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“It is not the strongest of the species that survives,nor the most intelligent that survives.It is the one that is most adaptable to change.”

-Charles Darwin

LEAN

DMAIC – MANUFACTURINGSUPPLY CHAIN

DFSS –MANUFACTURING, SERVICES AND SUPPORT

LOGISTICS

DMAIC –SERVICES AND SUPPORT

AAROHAN 14Lean and Six Sigma Excellence Awards

SEPTEMBER

AAROHAN 2014 [Document subtitle]

SYMBIOSIS CENTRE FOR

[Company address]

AAROHAN 2014

AAROHAN-14 SCMHRD Page 1

The Event

What started out as a management strategy developed by Motorola, today finds

widespread application in almost all sectors of the industry. But it is nowhere close to its

maturity. Six Sigma as a concept continues to grow.

The ‘Lean and Six Sigma Excellence Awards’ is an effort from SCMHRD to recognize

and honor those Corporates who strive to set new benchmarks in the sphere of quality

and efficiency.

The selection parameters are first decided upon by a team of eminent panelists

followed by the official invitations to the Corporates for participation. The projects

received are then evaluated by the panelists on the previously decided parameters.

The best projects under each category are chosen and their team members are then

invited to make their presentations at the regional rounds held at Bangalore, Delhi and

Pune. The best projects under each category from the regional rounds are then

shortlisted and invited to make the presentations at the final round at SCMHRD, Pune,

where they go through a final round of scrutiny. At the concluding day of the event,

the winners are felicitated.

In our tenth year of hosting this event, we are proud to say, that the ‘Lean and Six Sigma

Excellence Awards’ has accomplished new heights and has gained recognition among

the Corporate to an extent where they have started considering these awards as a

milestone in their six sigma journey. We promise to work at making the LSSEA the most

prestigious award in the field in the years to come.

FACULTY ADVISOR

Abhijeet Bhagwat, Assistant Professor

TEAM MEMBERS

Senior Team

Agam Sarin

Gokul Raghunadh

Manjeet Maini

Prathyusha Akella

Rohang Adhikari

Shridhar Samant

Usha Bitla

Junior Team

Akshat Goel

Garima Sharma

Harsha Tandure

Heena Gampawar

Mohit Lakhotia

Sneha DS

V Murali

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From the Desk of the Chancellor

Symbiosis International University

Dear All,

It gives me immense pleasure in welcoming you to the ‘Lean and Six Sigma Excellence Awards, 2014’.

Given today’s economic scenario, when organizations across all sectors are making an effort to minimize

the effects of the slowdown on their day to day operations, it is Six Sigma concepts that hold special

importance for one and all. Consistency in quality while minimizing waste is what will help us all in this

trying period.

Six Sigma is not only about correcting errors but also about continuously innovating what seems perfect and this is what we strive to do at Symbiosis.

At Symbiosis, we aim to improve the efficiency and effectiveness of all those who are a part of the Symbiosis fraternity. Hence Six Sigma is somewhere at the root of all that we do.

Wishing you all the very best for all your future endeavors.

Best Wishes, Dr. S.B. Mujumdar Chancellor, Symbiosis International University

AAROHAN 2014


From the Desk of the Vice Chancellor,


Dear All, I am pleased to welcome you all to the “Lean and Six Sigma Excellence Awards, 2014”.

SCMHRD has always worked on improving the quality of its curriculum year after year to benefit its students. This event is the manifestation of the same drive.

I am happy to see the respect, this institute, as well as this current event has drawn from the

Corporate. My best wishes for all your future endeavors.

Best Wishes, Dr. Vidya Yeravdekar Vice Chancellor Symbiosis International University

AAROHAN 2014


From the Desk of PRO Vice Chancellor,


Dear All,

I am delighted to welcome you to ‘The Lean and Six Sigma Excellence Awards 2014’ that is hosted by SCMHRD every year.

I appreciate the efforts taken by SCMHRD, to not only felicitate Corporate who have taken Six Sigma initiatives and reaped benefits from them, but also to build a platform where everyone who is interested in Quality can learn a lot from the experiences of others.

We at Symbiosis believe in harnessing and disseminating knowledge to the youth today for a better quality tomorrow.

All the very best to all of you!

Best Wishes, Dr. Rajani Gupte Pro Vice Chancellor, Symbiosis International University

AAROHAN 2014


From the Desk of DIRECTOR,

SCMHRD

Welcome to SCMHRD ‘Lean and Six Sigma Excellence Awards, 2014’.

In today’s crisis struck world, very few think in terms of growth. One needs to consistently improve quality while aggressively reducing cost. Lean and six sigma methodologies empower organizations to achieve these goals even in adverse economic situations. The sooner we realize this, the better.

We strongly believe that Six Sigma is not just a methodology, but a way of life.

The organizations are yet to mature in this concept.

We, as an institute, wish to act as a catalyst in bringing about this awareness by felicitating those who have reaped the benefits of using six sigma methodologies.

We, at SCMHRD, constantly strive for perfection in every endeavor that we undertake. We thank the corporate for enabling us in grooming our students in this regard and also for making this event a well branded one in an international context.

Best Wishes, Dr. Pratima Sheorey, Director, SCMHRD

AAROHAN 2014


CONTENTS

DMAIC –Manufacturing Titan Company Limited..........................................................................................................11

(Refining process capability enhancement)

Reliance Industries Limited....................................................................................................13

(Resolve High Dissolved Oxygen content in De-aerator of Utility Boil)

Premium Transmission Limited …………...................................................................................14 (Reduction in leakage complaints of gearbox)

Premium Transmission Ltd .......................................................................................................15

(Reduction in Internal PPM)

Bharat Electronics Limited.....................................................................................................16

(Cycle Time Reduction in Testing ASLESHA Radar)

DMAIC -Services and Support

Reliance Infrastructure Ltd....................................................................................................19

(Reduction In service Cable faults in south central division)

Electronica Finance Ltd..........................................................................................................20

(Improving Conversion Ratio of Number of Leads Generated to Disbursements)

HCL Tech LTD BPO Services ....................................................................................................23

(Improve NES White Scores)

Indus Towers Limited.............................................................................................................25

(SLA Penalty reduction) WIPRO Technologies...............................................................................................................28

(Service connect Ticket Reduction: FMG Business function)

AAROHAN 2014


ISG Novasoft Technologies.....................................................................................................29

(Appraisal Quality Improvement)

TCS Ltd..................................................................................................................................31

(End to End Process Optimization)

Capgemini India Pvt. Ltd........................................................................................................34 (Reduction of Overall TAT for Small Request)

TCS E Serve............................................................................................................................37

(Increasing Client Cost Effectiveness through Offshore Split Improvement)

TCS Ltd. .................................................................................................................................41

(Trust Fund Withdrawal Process Working Capital Improvement Project)

Infosys BPO limited...............................................................................................................44 (Increase the Sales for Proactive chat by 50%)

Birla Sun Life Insurance..........................................................................................................45

(Blue Apple)

Reliance Industries Ltd ..........................................................................................................48 (Reliability Improvement of Coal Mill for enhancement of power plant performance)

Reliance Infrastructure Ltd. ..................................................................................................51

(Customer Supply Delivery on Time)

Birla Sun Life Insurance .........................................................................................................53 (Advisor Licensing)

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LEAN

HCL Tech Ltd BPO Services......................................................................................................56

(To improve RPC percentage)

WIPRO Technologies..............................................................................................................58

(Achieving Execution Excellence with Kanban & TOC)

TCS Ltd..................................................................................................................................59

(Improving Lead time from Order to Activation)

Capgemini ............................................................................................................................61

(Onboarding ¬ Seat, Asset allocation & Induction)

TCS Ltd..................................................................................................................................63

(To improve service delivery by reducing Lead Time)

TCS Ltd..................................................................................................................................65

(Leveraging LEAN to Enhance Customer Experience)

TCS E Serve...........................................................................................................................68

(Optimize CRM to reduce customer servicing time)

Reliance Industries Limited ...................................................................................................71 (To reduce the change over time of PACOL Reactor in LAB Plant of RIL PMD)

Wipro Ltd.............................................................................................................................72 (Improving Process Efficiency in Healthcare Appeals Services)

Wipro Technologies Ltd........................................................................................................74 (Lean application in IT Service Delivery)

Bharat Electronics Limited....................................................................................................77

(High Failure in SRE Radar)

AAROHAN 2014


DFSS

Indus Towers Limited...........................................................................................................82

(Reduction of Network Outage)

Cummins India.....................................................................................................................85

(Develop technology for coating in order to improve salvage yield at SEZ)

TCS Ltd................................................................................................................................89

(Improvement of SPEC Ad Design Quality)

Supply Chain & Logistics

HCL BServe..........................................................................................................................92

(Reduction of Clarification Response Time)

TCS Ltd................................................................................................................................98

(Optimize Inventory Health and Working Capital by Minimizing Slow Moving Inventory (SMI) )

WIPRO Ltd...........................................................................................................................101

(Optimizing Order to Provide Process for fixed line telephony in UK telecom industry )

AAROHAN 2014


DMAIC

MANUFACTURING

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Titan Company Limited

REFINING PROCESS CAPABILITY ENHANCEMENT

Problem Statement:

Refining process capability is getting affected 50 % due to gold loss, 40% due to process efficiency, 5 % due

to consumable cost and 5 % due to fumes in working environment.

Goal Statement: - Reducing refining gold loss from 0.05 % to 0.03 % by Apr’14

- Improving Refining process efficiency from 70% to 90% by Apr’14

- Reducing Consumable cost 50 % by Apr’14

- Elimination of fumes in working environment by Apr’14

Major Findings (after analysis of data, brainstorming-sessions, DOEs):

- Improper acid ratio leads to Un dissolved grains during Gold Dissolution Process

- Sticking of gold in Crucibles while melting due to incorrect Material of construction

- The lead time for drying Gold grains at High temperature is minimal

- Gold powder less than 5 µm is escaping in considerable quantity through filter paper

- The scientific way of monitoring Precipitation leads to minimal gold left out in solution

Major Conclusions:

- The scientific way of monitoring Precipitation leads to minimal gold left out in solution

- Modified Acid concentration of 2:6 ratio has gold dissolution without un dissolved grains

- Pure Graphite Crucibles usage for Pure Gold melting eliminates the Gold sticking

- Drying of Gold grains at 350°C will reduce the lead time by 50 %

- Usage of 2 µm filter cloth will reduce the escape of gold powder substantially

- Effective Gold Precipitation completes in the REDOX potential range of 350 to 370

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(Short-Term) Actions Implemented Results Achieved

Modified Acid Concentration 2:6 followed Zero un dissolved Grains attained in

95 batches

Usage of Pure Graphite Crucible for Melting

Initiated

Zero gold sticking observed in the usage

of Pure graphite Crucibles

Usage of REDOX Meter to measure the

Precipitation Process initiated

Left out Gold in solution reduced from

4.5 Kg to 0.7 Kg in Cementation Tank

2 µm filter cloth usage implemented Improved Lead time

Hard Gains (Rupee Savings per annum): 49 lk Soft (Intangible) Gains Effective 5S in place Inventory control

(Long-Term) Actions to be Implemented over next 12 months

* Installation of Flow meter for exact addition of Acid and precipitation chemicals

* Installation of Suitable Air filter to eliminate gold escape through fumes

* Ultra ever dry coating inside the Tanks to eliminate Gold Sticking in the walls

AAROHAN 2014


Reliance Industries Limited

Resolve High Dissolved Oxygen content in De-aerator of Utility Boil

Problem Statement High Dissolved Oxygen measurement at De-aerator outlet sample of one of the utility boiler at one of the manufacturing facility of RIL, since 2009, is out of range (> 200 ppb) as against specification of < 7ppb.

Goal/Objective Statement To Reduce Dissolved Oxygen content to <7ppb in De-aerated feed-water of Boiler by 31.03.2013.

Financial Benefits Estimated Loss Prevention= 16.1 lac INR

Further cost savings due to reduction in down time & increased boiler pressure parts life (economizer).

Other Organizational Benefits Developed team members capability for solving chronic business problem through six sigma tools Increased Confidence of Management in Team for solving business issues, appreciations Recommendations being followed for process improvement and sustainability. Increase in

professional expertise, skill and knowledge base in the team. Case study for typical business issue on six sigma in knowledge repository, a valuable document

for future reference and guide for solving problem at other manufacturing units, if happens in future.

Summary of Changes Made to Affect Improvement Continue with inspection of De-aerator Spray nozzles, as done in every IBR Initially dismantling & Inspection of De-aerator Trays & nozzles once in 2 years during IBR, later

on depending on report, frequency will be defined. Continue with monthly DO measurement by LAB with Portable meter. As done in every IBR, Impulse tubing flushing for Online DO analyzer.

