate the variations (which resulted in errors) and LEAN was deployed to reduce waste and keep an efficient cycle-time. Again this was really not doing wonders. We then evolved to Agile SCRUM which focused on molecular agents coupled with a dynamic and evolutionary business method. [/QUOTE]
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