Timeline

Define Measure Analyze Improve Control

Planned: 15.11.2012 31.12.2012 28.02.2013 15.03.2013 18.08.2013

Actual: 15.11.2012 31.12.2012 28.02.2013 31.03.2013 30.09.2013

DMAIC methodology was applied in identifying the reason & consequences of high dissolved oxygen in de-aerator feed-water. The various effects contributing to this deviation were listed out and the reliability of the measurements of the same was looked upon. During the analyze phase, the drilling down of the effects were done to identify the critical effects.

AAROHAN 2014


Premium Transmission Limited

Reduction in leakage complaints of gearbox

Oil leakage complaints in our gearboxes being the highest contributing reason for customer dissatisfaction and precise reason for the same being unidentified, this project anchored by Six Sigma methodology, has been taken up to reduce it. A Pareto analysis of the various modes of leakage highlights that leakage through oil seal and joints are the predominant ones. Ascertaining process and product scopes as manufacturing, assembly and testing, and worm gearboxes respectively, a Process Failure Mode Effect Analysis (PFMEA) was carried out which led to the data collection points through rigorous brainstorming. Kappa analysis for attribute and Gauge R&R for variable type of data confirms adequacy of the measurement system. Now, through Classification And Regression Tree (CART) analysis of the collected data, highest contributing causes of the two prominent modes of leakage are found as oil seal quality, application of sealant on gear case joint faces, oil seal fitment method, oil catcher concentricity and surface finish of oil seat diameter on gear shafts, in order of decreasing contribution. 2-sample T-test rejects the two null hypotheses that both grinding machines (X&Y) produce the same surface finish and both brands (A&B) of oil seal are of the same quality level. Therefore, optimization of grinding process parameters in machine ‘X’ producing better surface finish and usage of oil seal ‘A’ which is of superior quality, is recommended. Before implementation of the suggested solutions, probable risks due to them if any are identified and mitigation plan prepared. Re-evaluation of in house PPM and sigma level confirms significant improvement due to the implemented actions. A decreasing trend in customer complaints and in-house non conformities is also observed which is planned to be monitored further. To ensure sustenance of these profitable results, standard procedures for oil seal fitment and application of sealant have been defined and displayed for ready reference. Entire gearbox assembly process audit has been immensely fortified by incorporating thorough audit check points. In addition, superior quality oil seal make to be used has been now been specified in Bill of Material (BOM) itself. Work instruction for gear grinding has been modified as per optimized parameters. Successful completion of this project has sown seeds for many direct and in-direct, commercial as well as non-commercial, tangible and in-tangible benefits, the fruits of which will be reaped by our organization for numerous years to follow.

AAROHAN 2014


Premium Transmission Ltd

Reduction in Internal PPM

The project is related to Internal (Process) Rejections reduction (PPM reduction). Plant’s Internal PPM was high and we had a target of reduction of rejection by 50%. We used Six Sigma (DMAIC) methodology to reduce PPM and identified the rejection phenomenon through Pareto and the processes contributing major rejections. During measure phase, the causes of failures were identified through CTQ tree and PFMEA. In analyze phase, the probable causes were validated during by Gemba Investigation and problem solving techniques like Matrix plot, DOE, CART Analysis, etc. In Improve phase, corrective actions were defined and taken to elimination causes. Then indentified risk after implementation of actions and accordingly planned for Risk mitigation. Sigma Level verified for before and after implementation of actions and found sigma level is much improved than previous. In Control phase, some controls were identified over these processes through training, SOP, Work Instructions, One Point Lesson, Drawing Revision, etc. The benefits through this project are Cost saving, customer satisfaction, No customer complaints since From Jul’2013 for Gland Leakage. Personal gain are understood the Six Sigma Methodology, and improved process knowledge.

AAROHAN 2014


BHARAT ELECTRONICS LIMITED

Cycle Time Reduction in Testing ASLESHA Radar INTRODUCTION: Bharat Electronics Ltd. Is a Nav-Ratna Public Sector Enterprise manufacturing Defense and Civil grade professional electronics components and equipments. It caters mainly to Indian Defence (Army, Navy and Air Force) as well as other civilian customers also. In the Year 2013-14, its turn-over was 6180 Crores. It has 9 manufacturing Units spread all-over India. BEL-Ghaziabad is the 2nd largest unit of BEL. Ghaziabad unit, designs, develops and manufactures Radars, Network Centric Systems, Antennas, Satcom & Communication Systems and Integrated Command and Control Systems etc. We are the only defence PSU who provides 25 years product support to all pur equipments. PROJECT BACKGROUND & OBJECTIVES: Aslesha Radar is a Low Level Light weight Portable 3D Radar for Indian Air-force designed by LRDE (DRDO Lab), Bangalore & manufactured by Bharat Electronics Ltd. Ghaziabad. Aslesha is a 3 dimensional Radar for detecting & tracking of fighter aircrafts, Helicopters & UAVs including their height parameter. BEL has an order book to supply Qty 21 Nos. of Radar during 2014-15 with order value of approx. 180Crs. Further additional repeat order of Qty. 15 Nos. for phase-II delivery is expected for delivery in the year 2015-16. ASLESHA RADAR To meet the quick delivery schedule of supplying the Radar to customer, internal testing time of the Radar & customer acceptance testing time is required to be reduced from approx. current two weeks to One week per Radar without compromising the performance parameters of the Radar. PROJECT SUMMARY: Aslesha Radar is Portable & Modular Radar having Nine sub-units (1. Antenna Assembly, 2. Central unit, 3. Antenna Unit, 4. Pedestal, 5. Quadripod, 6. Display Unit, 7. Gensets, 8.UPS system & 9. Batteries). We need to test the Radar & its sub-units. During Radar testing we need to Run the complete Acceptance Test Procedure (ATP) of Radar minimum three times. Each Run down of Radar ATP comprising assembly & dismantling of Radar once, consuming a lot of Non-value adding time. In addition to this, lot of handling of electronics, movement of sub-units, personal safety issues, requirement of skilled manpower related issues comes up during frequent assembly & dismantling of Radar. Project flow and Testing of Radar in different stages (Sub-Unit Level & Integration level) has been defined using SIPOC Diagram & Process Map. Total testing time of Radar has been calculated using Value Stream Mapping tool. By using the VSM, Cause & Effect Diagram and CNX Diagram. C-Factors were established as Measurement of

AAROHAN 2014


Minimum Detectable Signal (MDS), Lengthy ATP, Digital Magnetic Compass (DMC) alignment & Software Porting. During analysis of the above issues, brainstorming with Design & production team was conducted. Alternate method such as: MDS measurement by design change in Cal Switch Matrix Module was also proposed which helped in eliminating the need for Radar dismantling & reassembly frequently for measurement. By above change in Process a major 30 step process reduced to mere 5 steps process and VAT & NVAT time of Two engineers reduced from 455 Min. & 65 Min. to 135 Min. & 10 Min. Respectively. Which resulted in saving approx. 13 hrs in per ATP test cycle. Other C–Factor like lengthy ATP was also address in consultation with customer. On the basis of customer recommendation new tests requirements were included & many redundant tests related to sub-units were deleted. C-Factor of misalignment of Digital Magnetic Compass with True North was isolated to the installation of DMC. The issue was intimated & rectified by OEM in all future supplies itself. The GPS data was not available during the testing of Radar. The software in the RDP card of Central Unit of Radar was update by LRDE software team. Time saved during the repeated debugging & reloading of the software. During the implementation of above process change Noise factors & Wastes such as Waiting time, Rework, Heavy Equipment movement, House Keeping, Engineers Fatigue & requirement of skilled manpower etc. were also reduced substantially. By above process changes a lean six sigma test philosophy has been adopted & implemented. PROJECT BENEFITS: With the implementation of above six sigma projects following tangible benefits were obtained: i) Total 168 process step in the completed Radar checks reduced to 78 process steps. ii) Total Cycle time of Radar testing reduced from 113 Hrs 20 Min to 60 Hrs 20 Min., a saving of 53 Hrs ( Reduction of 47.6% of total CT). iii) A Saving of Rs. 68.5 Thousand per Radar. Total saving of Rs. 14.5 Lakhs for the current batch of 21 Nos. of Radar. iv) Further, an anticipated Saving of Rs. 10.3 Lakhs on additional batch of 15 Nos. of Radar. v) Customer has highly appreciated this project

In addition to this, other benefits like improved process efficiency, less equipment movements & handling, enhanced Radar system reliability, improved customer satisfaction, less requirement of skilled manpower, fewer requirement of Test instruments and safety of machine & manpower is achieved.

AAROHAN 2014


DMAIC

SERVICES & SUPPORT

AAROHAN 2014


RELIANCE INFRASTRUCTURE LIMITED

Reduction in service cable faults

Reliance Infrastructure Ltd one of the esteemed power utility companies engaged in Power generation, transmission and distribution. With fully automated power system, Rinfra caters electricity to 2.9 million consumer base of Mumbai suburb spread across 400 sq km. Electricity to esteemed consumers being supplied with reliability of 99.98%. To Deliver Continuous, Reliable and quality power supply to consumer, availability of various power distributing equipment Like Transformer, switch gear, underground power cable, road side distribution pillar Involved in power distributions are very critical. Among these all critical equipments, underground cable running from distributions pillars which are installed all along roads to consumer meter cabin close to consumer premises is one of the very critical to maintain due its huge population and complexity.

PROBLEM STATEMENT:

Total LT service cable faults in Cluster no.3 of South Central Division during FY 2012-13 are 358 numbers , leading to a loss of 14856 customer hours, Rs.5,942/- in profit & Rs.64,22,520/- of operational cost. Reduction in Customer Hr Lost by 7428, which leads to customer satisfaction

BUSINESS CASE:

Reducing the number of Service cable faults in cluster no.3 of south central Division of Mumbai Distribution network by 50 % will result in saving of about Rs. 32.14 lac per annum. Implementation of this project in all division will lead to multifold savings in revenue. Reduction in service cable fault has a direct impact on the effectiveness of uninterrupted, reliable & economic power to our customers, which is part of our vision.

OBJECTIVE OF PROJECT:

Reduction in LT Service cable Faults from 358 nos. to 179 numbers in Cluster No.3 of South Central Division by March 2015.

SCOPE:

Project scope is to identify the root causes for service cable failures in Mumbai distribution network. Project boundaries are all 8027 numbers of service cables in cluster no.3 of south Central Division of Mumbai Distribution Network.

AAROHAN 2014


Electronica Finance Limited

Improving Conversion Ratio of Number of Leads Generated to Disbursements

Company Overview: Electronica Finance Limited (‘EFL’) is a Non-Banking Finance Company (‘NBFC’) engaged in providing finance to Micro, Small and Medium Enterprises (‘MSMEs’) in India. EFL, which commenced its operations in 1990, became the first company to be registered as an NBFC with more than 230 employees. Its single-minded passion is to provide dedicated service to MSMEs, which represent the engines of economic growth, for promoting equitable development. To deliver services faster, better and cheaper by resolving capital shortages for customers, we remain dedicated to stay at the forefront of our niche capabilities with 35 Associate Offices across India.

In sync with our Vision & Mission Statements and Core Values, we strive for excellence in process, people and technology to achieve sustainable growth. By focusing on a structured Business Process Improvement Approach, we have initiated to transform Six Sigma from being just a “Quality Programme” to changing the “Fundamental DNA of EFL”

Business Case: EFL embarked on this Six Sigma Project to accelerate the Top Line by Improving the Conversion Ratio of Number of Leads Generated to Disbursements from 8% in FY 2012-13 to 12% in FY 2013-14. This not only led to an Enhancement of Technology / Software & Streamlining of Cross Functional Processes, but also resulted into an Improvement in the People Dimension in terms of per person per month productivity.

Problem Statement: Lead Conversion Ratio in FY 2012-13 was 8% (No. of Leads Generated = 12746 , No. of Disbursed Files = 1045) This has also resulted into Low PPPM (Per Person Per Month) Productivity of the Sales Force Team. Average PPPM Productivity in FY 2012-13 was 1.

Goal Statement: To achieve a 12% Conversion Ratio of No. of Leads Generated to Disbursements by end of March 2014.

CTQ (Critical to Quality) Metric: (Big Y) Conversion Ratio = No. of Disbursements No. of Leads Generated

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Unit: Each Generated Lead Output Unit: Each Agreement Generated Each Output Characteristic: Disbursement Defect: Leads not Disbursed # of Defect Opportunities per Unit: 1

Analysis Strategy – Methodology:

Roadmap for Identifying Potential Xs

Control: Monthly/Weekly Monitoring (Dashboards) & Sales Review Mechanism in place.

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Business Impact benefitting the VOB (Voice of Business): 50% Increase from Conversion Ratio of FY 2012-13, leading to a 50% Increase in Business of FY 2012-13 assuming an Overall Growth in the Top Line from last Fiscal Year & an Average Ticket Size of Rs. 30 Lakhs.

AAROHAN 2014


HCL TECH LTD BPO SERVICES

Improve NES White Scores About HCL HCL is a $6.4 billion leading global technology and IT enterprise comprising two companies listed in India - HCL Technologies and HCL Info systems. Founded in 1976, HCL is one of India's original IT garage start-ups. A pioneer of modern computing, HCL is a global transformational enterprise today. Its range of offerings includes product engineering, custom & package applications, BPO, IT infrastructure services, IT hardware, systems integration, and distribution of information and communications technology (ICT) products across a wide range of focused industry verticals. The HCL team consists of over 91,000 professionals of diverse nationalities, who operate from 31 countries including over 500 points of presence in India. HCL has partnerships with several leading global 1000 firms, including leading IT and technology firms. Identification of the Problem :- (Business Case and Problem Statement) Our Client is one of the leading Telecom Service Providers in UK providing PSTN, Broadband, Vision services to the customers. India Plus is part of business providing technical support to Broadband, Vision & Sports Customers. Overall Client experience, i.e. net promoters score (NES White) was a big concern which led to Client dissatisfaction as well as it was resulting in billing loss in the form of penalty being paid to the Client by HCL. India Plus has been on very low NES White % (Net promoter score) for last 3 months in a row from July 13 to Sep 13. By improving the NES White % age we would be able to improve the overall customer experience and avoid billing loss. Process (The tools used): -

1. Define:- SIPOC, Detailed Process Flow, VOC, VOC to CTQ 2. Measure:- Base lining, Capability Calculation, C&E, C&E Matrix, Data Collection, FMEA 3. Analyze: - Graphical Summary, Detailed Pareto Analysis, Correlation & Regression, Identification and

Prioritization of Vital X. 4. Improve: - Develop Solution, Trial and Results, Pre-Post Comparison. 5. Control: - Control Plan, P Chart, Verification of Target vs Actual, CBA.

Results: - Solution developed

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Business impact and financial benefit:- 1. Process sigma improved from 1.5 to 2.27 2. NES White improved from -9.57 % in August ’13 to 50.36% in March 14 against the target of 34%. 3. Cost saving $ 25,636 in 3 months has been approved by finance. This metric was discontinued as

commercial metric and a new metric has been introduced as Advisor Easy effective 1st April, 2014. 4. The project has resulted in significant Improvement in Customer Experience and reduction of billing loss

to HCL. 5. Other Consequential metrics also showed great improvement which earned accolades from Client

Process/ServicesDelayed ResolutionOngoing/Reoccuring issueNot happy with the Engineer charges--Product/EquipmentOngoing/Reoccuring product issueFaulty EquipmentOpen / Known DefectUpgradation issue-IVRPhone Easy (IVR Exp)

Scope of supportScope of supportPeopleLanguage barrier/Poor Com/probing skillsLack of OwnershipUnderstanding customers needProcess knowledge and confidence

0

Improve NES White BB Vision and Sport Ver 1.2 Shaistah Maruf 28/02/14

5. Problems 6. Actions

Project Title Process Scope Reference: Responsible: Date:

42% Corrective Action Due Date: Responsible: Closed:25% Improvement in repeat engineer booking, TMC chat initiated 10/31/2013 Jibesh M Closed:16% Product changes initiated for onging issues 10/31/2013 kartik L Closed:1% Correct positioning and explanation by Advisor to customer 10/31/2013 Shaistah M Closed:0% Acess to new tools to advisors like Openreach/wholesale 10/31/2013 kartik L Closed:0% MGT access for coaches and TL's 10/31/2013 Jibesh M Closed:

14% Corrective Action Due Date: Responsible: Closed:7% Suggested to remove Sport on DTT. 12/31/2103 Management Closed:2% Suggested replacement of V-box with You view box 12/31/2103 Management Closed:2% Correct positioning and explanation by Advisor to customer 12/31/2103 Bhavender Closed:2% -0% -

13% Corrective Action Due Date: Responsible: Closed:13% Taking feedback on calls proactive apology for long queue 10/31/2013 Mukesh Roy Closed:

-9% Corrective Action Due Date: Responsible: Closed:9% BTTE referral positioning by Advisor 10/31/2013 Shaistah M Closed:

15% Corrective Action Due Date: Responsible: Closed:

2% Coaching & training / Resolve compliance improved 11/30/2013 Jibesh M Closed:

8% Coaching & feedback on comms skill 11/30/2013 Milan Majumdar Closed:3% Call back/ABS compliance 11/30/2013 Milan Majumdar Closed:

0% Admin tool Access 11/30/2013 kartik L Closed:

3% Tone of agent training initiated 11/30/2013 Milan Majumdar Closed:

Metrics Contribution Before After StatusNES White (Y) 15.62 43.32 ImprovedOCR/RFT 36% 88.96 91.98 ImprovedAdvisor Easy 24% 65.69 75.56 ImprovedPhone Easy 13% 26.37 45.95 ImprovedIssue Resolution 13% 45.4 55.41 ImprovedLACHT 3% 1266.4 1081.5 Improved

AAROHAN 2014


INDUS TOWERS LIMITED

SLA Penalty Reduction Company Profile: Indus Towers, headquartered at Gurgaon, offers passive infrastructure services to all telecom operators and other wireless services providers such as broadband service providers. With a portfolio of 113,490 towers in 15 telecom circles across the country, Indus is the largest telecom tower company in the world. Indus has the widest coverage in India and has already achieved 237,562 tenancies, another first in the telecom tower industry globally. With a vision statement of Transforming Lives by Enabling Communication, and a tagline of Putting India First, Indus has contributed significantly to enable wider access, offer affordable services, and propel wireless communication sector towards achieving Government of India’s tele-density goals. Project Background: In the business of Indus Towers (mobile tower passive infrastructure), Indus is obligated to deliver uninterrupted power supply (Uptime) to the towers which hosts its customers (OPCOs’).In return OPCOs pay a fixed monthly payout to Indus as per Service Level Agreement (SLA). Non-compliance to service level agreement (SLA) uptime attracts severe penalty which is deducted by the OPCOs from their monthly revenue payout to Indus and is known as Net Rental Revenue. Net rental revenue constitutes over 90% of the topline for Indus and is by far the most important factor in ensuring a healthy operating profitability (EBITDA). Poor uptime leads to OPCO dissatisfaction which ultimately results in business loss, drop in profitability and brings disrepute to Indus. Problem Statement: With only 5% of the total Indus tower portfolio, this telecom circle is one of the highest contributors to country wide SLA penalty. In FY 12-13, this circle incurred a penalty of over INR 18 crores accounting for 25% of the total Indus SLA penalty. It is one of the most challenging circles in India. Its geographical spread, extreme weather conditions especially in hilly areas and poor connectivity in villages makes it very difficult to access sites. Backward socio economic class, low per capita income and feeble law & order leads to theft of valuable equipment & illegal tapping of power from the sites making it difficult to manage operations. Poor availability & poor quality of electricity leads to frequent power outages. Alternate sources of power (Diesel Generators & Battery Banks) are used as back up but are very costly and add to the complexity. All these factors make it very difficult to provide uninterrupted power supply resulting in high penalty. Operations team fire-fight and consume valuable time trying to resolve the problem in a piecemeal manner, which otherwise could have been used for productive work

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Solution Methodology: The project used the DMAIC approach of problem solving. Historic data of past 12 months was used to baseline the current performance. The sigma level was found to be 2.03. All the possible root causes were identified & listed by using brainstorming sessions with cross function teams. Existing processes were critically examined for gaps using SIPOC & Value Analysis and were also benchmarked against the best practices. CTQ was ascertained by closely understanding the Voice of Customer & Voice of business by way of direct customer feedback and published data. Subsequently quick wins were identified for pilot test to address some of the identified process gaps The possible root causes were then prioritized using Pareto and Cause & Effect Matrix. Pareto Analysis revealed that four of the root causes which contributed to over 80% of the penalty

Frequently failing sites – Sites which failed to deliver SLA uptime for 3 or more consecutive months. Such sites contributed to 25% of the penalty

Poor governance – Power outages which could not be vetted with the actual reason other than. Such outages contributed to 35% of the penalty

Short duration outages – Power fluctuations which lasted for less than 10 mins. Such instances contributed to 16% of the penalty

EB faults – Power outages on account of faults in transformer, electricity line, cable or electricity meter. Such instances contributed to 10% of the penalty

These root causes were validated using multi variate charts & FEMA. High level solutions for all the roots causes were identified in a brainstorming session using CEDAC technique and solutions plotted on a Control Impact matrix. Detailed Solutions in the form action items were formulated & prioritized using solution selection matrix considering impact, speed to implementation, cost & other qualitative aspects. Failure mode & Effect analysis was used to thoroughly assess the risks and appropriate responses were planned to address these risks. Process capability analysis & Hypothesis testing (two proportion test) was used to evaluate effectiveness of the solutions. Learning from the pilot test were incorporated before the large scale implementation. The new process for effective governance & correction of frequent failing sites was rolled out and the stakeholders were trained. Control plans were made for sustainability and validation at regular intervals. The project utilized cross-functional teams to map the Present and Future State processes and in Kaizen workshops. Project Benefits:

The SLA penalty amount reduced by approx. 6 crores (33% penalty reduction) against a target of 2 crores (10% penalty reduction) in FY 13-14

The project resulted in an improved sigma level of 2.45 from 2.03.

The process for correction of frequent failing sites & effective governance was standardized leading to a reduction in frequent failing sites

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The circle was able to consistently deliver Service level agreement uptime to all customers

Timely correction of frequent failing sites and improved governance has ensured business continuity by consistently delivering MSA level network uptime to customers & enhanced profitability. The improved uptime has resulted in higher customer satisfaction, thus providing an edge over competition.

AAROHAN 2014


WIPRO TECHNOLOGY LIMITED

Service connect ticket reduction – FMG Business Function

Process

Problem Statement

Root Causes Identified

Solutions

User createaserviceconnect ticket insituationsofchallengesexperiencedduringexecutionhis/herbusinessactivities.

Weekly mean of 1775 service connect tickets have beenlogged to FMG function from Jan-July 2012. Number ofservice connect are in increasing trend, with currentincreasing trend results to estimated productivity loss of 738hours/week &increase of 3 full time executive to resolve theserviceconnect ticketsasperagreedSLA

• Nonvalueaddedactivitiesinthevaluechain• WI-Engg..-Lackof AMCleadingtopoormaintenanceand

frequentbreakdowns• Electric - Designed load is less than consumed load &

Nofactorsafety• Key management - No official document communicating

theprocess.• A/C-Lack of required AMC's and & Maintenances of

equipment.• FAQ:NoFAQ&answersprepared• Cleaning-Nomistakeproofingtoensurelackofcleaning• Others-

• Incorrectcategorynameinserviceconnectportal• Chairs:Roomcapacityisnotknowntousers

• Elimination of Non value added processes in the valuechain

• WI-Eng: Replaceor retrofit for agedinstruments, AccurateAMCforall equipment's.

• Electric : Load assessment , Designed load = Loadrequired+factorof safety

• Key Management : New application developed for keymanagement

• A/c : Updatingof RoomCapacity in user inOutlook toactasproactiveinformationforusers

• FAQ: ProvidinganswersforFrequentlyaskedquestions• Cleaning : Visual Control for work in progress & mistake

proofingbyaddingsecondlevel inspection• Others:

• Correctserviceconnectcategoriesupdated• Roomcapacityupdatedin outlook

Benefits

• Weekly avg. of Service tickets reduced from1775 to1267

• Annual saving: $29.51K• Increasein%Employeesatisfactionfrom 84%to85%• Resource optimization from10 to 3, 7 resources are

beingutilizedinotherbusinessvertical• Annual Productivityhourssaved: 8830hoursTicket• Resolutiontime:411.6Minsto326.9Mins• Reductionin%problemticketsfrom39%to9.3%

AAROHAN 2014


ISG NOVASOFT TECHNOLOGIES

Approval Quality Improvement ISGN is a domestically-based, full service provider of mortgage technology and services. We deliver award-winning technologies and solutions to help financial institutions improve precision, reduce risk, manage volatility and effectively transform their business. Problem Statement (As Is) : Appraisal team’s Defective order % is high leading to customer dissatisfaction. Current defective order % is on an average 14.8%. Goal Statement (Desired) : Our goal is to reduce the Defective order % to 10% by end of Apr'13. Achieving this target will result in higher customer satisfaction & new business. Project Metric:

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X’s Identified & Solutions implemented Business case /Project Benefits:

By reducing the defective% of the Appraisal orders delivered to the client, we can meet the Contractual requirement / industry standard. This reduces the risk of Clients withdrawing their contracts. This is an important process which contributes to approx. 9.3MM$ Revenue per Annum for the department.

Other Expected Benefits:

Reduction in re-work worth of 24 K$

1. Overall Cycle time reduction of appraisal by 48 hrs. 2. Customer satisfaction improvement 3. Vendor satisfaction improvement

AAROHAN 2014


TATA CONSULTANCY SERVICES

End to End Process Optimization

Tata Consultancy services has partnered with leading UK based utility company for supporting their financial shared services. The scope of shared services includes Finance and Accounting, Human Resource and Supply Chain Management. One of the areas in Finance and Accounting where TCS provides operational support is on order to cash billing process. The object of the billing process is to create sales orders and raise bills to customers based on the billing instructions received from the lines of business for the services rendered. The billing process is very critical as it acts as the trigger for the cash collections process and in turn generates revenue to the company. There was a benchmarking study conducted by one of the leading external analysts company during Q1 2013. The analysis revealed that the number of bills processed per FTE is significantly lower when compared to peer group and world class and the cost per bill is significantly higher. The customer and TCS have agreed take this up as an end to end project including lines of business, onshore and offshore into scope and close the gap collaboratively working closely with each other. TCS used Lean Six Sigma methodology to address this gap and improve the number of bills processed per FTE from 4224 per annum to 5069 per annum (20%) and thereby reducing the cost per bill. A series of quality tools and methods were used to carry out this project using the DMAIC methodology. As-is process map was reviewed to identify bottlenecks in the process, value stream mapping was done to identify non value added activities in the process, list quick win opportunities identified during measure phase to improve process efficiency, cause and effect analysis done to identify possible root-causes, multi voting and cause and effect matrix were used to short list and prioritize the root causes, statistical validation was done to identify final root-causes, multiple brainstorming sessions were to identify innovative solutions, control impact matrix was used to prioritize solutions, solution implementation plan, pilot results, financial benefits calculation and control plan to sustain the improvements. There were 50 potential causes were identified out of which 16 are identified as probable through multi-voting. From 16 probable causes, 6 were shortlisted using cause and effect matrix, out of which 4 have been statistically validated. Solutions were identified and implemented jointly with the customers for each of those validated root-causes, which has resulted in the productivity improvement from 4224 per FTE per annum to 5160 per FTE per annum (22.16% improvement) and the cost per bill has come down significantly from £ 2.37 to £ 1.47. Project Identification: There was a benchmarking study conducted by one of the leading external analysts company during Q1 2013. The analysis revealed that the number of bills processed per FTE is significantly lower when compared to peer group and world class and the cost per bill is significantly higher. The customer and TCS have agreed take this up as an end to end project including lines of business, onshore and offshore into scope and close the gap collaboratively working closely with each other.

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Problem Statement: In the OTC Billing process, the volume of customer bills processed per FTE for FY 2012-13 is low at 4224 per annum when compared to peer group and world class. Goal Statement: To improve the volume of customer bills processed per FTE from 4224 to 5069 by 31st March, 2014. Adopted Methodology: Cross functional team comprising of Operations, SME, onshore, lines of business and process excellence was formed for brainstorming to identify the possible causes along with detailed process map. Fishbone Diagram was used to identify all possible causes for not meeting delivery deadline and by designing the SIPOC and detailed process mapping we got to know the detailed end to end process. Then the VSM (Value Stream Mapping) was built in order to identify the value added, Non value added & operationally value added activities. Quick wins through VSM are immediately implemented then for other important causes solutions are designed and implemented. The changes were made to the existing internal processes/methodologies; standard procedures were set post sign off from SME/Client. Solutions Deployment: Detailed implementation plan prepared & weekly reviews with project team were conducted to ensure smooth implementation and observe the progress of the project. Implementation of the solutions was monitored closely and clear responsibilities were defined for project team members to observe the impact post implementation. Dedicated SPOC’s were setup to address alliance partner’s queries. Sustenance of Gains: Control Plan was put in place clearly defining Measure, Frequency and Responsibility. Control charts were prepared to monitor the performance closely and ensure that the process stays in control. Business Value Realized: Quantitative

Savings of £ 325,000 /- per annum for the client o 5 FTE reduction through productivity improvement o Cost savings through elimination of a 3rd party vendor

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Qualitative Volume of bills processed per FTE per annum improved from 4224 to 5160 Cost per bill has reduced from £ 2.37 to £ 1.47

AAROHAN 2014


CAPGEMINI INDIA PVT. LTD.

Reduction of overall TAT for small request Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. Present in 44 countries with more than 130,000 employees, the Capgemini Group helps its clients transform in order to improve their performance and competitive positioning. Introduction: Capgemini is the Application Management (AM) Service provider for one of the top Automotive parts manufacturing company from North America and Europe. The AM service includes support for SAP, EDI, Notes and Mainframe technology for all plants across the globe. There are number of small changes in the application which are raised by the on-floor employees (users) which are tagged as Small Request. Any Small Request would typically go through 3 stages Requirement, Development and UAT over the duration of 7 weeks. In a recent client visit to India the customer put forward the expectation that we should reduce the Turn Around Time (TAT) to 5 weeks. This would mean that changes would be understood, analyze, developed, tested and deployed to the live environment in 5 weeks. Objective and Approach: Voice of Customer (VOC) – Reduce the Turn Around Time of Small Request from 7 weeks to 5 weeks Voice of Business (VOB) – We should be able to cater to same service levels after reducing the expected Turn Around Time. To establish its causes, determine the solutions/practices and pilot it to study the favorable results so that this can be subsequently used and applied across other Business Units across the organization we have used the proven Lean and Six Sigma methodology DMAIC (Define-Measure-Analyze-Improve-Control). Define Phase: It has been observed that average Turnaround time for SR has been consistently more than 7 weeks whereas customer expects it to reduce to average of 5 weeks. The delay has been observed in all three phases Requirement, Development and UAT phase of the SR. Thus causing increase in percentage of late SR per month with financial penalty. We also found no relationship between Age of SR in Requirement and Development to Age of SR in UAT. Measure: The graphical summary of data showed that the data for Total age of SR is Non Normal with Mean Turnaround time for SR is 7.06 weeks with std. dev. Of 5.42 weeks. SR is delivered in between 6.53 weeks to 7.58 weeks with 95% confidence. Similarly, we checked graphical summary for Requirement, Development

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and UAT. The Capability analysis of the Big Y and sub Ys was calculated with target of 1.5 Weeks for Requirement, 1.5 Weeks for Development and 2 Weeks for UAT. Baseline is as below.

CTQ (Age In Phase)

Target (Weeks)

Average (Weeks)

S.D. (Weeks) DPMO /PPM Sigma Level

Overall age 5 7.06 5.43 611111 1.22 Requirement 1.5 1.72 1.51 468599 1.58 Development 1.5 1.72 1.89 449275 1.63 UAT 2 2.62 3.00 429951 1.68

Analyze: The approach finalize was to draw a process map on the cycle of SR and identify the Non Value Added Time. To draw process map we first identified which Skill set is the top contributing to the high age. After finishing this identification we drew the process map for the entire Small Request fulfillment process. Snapshot shown below.

Based on this process map we could identify the Non Value Added Activities. Brainstorming was performed on these NVA activities to come up to the root cause. This root causes were validated via GEMBA on the delivered SRs. Thus highlighting the top contributing root causes. IMPROVE: Team Identified number of solutions identified from the Root causes. We filtered them by doing a Difficulty vs. Benefit matrix. Top two solutions from the lot was combination of Requirement Gathering Template coupled with robust Monitoring Mechanism. The Requirement gathering form was systematically developed by considering the top category of SR fulfillment in the past year. Also this template was reviewed by the SME from the client. Due to lack of functionality of the existing ticketing tool, leads were not able to track the progress of the SR effectively. We implemented a Macro based tracking mechanism which populates data in 3 mins irrespective of the user and enables early indicators for delayed SR. CONTROL: In this phase the recommended solution that was piloted was developed and elaborated for full scale implementation. Monitoring Mechanism put in place to have early warnings of the SR going late.

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BENEFITS: The Turnaround of the Service Request (SR) reduced from 7 weeks to 4.7 weeks. This has reduced the chance of delayed SR by 36%. The solutions put in place have been shared across the Technology community inside CapGemini and the Monitoring mechanism extended towards other services.

AAROHAN 2014


TCS E-SERVE

Increasing Client Cost Effectiveness through Offshore Split Improvement

ABOUT PROJECT

The Client is a major Bank of the United States of America. Besides retail banking the client also has a strong hold in the USA mortgage market and is considered one of the largest mortgage lenders of America. The Client offers range of mortgage related products in the American market.

During 2013, the sharp increase in interest rate lead to a fall in American Home Affordability, placing borrowers out of market. As a result for the client to sustain in the competitive and turmoil ridden market, it was imperative to optimize operational cost and to sell defaulting portfolios.

Due to reduction in serviceable loans there was reduction in volumes. TCS partners with the client to provide seamless support in their mortgage operations from Loan Originations to Servicing of Active and Default portfolios. With changing scenario, it was important for TCS as well to maintain same level of revenue despite of reduction in volume of servicing loans. Hence, an improvement initiative was taken up by TCS to increase the number of offshorable queues of servicing loans that can be worked by Offshore TCS India team.

A six sigma project was initiated to identify critical process leavers which would improve the offshore-split ratio. The project thereby was targeted to improve operational efficiency for the client resulting in optimizing operational cost also leading to avoidance of potential ramp-down and increase in scope of work for TCS.

PROCESS BRIEF

Our client receives queries &/ or disputes from the end-customer. The end-customer can also raise queries regarding their Credit score to the government agencies (the credit bureaus). These queries &/ or disputes are sent to the offshore TCS India back-office team for research and resolution. The queries &/ or disputes ranges from areas like – Funds incorrectly applied, Credit Score related disputes, Fee Waivers/ Refunds, etc. Considering the type of queries received, it becomes imperative for the client to resolve the query accurately and faster.

As an operating model, the queries are resolved jointly by TCS and client team (based on skillset). This model is measured by Offshore-split ratio. As a part of SLA commitment TCS is liable to process 65% of the queue volumes.The baseline performance of offshore split was 65.53% during 01 April 2013 to 31 May 2013.

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PROBLEM STATEMENT

TCS has to process 65% of the volume received as a part of the SLA with the client. TCS processes 65.53% of the shared queue volumes (01 April 2013 to 31 May 2013).

To avoid ramp-down and enhance customer experience TCS looks at improving the Offshore domestic split on the shared queues thereby increasing TCS capabilities

THE GOAL

To increase offshore split from 65% to 70% by Nov 2013

THE DIAGNOSTICS

Cross functional team comprising of Operations, SME, Quality auditors and process excellence was formed

for brainstorming to identify the possible causes. Fishbone Diagram was used to identify all possible causes

to improve the offshore split. Below is the synopsis:

Process Door Analysis/ Quick wins Revision of Response template: The response template used by the team to respond to the

customer queries was revised to address current query scenarios. Key Shortcuts: Macros were recorded and deployed in client’s mainframe system to faster switch

between multiple screens Performance Feedback: Quality feedback was made more structured and faster. The feedback

now not only includes constructive but positive feedback Performance Incentives/ Reward & Recognition: Additional benefits were added for the team

members who completed the cross training across queues. New rewards at group & individual levels were introduced to motivate the team to improve focus on productivity and ensuring accuracy is also maintained

Data Door analysis: X1: Location wise Offshore split – Production between different sites had a significant impact on

clearing the volumes X2: Unscheduled absenteeism – Absenteeism of the agents was not found as a statistically

significant factor which impacts the offshore split X3: Day wise Offshore split – The statistical analysis help us understand the pattern of production

being better on certain days of the week and vice versa X4: Cross Trained FTE available – Availability of cross skill staff was found a significant factor

which contributed to the offshore split (volume clearance)

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THE SOLUTIONS

Location wise offshore split: Method of processing was streamlined between teams of both the locations. Performance trackers were deployed to compare the performance between teams to create healthy competition between teams. Kanban system of displaying online performance information was introduced

Day wise offshore split: Capacity plans were revised based on the hourly volume inflow patterns. Hence providing correct amount of resources available during peak volume period

Cross Trained FTE available: Common process steps across queues were identified and specialized course contents were created for faster understanding of cross queue functionalities.

SOLUTIONS DEPLOYMENT

Detailed implementation plan was created; weekly reviews with project team were conducted to ensure smooth implementation solutions and monitoring of project progress. Clear responsibilities were defined for the project team members to observe the impact post implementation.

SOLUTIONS SUSTAINANCE

Control Plan was put in place clearly defining Measure, Frequency and Responsibility Addition to the agent training and refresher manuals - The agent training manuals were revised

to incorporate the Key shortcuts that were deployed as a part of project implementation. It was also revised to include the best practice used between the locations.

Solutions deployed like location wise performance, accurate capacity planning were included as a part of Risk Control Self-assessment audit. This Risk Control Self-Assessment is further monitored and audited by the central compliance team.

Solutions relating to agents like – Working across multiple queues, Performance Feedback were monitored via agents’/ auditors’ goal sheets

BENEFITS REALIZED

For the Client: Improvement in offshore split percentage from 65.66%. In April -13 to 73.01% as on Oct-Nov

-13 Further improved & sustained to 93.86% in June 14 Increase in team productivity from 79.23% in April-13 to 93.86% in June 2014 Man-hour saves at Onshore Customer delight

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For TCS 12 FTEs worth USD 306,237.6 billing against the ramp-down Increase in scope of work, by addition of new queues Improvement in team Skill Set.

AAROHAN 2014


TATA CONSULTANCY SERVICES LTD.

Trust Fund Withdrawal Process-Working Capital Improvement

Client Introduction: Our client is North America’s largest provider of funeral, cremation and cemetery services. It has a network of funeral homes and cemeteries in around 2000 locations in the US and Europe. It has revenue of ~ $2.5Bn reported in FY -13. They provide three kinds of services. 1) Funeral Operations: To prepare the deceased for the Funeral services. 2) Cemetery operations: Services related to real estate for the interment. 3) Perpetual Care: Maintenance of Cemetery or Grave space. They have two type of Contracts. 1) Pre need contracts: These are the contracts which are sold in advance to provide services as per the requirement of the customer at the event of death. 2) At-need Contract: These are the contracts sold to family members of deceased to provide the services at the event as per their need. TCS provides F&A Operations across different areas since 2012 and runs operations in three towers namely Trust Operations, Record to Report, Contract to Cash with a headcount of 300 FTE. Customer has been growing with different acquisitions and the cash flow improvement has been an area of focus for them. Customer Business Value Chain and Project background: In Pre need contracts the money received from the customer need to be deposited in various trustees as per the law of that specific state. The trustees invest the fund in different securities. At the event of death of the beneficiary, customer provides the services (Funeral and Cemetery) as per contract. After the services are provided, customer initiates the trust fund withdrawal process to withdraw the money along with interest from the trustees against serviced contracts. This process is executed in two stages process as described below. The baseline data suggested that the cycle time of process is average 100 days. A total of ~$8MM outstanding more than ~ 30days was blocked in the different stage of the process impacting the working capital for the customer. A DMAIC project was undertaken to reduce the average cycle time from 100 days to 6o days.

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Define Phase: Project was identified based on customer VOC. Discussions with the customer team was done to scope the project. Cycle time was taken as the “Big Y”. Joint team along with SME’s were identified to work in the project. Stakeholder analysis was done to create a shared need and align all the stakeholder with the common business objective. Measure Phase: Data collection plan was set up to baseline cycle time. MSA study was done and found that measurement system is adequate and acceptable. Process capability analysis was done A detailed end to end value stream mapping was done to identify the bottlenecks in the process. There were three constraints identified in the process. CTQ drill down tree was done to identify the key metrics to address these constraints. These were taken as three “Small Y’s” which need to be addressed.

1) # of Pending Contracts in the preprocessing stage (Y1) 2) % of Rework identified in Document review stage. (Y2) 3) Absence of Standard Collections process. ( $ Outstanding with trustees> 15 days ) (Y3)

A detailed root cause was done for each of these Y’s and the X’s were identified based on brainstorming and CE matrix. A data collection plan was set up for the X’s. Analyze Phase: A detailed analysis was done to validate the root causes. Graphical tools and statistical tools were used to validate the X’s for each of the Y’s. The analysis finding helped in identifying and prioritizing the solutions. Improve Phase: Solutions were identified for significant X’s. Quick wins were identified after with discussions with the clients. Improvement was tracked for each of the Y’s and statistically validated. Benefits were quantified for each Y. Control Phase: Detailed control plan was prepared to sustain the improvement. Different reports were prepared for getting any warning signals and regular review. SOP were revised and review mechanism was set up to revise them. Each Y’s identified was included Governance mechanism was set up with the clients. Benefits from the project: Financial Benefits:

Total Outstanding > 30 Days in preprocessing reduced from $6MM to 4.5 MM Total Outstanding > 15 Days Reduced from $2 MM to < $500K in collections Stage

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Working Capital benefit of $947K through reduction in Pending Contracts $8.2MM working capital advanced by > 30 Days by Rework Reduction $1.5MM collections of Outstanding > 15 Days in Q1 FY- 14

Operational Metrics Improvement: Average cycle time reduction from 100 to55 days No new pending contracts generated in the process. Rework at Document review stage reduced to 57%

Replicability & Other Benefits Solutions Implemented across all top locations after piloting in selected Locations More visibility of End To end process and location performance to the clients

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INFOSYS BPO LIMITED

Increase the sales for proactive chat by 50% Context: Sales is one of the potential factor for measuring the performance of the company. Client is very much focused on “SALES” as one of the Key Performance indicator. This increase in sales will directly impact the top line of the company balance sheet. In the current scenario , the offshore team sales performance is not up to the par with Client team. Thus, it is most importance to increase sales for offshore team. Approach/Solution: Internal C-Sat assessment mechanism implemented based on the mock chats taken by the supervisors • Chat experienced associates from other customer service domain based clients introduced. • Individual associates performance being measured with Four-Quadrant analysis. • Monthly incentive plan launched as agreed with the client to induce the healthy competition amongst the team members • Strong internal governance structure introduced to maintain internal hygiene for all the activities required to achieve the goal. 100% compliance has been made mandatory for all Team Leads. • Improvised chat monitoring and feedback mechanism has been introduced. Monitoring got divided into retrospective audits and live chat audits based on every individual specific requirement • Conceptualized training modules created based on the training need analysis done after quality audits and C-Sat text replies. Associates are taken through the modules over a period of time along with knowledge check assessments to gauge the performance. Benefits Sales Improvement for Client (6500 to 10000 Sales / week / person) Incentive to agents It resulted in benefit of $800k.

AAROHAN 2014


BIRLA SUN LIFE INSURANCE

Blue Apple Company profile Birla Sun Life Insurance Company Limited Birla Sun Life Insurance Company Limited (BSLI) is a joint venture between the Aditya Birla Group and Sun Life Financial Inc, one of the leading international financial services organizations from Canada. Birla Sun Life Insurance is a part of Aditya Birla Financial Services Group (ABFSG). Birla Sun Life Insurance entered the industry in 2001 and over the last decade, as one of the top five private players, has played a key role in expanding the market, understanding the customers’ emerging needs and offering effective solutions to meet them. BSLI is the largest unit in Aditya Birla Financial Services (holding company) contributing ~70% of revenues and profits. BSLI aspires to be one of the top 4 private life insurers in the country. It is through these combined efforts that the company continues to grow from strength to strength as a top rung player in the private sector, to rank 6th on overall business in FY14, in individual business 7th and group business 1st. This growth has only been possible because the customer has always remained at the core of all our strategies and all our efforts are geared towards upholding their trust. We continue to remain positive about the future growth of the industry. We strive to preserve the vibrancy of our business, while enriching the sustainability of our operating models. Leveraging the potential of technology and a single-minded approach to operational excellence are the aces in our pack. We are geared to remain on a sustained growth trajectory through enhancing convenience for our customers and building efficiency in our operating models. Blue Apple- Performance Improvement project-Service Assurance: Introduction: The Customer Service-Service Assurance process manages the customer's complaint from all sources dealing with mis-selling and non mis-selling cases. This project was initiated looking at need of increasing the productivity and TAT and also to bring down the attrition.

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This team had undergone multiple changes in the recent past including a 60 % influx of new entrants. This has brought in a disparity in the team composition and reduced employee morale and hence needed immediate attention. Objective: To increase the Productivity of the service assurance team by increasing the employee morale with a clear outcome of IRDA TAT improvement. The project aims at increasing the ESAT score from 61% to 70%, Productivity from 89% to 98%, TAT from 87% to 95% and reduce attrition from 26% to less than 12% Process and activities followed: Six sigma methodology (DMAIC) was followed. Activities done were ESAT survey, SIPOC, as is process mapping for Complaints management and initial 6 months of new joiner’s journey, FMEA, Variation Analysis, Paretto Analysis, Time and Motion study, Value Stream mapping, root cause analysis and brainstorming with team. Top issues that was prioritized in brainstorming and root cause analysis were delay due to inter departmental dependencies, various level of decision making, productivity not mapped and tracked regularly, low coaching and training frequencies, lack of Work life Balance, lack of customer centricity, lack of team work and cross department interactions, no empowerment and lack of career opportunity and training issues Solutions identified and implemented are introduction of Balanced score card, Decision Matrix interdepartmental SLAs, build in shrinkage, Clear communications from leaders, Refined OJT The project is now completing its phase 2, where an end to end process maturity assessment was conducted to ensure a more robust and a sustainable internal process.

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RELIANCE INDUSTRIES LIMITED

Reliability Improvement of Coal Mill for enhancement of power plant performance

COMPANY PROFILE:

Dahanu Thermal Power Station (DTPS) is one of the best power generation plants in the country, which commenced its commercial operations in January 1996. Recognized with innumerable awards, this power plant is known for its distinctive features that set it apart from others in terms of technological innovation, superior performance and continuous sustainability for a longer period. Dahanu Thermal Power Station (DTPS) consists of two units of 250 MW. DTPS has adopted modern O&M practices to make the power station highly reliable, efficient through system approach in all its activities. DTPS is certified for QMS (ISO 9001), EMS (ISO 14001), OHSAS (BS 18001), SA 8000 and ISMS 27001. Also, DTPS is the first power plant in the world to implement Energy Management System (ISO 50001:2011). DTPS has developed competency in measurement, monitoring, evaluation and control of various parameters related to plant performance. The plant has strategically adopted co-ordinated condition monitoring as one of the key maintenance management practices. The equipment are prioritized for close monitoring on the basis of criticality index to ensure high plant availability through various Co-ordinated Condition Monitoring techniques. These critical equipment are monitored more attentively to further improve maintenance as well as operational performance. The plant undertook 6 Sigma initiatives which have resulted in considerable improvement in Key Performance indicators.

Introduction DTPS has 2 x 250 MW coal based thermal power plant. There are three 50% capacity Ball Tube Mills (BBD 4772) per unit. They operate at a speed of 15 rpm. The mill drum carrying the ball rotates on the anti- friction bearings. Raw coal is fed to the drum through the inlet elbow and gets crushed to powder inside the mill drum. The balls and the coal are carried to a certain height inside the drum and allowed to fall down. Due to the impact of balls on coal particles and due to attrition, as the particles slide over each other and also over the liners, the coal gets crushed. The coarser particles are returned by the classifier for the further grinding. The coal mill is driven by 2350kw Motor of speed 1500 rpm which is further reduced by Reducer gearbox to 120 rpm and finally Pinion reduces to 15 rpm of the mill shell. Reliability of the equipment is increased by installing online Vibration monitoring system to Motor & Pinion bearings. This project is selected as an opportunity for operation & maintenance excellence to create new benchmarks. The project falls under the 6 categories (energy conservation, reliability, resource optimization, environment management, energy management, safety improvement) of DTPS system approach for improvement.

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Define Phase: Coal Mill is used to crush the coal to required size to burn in the boiler. It is very critical auxiliary in the process as failure to this directly affects to the generation loss of 0.125 MUs/hr. Objective of this project is to enhance the reliability of coal mill and thereby enhancing the overhaul power plant performance. Fortnightly Offline Vibration data trending & analysis were used. Due to offline data, early identification of defects was not possible which was resulting more secondary damages in auxiliary leading to high downtime of coal mill. Since the downtime of coal was on higher side due to high vibrations issues and hence affecting the power generation was the pain for DTPS. Historical data collected and came out with a root cause which was initiating vibration in the system as a whole. Objective of this project is to get real time vibration data for advance warning of deviation in vibration readings & thereby to take necessary action at early stage reducing the downtime & minimizing the secondary damages to other parts of equipment. Reduction in 1 hour of downtime saves revenue of around Rs.437500 per hour. Measure Phase: Offline Vibration Data collected for the period 2008 to 2010 was analyzed by DTPS Condition monitoring cell department. The data shows that there are 18 major vibration problems in occurred in the 06 coal mills. Process sigma level is calculated with the problems observed which is more than targeted value is considered as a defective. The scope of improvement is to install online vibration monitoring to Coal Mill & get advance warning of deviation & thereby to take necessary action at early stage reducing the downtime Analyze Phase: Coal Mill high vibration offline data was analyzed and found that any deviation in any part of Mill causes very first rise of vibration of Motor DE in axial direction & Pinion Bearing. Accordingly the online sensors were installed with real time display to local operator as well as control room operator with detailed instructions of alarm & trip value. The possible root causes were validated by the past history data & case study.

Improve Phase: For installation of online vibration System brain storming is done with process experts and numbers of solution were identified. Innovative and new technology solutions were discussed. Project implemented by installing vibration display with sensors to Motor & pinion bearings. The data was collected from the system and validated. The results of pilot test were compared with the offline vibration analyzer data. Dash boards were prepared and were discussed in Daily plant meeting with all HOD and apex members. New Sigma levels were calculated and compared. Detail Implementation plan prepared and approved by apex members. Control Phase: Following control plan developed

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1. On line vibration monitoring system installed to all coal mills & readings made available to local operator & all readings with trends made available to control room operator 2. Both operators were guided regarding the alarm values of the mill vibrations. 3. Notification is raised for any deviation in vibration parameter through SAP and to be closed by concerned dept. with corrective and preventive action with due approval of top management. All Improvements & Control plan deployed through IMS system. Work orders & Improvement plans format available in SAP was used. Benefits: 1. Control room Operator is always guided by vibration readings for loading /unloading of mill.

2. After installing the online system, vibration defects identified at very early stage thereby minimizing the

secondary damages to other parts of equipment for total 11 nos. of incidents during the year 2011-2014

3. Total reduction in downtime is 684 hrs for all above incidents.

4. Total revenue savings after implementation is 684 hrs x Rs.437500 = 29.52 Crores

5. Saving of downtime due to advance warning of deviation is recurring each year

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RELIANCE INFRASTRUCTURE

Customer Supply Delivery On Time Reliance Infrastructure Ltd one of the esteemed power utility companies engaged in Power generation, transmission and distribution. With fully automated power system, Rinfra caters electricity to 2.9 million consumer base of Mumbai suburb spread across 400 sq km. Electricity to esteemed consumers being supplied with reliability of 99.98%.

Besides maintaining reliable and quality power supply to customer, on time (as specified by Regulatory) delivery of supply to new customer is critical in view of customer satisfaction. The current process of delivery of supply engage all function in organization like customer care team , operation and maintenance, legal, real estate, finance and IT team. Since current process involve manual handling of documentation, decision making, process is influenced by person and some of the task are duplicated which leads to following problems

• Integration & Intelligence • Duplication & Transparency • Analytics & Reporting system • Process efficiency • Parallel & Event logger system ( Manual Intervention)

PROBLEM STATEMENT:

Current process of customer supply delivery leads to 20000 man hours and miscellaneous expenses of INR 3000 having efficiency from 0.18% to 11%.

OBJECTIVE OF PROJECT:

Develop an integrated automated system which is:

- Customer centric

- User friendly

- Avoid duplication

- Improve transparency

- Improve efficiency

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SCOPE:

Delivery of supply to new customer from registration to installation of permanent meter

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BIRLA SUN LIFE INSURANCE Advisor Licensing

Company profile Birla Sun Life Insurance Company Limited Birla Sun Life Insurance Company Limited (BSLI) is a joint venture between the Aditya Birla Group and Sun Life Financial Inc, one of the leading international financial services organizations from Canada. Birla Sun Life Insurance is a part of Aditya Birla Financial Services Group (ABFSG). Birla Sun Life Insurance entered the industry in 2001 and over the last decade, as one of the top five private players, has played a key role in expanding the market, understanding the customers’ emerging needs and offering effective solutions to meet them. The heritage and the trust of the brand ‘Birla’ and domain expertise of Sun Life Financial continue to provide us a significant competitive advantage, particularly towards attracting new customers and talent. BSLI is the largest unit in Aditya Birla Financial Services (holding company) contributing ~70% of revenues and profits. BSLI aspires to be one of the top 4 private life insurers in the country. It is through these combined efforts that the company continues to grow from strength to strength as a top rung player in the private sector, to rank 6th on overall business in FY14, in individual business 7th and group business 1st. This growth has only been possible because the customer has always remained at the core of all our strategies and all our efforts are geared towards upholding their trust. We continue to remain positive about the future growth of the industry. We strive to preserve the vibrancy of our business, while enriching the sustainability of our operating models. Leveraging the potential of technology and a single-minded approach to operational excellence are the aces in our pack. We are geared to remain on a sustained growth trajectory through enhancing convenience for our customers and building efficiency in our operating models. Increase New Advisor Licensing throughput ratio Introduction: Advisor licensing is an integral part of BSLI revenue model and is a key measure. The project initiated with aim to increase the throughput ratio and also to add revenue from new advisors. Objective: The New Advisor IN-OUT ratio for FY13 is at 26% and need to be taken to a 30% in order to meet new business targets. Increase in throughput will strengthen our distribution network. There will be additional revenue of 54cr will added to the top line from the new advisors.

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Process and activities followed: Six Sigma DMAIC (Define, Measure, Analyze, Improve, and Control) methodologies applied while executing the project. Performance metrics were defined before beginning of the project and the performance was tracked on a monthly basis till the closure. Business impact was calculated pre project and post project. Project team had monitored and tracked the business impact performance regularly. Tools used like Value stream mapping, VoC captured at all levels i.e. BoE, SSE, Sales team, regular branch visit to conduct GEMBA and descriptive statistics etc brought out the actionable clearly and thus the success of the project. Phase wise toll gate dates were finalized and tracking of the same adhered in project review meetings. Fortnightly project update with status of performance metric, challenges faced and next action points circulated to all stakeholders. Mentioning the project progress indicator as RAG (Red, Amber, Green) ascertain the status of action performed on time or delayed. Monthly Review with process owner on project progress, data analysis and actions identified / challenges faced. Advantages/Benefits:

Key Success Factors Financial Benefits

Business logged in by New Advisors

New Business logged-in to the tune of Rs. 165.6 Crs during the financial year 13-14 by all new advisors which have been licensed during the year. Business contribution has increased from 18% to 25% of the new business, an improvement of 38%.

Reduction in Operation Cost

Reduction in operation cost in training & processing benefitted circa 1.54cr

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LEAN

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HCL TECH LTD BPO SERVICES

To improve RPC percentage About HCL: HCL is a $6.4 billion leading global technology and IT enterprise comprising two companies listed in India - HCL Technologies and HCL Info systems. Founded in 1976, HCL is one of India's original IT garage start-ups. A pioneer of modern computing, HCL is a global transformational enterprise today. Its range of offerings includes product engineering, custom & package applications, BPO, IT infrastructure services, IT hardware, systems integration, and distribution of information and communications technology (ICT) products across a wide range of focused industry verticals. The HCL team consists of over 91,000 professionals of diverse nationalities, who operate from 31 countries including over 500 points of presence in India. HCL has partnerships with several leading global 1000 firms, including leading IT and technology firms. Identification of the Problem :- (Business Case and Problem Statement) Our Client is one of the largest public water supply and waste water treatment service provider in United Kingdom. It is 3rd largest water company in the world. It is serving 13.5million customers. We at HCL contact over voice to the end users/customers and collect the outstanding amount on the water bills. Client has reiterated the need to increase the Right Party Contact (RPC) which is averaging at 16.51% for 3 months from Apr'13 - June’13. As this is an outbound collections process contacting customers is one of the key requirement for the process, increasing RPC% will not only fetch higher collection but also lead to increase client satisfaction and scope of extra revenue generation for the process. Process (The tools used): - to systematically identify and eliminate waste, optimize the dialer and maximize the resources available to help improve the Right Party Contact. - Define:- SIPOC, Detailed Process Flow, VOC, VOC to CTQ - Measure:- Base lining, Capability Calculation, C&E, C&E Matrix, Data Collection, FMEA - Analyze: - Graphical Summary, Correlation & Regression, Multivari Chart, 2 Sample t Test. Identification

and Prioritization of Vital X. - Improve: - Develop Solution, Trial and Results, Pre-Post Comparison. - Control:- Control Plan, Run Chart, Verification of Target vs Actual, CBA

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Results: - Solution developed

Business impact and financial benefit:- - Process sigma improved from .53 to .91 - RPC % improved from 16.62 % (baseline) in JAS’13 to 27.60% in March 14 against the target of 22%. - cost saving $ 60,205 annualized has been approved by finance - The project has resulted in significant increase of RPC %, reduction in call backs and elimination of voice

messages left on Answering machine by agents, better utilization of resources and applying right strategy for dialer to get optimum output.

Identified Vital X Solution

To exclude bad numbers like sit tone, fax machine, network announcement during scrubbing

To remove the outcomes appear thrice or more instances in a month

To exclude "sit tone" disposition from redialing to decrease dial count - that would increase RPC

Change the dialing time for commercial list to be early in the day i.e. between 10 to 12

Legal or auto list should be run after commercial is over which should ideally be dialed till 2 PM

Final or Plan defaulters can be dialed after legal & auto list to make significant difference in the outcome

Between 5 PM - 8 PM any list can be targeted except Legal list (which has very less RPC) and Plan-defaulters list (where opportunity to collect per account is relatively too less)

Resource optmisation at the peak hours of RPC

Maximize resource utilization during 5PM - 8PM for both landline & mobile users/customers

Preferential time/Channel of

Maximize resource utilization during 9AM to 12Noon for landline users and mobile users after that

Leaving message on Answering machine

Do not leave message on "answering machine"

Incorrect call disposition by agents

Regular training, coaching, feedback and briefing to agents

Data Cleansing

Dailing Strategy

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WIPRO TECHNOLOGIES

Achieving execution excellence with Kanban & TOC Studies conducted by the Boston Consulting Group show that in complex organizations (20 percent of organizations) managers spend 40 percent of their time writing reports and 60 percent coordinating meetings. According to the Economist Intelligence Unit, about 60 percent, or 3 out of every 5 employees, feel they do not have the right information. According to a Gallup study on employee engagement, organizations that have optimized engagement among their employees demonstrated a 26-percent gain in profits and an 85-percent increase in growth. Hence a humane and employee centric approach to delivery excellence is warranted to achieving sustained competitive advantage, customer delight and profitable growth. This case study shares the experience from a large Software Application Maintenance project in the package space in the manufacturing domain. The team faced the twin dilemma of cost of delivery reduction from the organization and customer expectation for increased “back office” ticket throughput. After brain storming with the core team in the project, it was decided to adopt Kanban and TOC as the primary means to drive cycle time reduction / throughput improvement by visualizing workflow to surface bottlenecks and continuously improve flow. The exposed constraints and surfaced bottle necks were addressed through: • Streamlining demand by imposing WIP limits, prioritization guidelines • Identifying patterns for high WIP through usage of cumulative flow diagrams • Visualizing work flow to surface bottlenecks – Kanban walls • Skills gap analysis – Appropriate cross skilling and mentoring • Time slicing and dedicated resource strategies to reduce multi-tasking • Waste elimination – Reducing wait times, hand-offs and failure load • Standardization of planning, reviews and knowledge management • Collaboration and learning through daily huddles, retrospectives • Plan -> Do->Check->Act (PDCA) iterations. Kanban, Theory of Constraints and waste elimination were effectively adopted for spectacular results. There was 62% reduction in ticket resolution effort, 83.4 % increase in throughput for back office tickets and 30 – 35% cycle time reduction across key categories and cost of delivery (Manpower costs as % of revenue) reduction from 36.8% to 25.1%. There were savings of 1.30 mn USD for the customer from the productivity and cycle time improvements made and sustained. Increased collaboration, transparency, big picture view, mentoring led to a more competent, productive and highly engaged team. Lean levers helped derive significant competitive advantage by maximizing program goals and inculcating a culture of continuous improvement leading to high employee satisfaction and customer delight.

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TATA CONSULTANCY SERVICES LTD

Improving lead time from Order to Activation Background: TCS Back of house accomplish the Change of Ownership (CHOWN) request from one customer to another customer for the leading telecom service provider. Thetransfer of ownership process fulfills the complete change of customer information like name, address, bill cycle and tariff & fulfills the order to activation process. It is very critical to complete this process at a lowest lead time since it has direct impacts on the customer satisfaction and revenue realization. Any delay leads to end customer dissonance. Due to this high lead time the Net promoter score (NPS - Customer satisfaction survey for the end customer) was @ -7.The Lead time for CHOWN process was very high at 37 days as on Dec’12 which is higher than the other operators in the same telecom market. Additionally delay leads to lower customer satisfaction scores and also bad debts to the organization. Hence improvement in lead time is a business imperative Goal: To reduce the lead time by 50% from 37 Days as on Dec’12 to 16 days by end of Jun’13. Analysis: LEAN methodlogy was adopted to reduce the lead time; detailed Value stream mapping study was done

Actions:

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PokaYoke:The capacity of mail box was increased to 5 mb to avoid mail delivery failures. Critical activity identification: 1)New process method of creating a new account and activate the

service in incoming customer name 2)The service was activated with default plan Standardized Work:1)Information collected through voice .process and documented as proof 2)ABN

URL deployed across the floor to seek the missing information without customer dependency3)Associates can create one CHOWN order including all services (PSTN, ADSL, Mobile, and FOXTEL).

Quality at Source:PACC approval process change from web form method to online voice approval. Cellular & teaming:Launched the inbound team for the customer to confirm the activation process

Results:

Benefits:

Reduction in lead time by 30 days improving the topline revenue approx. by 1.8 mn Productivity benefit achieved as per commitment to the client which enables saving of $ 61300 Lead time reduction by 30 days improving the customer satisfaction score from -7 to +30 Reduction in bill priniting,delivery and collection cost by processing all products in one order Simplified billing and payment process increasing the customer convenience for payment Increased Client confidence resulting in additional business of $ 254065

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CAPGEMINI

Onboarding – Seat, Asset Allocation & Induction

It is said that ‘first impression is the last impression’. Taking clue from this philosophy, a cross-functional Lean Six Sigma (LSS) Black Belt project was rolled out to reduce the overall turn-around time of onboarding new employees and giving them a ‘wow’ experience from the date of joining. The project was split into two parts, first part focusing on improving first day experience by reducing time taken to complete onboarding formalities and also worked on improving the ambience of the onboarding room and ensuring that all the basic information regarding the organization and processes are shared with the new employee in a welcome manner. The second part focused reducing the lag time in getting Seat and system available to make the employee productive which helps to start the immediate billability against the resource.

The project team adopted Lean thinking by applying the key concepts of Value, Value Stream, Flow, Pull and Perfection to the entire onboarding process. To begin with, the team identified the tasks that were adding value and those that were not. Thus, it had a picture of the process as is and designed a Value Stream Mapping depicting the Current State Map. This was then followed by the Future State Map, which was drawn in collaboration with the various stakeholders from all the concerned teams.

The project was sponsored by Aruna Jayanthi, CEO, Capgemini India, and was led by Mitta Rout, Lead, QA. It became a good example of achieving operational excellence through LSS.

The approach:

The team used various Lean tools like Jidoka, visual management, standard procedure, Kanso, Poka- Yoke and SMED to systematically eradicate all the activities that were not adding any value to the process. Some of the major changes implemented include automated process flows to trigger seat request and developed pull by creating output –input relation between seat allocation and asset request through automated flows, resulting in elimination of repetitive data entry in different tools and forms, and dependency on many departments and persons to complete the request for seat and asset.

The impact:

Earlier the turn-around time for providing seat and asset for new joiner was approx. 30 days. This was brought down significantly which below managers productive in 11 days and above managers in just 2 days. This helped to enhance employee experience, as he gets his system soon and also helped organization in adding 19 working days of each individual leading to increased availability for billable work.

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Subsequently this structured approach has also helped in increasing productivity and reducing the stress levels of the personnel involved in manual request raising, chasing for approval related activities for seat and asset for each employee.

The success of this initiative is also reflected in the feedback collected from employees, support teams after their onboarding process. Also, this stands out be a unique approach for a company expanding in numbers and acts as equilibrium when it comes to cost optimization while providing the infrastructure.

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To improve service delivery by reducing lead time

OBJECTIVE: Reduce Lead Time by at least 30% (from ~34 to 23 hours) by 30th September 2013 for all issue

based analytical market research projects. Consequential Metric: Improve Data Accuracy (from 93.7% to 97%)

BACKGROUND: TCS has partnered with a leading US based Market Research client to deliver one of its business product, Retail Measurement Service (RMS). The client services team for the French geography has seldom succeeded in meeting the target SLA’s for the past 4 years since its inception. This has resulted in very low CSS scores till date. Moreover, the client’s business objectives for the year includes more compliance to TAT, productivity, efficiency, reduction in errors and being more impactful in terms of delivering at least 70% ‘ready to use decks’ for final presentation to the end clients (which is currently at 53%) with a major focus on good quality of insights. Consistent SLA misses has resulted in high client dissatisfaction. During the peak period January to June 2013, TAT and data accuracy for analytical market research projects were 95.8% and 93.7% respectively as compared to the client's SLA of 97%. This led to severe escalations from end clients as well as our client. KEY ACTIONS: Identified the problem areas and Kaizen opportunities based on VA/NVA analysis through “as is”

VSM. Arrived at possible solutions after Brainstorming and Cause & Effect Matrix. Laid out a detailed solution implementation plan with possible impact on the primary and

consequential metric. Extensively applied Lean tools e.g. Standardization, Jidoka/Kanban, Cross Training, Poka Yoke etc. Measured process capability using statistical validation tools e.g. Control Charts, Run Charts, 2T-test

etc. KEY INDICATORS: Change in Mean (from 33.8 to 22.6) Decrease in Standard Deviation 9.64 to 5.63 Two samples T-Test for TAT (primary metric) gives a P-Value of 0.000 that signifies a statistical

difference in the pre and post solution implementation observations.

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RESULTS: Achieved the targets: Lead time improved by >30% (from 34 Hrs to 23 Hrs) and Accuracy to 97%. High customer satisfaction (a giant leap from 75.9% 87.8%) at the end of peak period (June 2014). Created more pull in each process step with a drastic reduction in Lead time by >30% (from 34 Hrs

to 23 Hrs). Helped Client save revenue of 216K$ and regain confidence of its key end clients as well as win

more clients. TCS reaped benefit in the form of more volume of work from the client (equivalent to 7 full time

resources).

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Leveraging lean to enhance customer experience To further its commitment to employee talent development, a large professional services firm needed to transform its Learning and Development (L&D) function. Implementing Lean process maturity assessment and transformation model - Tata Consultancy Services (TCS) consolidated the firm’s L&D services into a centralized service, and reduced the L&D request process cycle time from 15 days to 7 days. TCS also automated several processes, thus reducing the manual effort of calculating Continuous Professional Education (CPE) time by 80% while maintaining high accuracy. With improved L&D services, the firm can now accelerate CPE credit accrual for employees and clientele in compliance with NASBA guidelines, leading to greater user satisfaction. This transformation has been evaluated by NIQR (National Institute of Quality and Reliability) and awarded the Silver Award. Client: A global professional services firm Industry: Professional Services Offering: Learning and Development (L&D) About the Client: TCS' client, a multinational professional services firm, is one of the largest accounting and consulting firms in the world. The firm provides a range of professional, industry focused services in assurance, tax and advisory, and employs more than 180,000 employees across over 150 countries. Business Challenge: Recognized as a leading professional services organization, the firm is committed to and invests in its employees’ development. For several years, it has been ranked among the leaders in Training magazine’s ‘Training Top 125,’ and has been inducted into the magazine’s ‘Hall Of Fame.’ As a Quality Assurance Service (QAS) sponsor of continuing professional education on the National Association of State Boards of Accountancy (NASBA), the firm was required to reduce the processing time for granting credits to its employees and its clientele. The firm decided to consolidate all its L&D programs into a centralized and scalable service that followed standard operating procedures (SOPs) and a single quality framework. This was intended to help the firm shorten the processing time for credit grants to ensure greater employee and client satisfaction. Given TCS’ experience in L&D systems and vast experience in process transformation, the firm partnered with TCS to develop a cost effective L&D service.

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TCS Solution: TCS started the engagement with a comprehensive process study and defined an improvement plan aligned with the client’s objectives. The plan involved updating SoPs to make them more detailed, introducing a dedicated quality framework, and using Lean principles to reduce rework. TCS collaborated with the firm’s in-house L&D teams to reengineer the L&D service delivery model, creating a centralized service to manage the firm’s varied requirements. By implementing Lean and leveraging its IT skills, the TCS team:

Minimized the transferring of a request within and between teams Automated process activities by leveraging TCS IT Implemented the ‘Time Series Decomposition’ Forecasting Model to efficiently manage work load

balancing and staffing Digitized manual tracking of requests by implementing the TCS in-house workflow management

tool, to make tracking and reporting more robust and accurate Standardized the SOPs, made them more detailed and implemented these for all processes.

Established a schedule for regular updates and recalibration Introduced a fast track service lane to enable quick turnaround of urgent requests, especially

during the peak season when more learners require CPE credits Results:

The Learning and Development programs at the firm have received a significant boost since the implementation of the new centralized service. To date, more than 16 process improvement ideas have been implemented for L&D Compliance, Learning Management, and e-Learning processes, resulting in productivity benefits of over USD 600,000. In addition, TCS’ dedicated business process services team has:

Reduced the L&D process cycle time by 43% (from 15 days to 7 days), Cut down the number of iterations in the L&D compliance process by 50%, Decreased L&D request processing time (Average Handling Time) by 20%, and Reduced the manual effort of calculating CPE time by 80%, by automating processes.

Leveraging this transformation, the TCS team has been able to manage and monitor more than 20000 events and activities, develop more than 200 web courses (WBTs), review over 12000 courses for NASBA compliance, validate more than 20000 courses, and check more than 6000 learners for CPE compliance. The firm can now deliver a larger number of L&D programs with high process efficiency and accuracy — within the same time and without requiring additional staff. With TCS’ continued support, the firm’s L&D team has achieved several strategic milestones and delivers a much improved 'end-user' (their own staff) experience, along with:

Protecting the firm’s reputation and revenue through accurate and timely awarding of CPE credits Completing administrative and day to day learning activities quickly and efficiently Expecting certainty in the quality and consistency of service Ensuring cost effective operations for the firm

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Client quote from a C-level executive (or VP, Director level) “The support that you have given us has been invaluable! The quality of your work was very high and that you were meeting or exceeding deadlines, and you have accomplished so much in such a short timeframe.” –MDT Manager

“TCS took the initiative to develop a local teleconference macro and a tool for calculating CPE credits for Supplemental Learning Requests. Both have been a great benefit as they contributed to expedited processing and awarding of CPE credit to our learners.” –L&D Compliance Manager

About the ISU/BU: Accelerated industry growth, rapid technological obsolescence, and the need for faster time to market compel High Tech organizations to improve business agility. High Tech solutions from TCS address fundamental industry problems, improve process efficiency, and enhance productivity and collaboration across businesses, while optimizing overheads. Addressing end to end product engineering, supply chain and leveraging Internet of Things, digital re-imagination, cloud, Big Data, mobility and others, our solutions empower industry players - computer platform and services companies, software firms, semiconductor and electronics companies, and professional services firms to compete effectively. Complementing our comprehensive service portfolio of IT solutions, business consulting, product engineering services, infrastructure services and business process outsourcing, are our partnerships and alliances with leading industry vendors. Combined, these enable us to offer our clients access to cutting edge technologies, advanced systems engineering methodologies, storage optimization, and convergence solutions.

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TATA CONSULTANCY SERVICES e-SERVE

Optimize CRM to reduce customer servicing time

PROJECT SUMMARY

Client CRM platform used across all the 13 sites servicing Bankcards as well as other lines of businesses within clients business. In all, there are over 3000 users of this CRM application. Handle time which is a critical business metric is directly proportional to the overall user experience/user friendliness of CRM Platform. With one second reduction in AHT, Client benefits by 12 FTE reduction. Internal study within the process revealed challenges from Usability perspectives in current application which in turn resulted in a higher Handle Time. The navigation time and total user experience was poor

Customer Servicing Time (AHT):

The average amount of time an associate spends processing a transaction. This includes time spent on communicating with end users, putting end users on hold (Hold time), and wrapping the transaction after the end user has ended his/her participation in the transaction

A Lean six sigma project was under-taken to identify how the user experience can be improved and subsequently customer servicing time can be reduced.

Below are the tools used for this project

SIPOC: High-level map to look at the process Process Map: Visualization of activities involved in the process and sub-processes Value Stream Mapping: Customer to Customer View of the process, Details of Lead time and Cycle

time Time and motion study Waste Analysis VA-NVA Analysis: Top Call Types, Top reasons of dissatisfaction Effort – Impact Matrix: Helps in prioritizing activities

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PROJECT IDENTIFICATION:

Project on AHT reduction were already taken up and AHT was below the required target, but there were many observations coming from the floor and employee survey reveled that user experience on use of CRM is low. Hence a project using Lean methodology was taken up to reduce customer servicing time and improve user experience of using the CRM tool

PROBLEM STATEMENT:

Customer servicing time for 13 sites is almost stable at 268 Sec of target CS time. Reduction of customer servicing time through learning curve improvement of the associates and process improvements are already exhausted

ROOT CAUSE DIAGNOSTICS

Voice of Employee was captured; this user experience was checked on various aspects of CRM tool. Value Stream Mapping was used to identify the time spent at various levels, the systems used and delays caused. Time and Motion study was conducted to identify the time it takes to navigate from pages, time it takes to load the pages. Waste analysis has shown the various types of wastes present in the system.

REMEDIAL ACTIONS

Each CRM page is analyzed with Time & Motion study and Waste analysis. Various realignments were suggested. All the suggestions were discussed with Information Technology team, client and teams working on this project. Solutions were prioritized for implementation using Effort – Impact matrix.


Detailed implementation plan prepared & weekly reviews with project team were conducted to ensure smooth implementation and observe the progress of the project. Implementation of the solutions was monitored closely and clear responsibilities were defined for project team members to observe the impact post implementation. Customer servicing time reduced by 30 seconds, acceptability of CRM improved from 5 to 9 on 10 Point scale.

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SUSTENANCE OF GAINS

Control Plan was put in place clearly defining Measures, Frequency and Responsibility. Control charts were prepared to monitor the performance closely and ensure that the process stays in control.

BENEFITS REALIZED

Tangible

Soft Savings of USD $ 1.3 million per Annum for client Customer Satisfaction Index improved from 68% to more than 78% Employee acceptability score improved from 5 to 9 on 10 point scale Net Promoter Score improved from 42% to more than 49% Replicated in - Telecom processes

Intangible

Improved Employee Satisfaction More engaged work force

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RELIANCE INDUSTRIES LIMITED

To reduce the change over time of PACOL Reactor in LAB Plant of RIL PMD

In LAB plant, there are two PACOL reactors (one operating and another on standby) whose changeover has to be done after every 80-90 days of operation due to end of catalyst life. This activity incurs significant production loss which was sought to be reduced in order to increase the contribution. CHALLENEGE This process involved critical activities and over optimisation on those activities could hamper the safety objectives and could lead to leak/fire. This being an established process specified by licensor, buy-in of operating crew to accept the modified process was a big challenge. SOLUTION Entire process was divided into sub-activities and then brainstorming with a multidisciplinary team was done to check the scope for elimination or modification of activities. About twenty ideas were generated and using innovation tool “SCAMPER”,they were shortlisted.

S-Substitute C-Combine A-Adapt M-Modify P-Put to other purposes E-Eliminate R-Rearrange/Reverse

Application of first principle approach, Identification of waste and Quantitative analysis was applied to identify the areas of improvement. The major modifications identified using the funneling tool were - Elimination of hot bolting, optimization of nitrogen purge cycles and incorporation of auto ramping for uniform heating of reactor. By implementing the recommended modifications, reduction in changeover time from 89 hrs to 54 hrs. has been achieved With revised SOP and annual production plan, control plan has been deployed. RESULT

Reduced production loss translating into financial savings of ~Rs.36 lacs/annum has been achieved.

Improved productivity of employees has been attained with incorporation of process automation.

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Optimisation of no. of nitrogen purge cycle, has reduced the flaring of hydrogen and thereby the adverse impact on environment.

PROJECT HIGHLIGHT Financial savings of Rs.36 Lacs/annum in addition to reduced stress on employees attributed to incorporation of process automation has boosted up LAB plant’s productivity.

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WIPRO LIMITED

Improving Process Efficiency in Healthcare Appeals Services

Client Overview: Our client is one of the leading US Healthcare Payer serving 70 million individuals nationwide. This business unit aims at resolution of Appeals & Complaints from Members & Providers related to their claim reimbursement. Wipro has an association with the client for more than 10 years. Problem Statement & Goal: Average accuracy during the baseline period was trending at 96.33% against the target of 98%. Failure to meet the target adversely affects business due to increased rework and duplication of work. This further increases the TAT for a case resulting in an impact of approx 35000 USD to the client. Baseline Data – 96.33%, Goal – 98.00% Business Challenges: - Failure to Validate Auto Populated Data - Incorrect Data Entry - Incomplete Research / Incorrect Determination - Validation and Re-validation of fields Lean tenets Deployed:

1. Value Stream mapping 2. Jidoka 3. Poka Yoke 4. Andons

Solutions Deployed:

1. Study of all 78 fields in the client CRM completed a. 12 being non editable will need manual processing b. Additional 12 require review of the human eye c. 54 fields can be further expanded in the Error Detector Tool

2. Error Detector Tool was developed to audit 54 off 78 fields 3. Reverse Integration deployed to eliminate QA dependency

a. Error Detector tool provided to all processors for use post every claim b. Spread of usage expanded to 100% cases v/s 4.3% sampling

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c. Mistake proof defects at source & enable double check mechanism with no increase in QA headcount

4. Error Checker Tool enhanced to record Self Audit trail

5. Processor Self Audit and QA sampling audit consolidation macro deployed

6. Knowledge Boosters and Huddles regularized for sustained output

Benefits to Client:

1. Saving Rework cost with improved accuracy = $48,216 annualized

2. Reduced the risk of Interest payment 3. Business Value meter @ 4.1% of ACV

Benefits to Wipro:

1. Productivity improved from 5 Claims per hour to 5.25 Claims per hour 2. Accuracy improved from 95.88% to 98.8% 3. 50% Reduction in QA headcount compared baseline 4. Realized Revenue till May’14 from improved productivity = 1,393,367 (INR) 5. Better accuracy performance compared to competition 6. Enhanced client satisfaction

Stakeholder Commendations: NICE WORK TEAM!!!! THANKS AGAIN FOR GETTING US BACK ON TARGET!

- BUSINESS MANAGER Sharing successful and positive feedback from the team on Error Detector Automation. Shailesh is doing an excellent job leading this initiative!

- GM - Operations

Project Phase Processor Quality Auditor PCE – Baseline 49.63% 9.67% PCE – Post 61.55% 82.35%

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WIPRO LIMITED

IT Service excellence through Lean

Wipro Technologies is a leading global Information technology, consulting, outsourcing company with over

145000 employees and servicing 900+ customers across 60 countries. Wipro is globally recognized for its

innovative approach towards delivering business value and its commitment to sustainability. Wipro is a

trusted partner of choice for global business looking to “differentiate at the front” and standardize at core”

through technology interventions.

Customer is a leading brewing company in the world with over 100+ breweries and presence in 50+

countries. Wipro provides support and enhancement of the customer business applications supporting and

enabling 40% of total customer business (Euro 20million/day). Wipro is responsible for application uptime

and stability, incorporate changes to the application and also provide end user support. Service delivery

been done through managed services model – Wipro will be paid based on the work output than on the

number of people employed for performing the work

Early 2013 Wipro team identified three (3) broad challenges which had high impact on the customer and

Wipro. Team embarked on the journey to apply Lean principles to overcome those challenges

As part of managed services contract, Wipro deliverables were measured by a contractual set of

SLA (Service Level Agreements) called CPI’s – Critical performance Indicators and KPI’s – Key

Performance Indicators. CPI’s are linked with Penalty. Any service deliverable for a month not

meeting the MSL (Minimum Service level) or ESL (Expected service level) will be rated in Amber or

RED. (RED - Performance below MSL, Amber - Performance between MSL and ESL). In the baseline

period of 2012-2013 (Jan’12-Nov’12 – 3 quarters) team had a challenge in meeting those CPI’s

which resulted in Wipro paying a penalty equivalent to 2.5% of revenue. This had an impact on the

customer perception and also on team’s morale. Team started adapting Lean principles to

overcome the process gaps and inefficiencies

o Lean process correction- Goal : meet all ESL parameters and pay ZERO penalty

o Team did a Value stream mapping of all incidents and change requests to identify the

reason for SLA miss and also with findings. Team did brainstorming and corrective action

plan was put in place to address the shortcomings

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o Standardization tenet was applied to have a common understanding of SLA’s and KPI.

Created awareness /workshop sessions to all the team on how it is computed and what is

their role and expectation to ensure compliance.

o People enablement New process flow articulated and shared with the team. Better

collaboration enabled within the team

o Visual control tenet was adapted to have a SLA dashboard sent to all the members of the

team to bring the current state and input for reviews and improvement

o Result: Above steps resulted in SLA adherence for subsequent 18 months with no single SLA

breach and zero penalty payment

Engagement been in managed services mode work and efforts carried out by the delivery team gets

invoiced to the customer by end of every month. Revenue recognition of the teams efforts spent

for the project was very crucial both from customer budgeting aspect, as well as for Wipro financial

books to have better cash flow. It is calculated through a financial measure of DSO – Day Sales

outstanding. In FY12-13 the DSO days for the revenue cycle was 3 times higher than the

contractually agreed credit. There was a huge rework of invoices which was impacting the customer

as well Wipro finance team.

Lean process correction / solution

o Lean goal was taken to bring down the DSO days by 60%

o Standardization of the existing process of invoicing was carried out and also coming out

with a standard template to ensure consistency in data

o Mistake proof process put in place through automation and rules validation to ensure

efforts entry is streamlined with less human intervention

o Contract renegotiated with customer to make it element based pricing than the older effort

intensive variable invoice pricing. Helped in faster consolidation of efforts

o Result: DSO days reduced to 57% against the baseline value

Managed services engagement also necessitates that Wipro support any further increase in

application landscape and additional services through existing capacity with minimal changes. With

increase in application complexity and enhancement there was increase in support efforts which

needs additional headcount for the team. However customer may not pay for the complete efforts

and hence optimizing the efforts of existing team was crucial for delivery excellence without

compromising on the quality of deliverable. Incident handling was handled by a 40 member team

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which was an area of focus to support increase in scope through additional functionalities and also

addressing pro-active tickets

Lean process correction / solution

o Lean goal was to increase Ticket productivity by 50%

o Wastage in the existing process was identified through capacity analysis and identifying the

excess capacity. Better time management and monitoring helped in improving on floor time

o Workload levelling done to manage the capacity based on demand on work pattern

o Freed up capacity / efforts was used to handle more tickets and additional scope

o Result: Improved productivity by 60-70%. Additional scope handled with freed up efforts

Summary:

By applying Lean principles team was able to put process corrections and overcome those challenges. This

resulted in overall benefit of USD1Mn to Wipro and also showcases continuous improvement capabilities to

the customer

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BHARAT ELECTRONICS LIMITED

High Failure in SRE Radar INTRODUCTION:

Bharat Electronics Ltd. is a Nav-Ratna Public Sector Enterprise manufacturing Defense and Civil grade

professional electronics components and equipments. It caters to Indian Defense (Army, Navy and Air Force)

and civilian customers in specialized areas. In the Year 2013-14, its turn-over was 6180 Crores. It has 9

manufacturing Units spread all-over India. BEL-Ghaziabad is the 2nd largest unit of BEL. Ghaziabad unit,

designs, develops and manufactures Radars, Network Centric Systems, Antennas, Satcom & Communication

Systems and Integrated Command and Control Systems etc. We are the only defence PSU who provides 25

years product support to all our equipments.

PROJECT BACKGROUND AND OBJECTIVES:

SRE Radar is a Surveillance Radar and is very prestigious to Indian Air Force. This is a TOT (Transfer of

technology) project; BEL has taken from M/S Selex (Italy). Over all 43 Radars were installed at 43 locations

of the country. The overall activity of Building construction, various civil works associated with the laying of

optical cables which is a part of installation activity is all carried by BEL.

SRE Radar is medium range radar, in S band, designed to be employed in shelterized system of the Terminal

area. The apparatus is realized with the concept of operative redundancy for the majority of the units, with

the exception of the transmitter, entirely solid-state, where redundancy is obtained with the concept of the

degraded condition of operation. The Radar utilizes very sophisticated techniques for data extraction, that

guarantee a very high probability of detection, while maintaining a probability of false alarms equal to 10-6

even in the presence of ground clutter, angels or extremely intense meteoric conditions. This is obtained by

exploiting the concept of adaptivity, meaning the ability of the radar to scan the environment in which it is

located while reacting to changes caused by meteoric conditions. For this reason it uses an ample number of

techniques that, automatically selected, guarantee the highest operating performances. In practical terms,

the radar is capable of distinguishing between: Clear areas; − Areas with ground clu er; − Areas with

meteoric clutter; - Interferences. Having selected the type of echo, the radar automatically selects the best

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configuration to adapt itself to the operative environment of the area in question. The various techniques

employed are controlled by a set of environmental maps that are, in turn, controlled by a Data Processor

that is part of the apparatus. The Complete Equipment is composed of the following units: Antenna, AMDU,

and Transmitter (2 cabinets), FER MAIN, FER AUX, FER SLB, REC unit. All these units are interconnected by

means of two types of connections: - Cables; − Wave guides The Duplexer unit is installed above the three

cabinets that make up the transmitter. The antenna, installed on top of a tower, can sometimes be housed

under a coverage unit called Radome, used to guarantee better protection against atmospheric agents.

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SUMMARY : Eight HPAs are used per radar. There was high failure rate of these HPAs right from

commissioning of the first SRE site at Pune. There were reports of failure from all the sites. The customer

was very unsatisfied with the performance of the HPAs. Customer had demanded extended warranty for

HPAs at no extra cost. Situation was going from bad to worse.BEL contacted M/S Selex (our collaborator)

but they were unable to provide complete solution to the problem. Engineers were deputed on sites for

replacing HPA. Internal work was hampered due to diversion of teams for rectification of HPAs. OSAT (On

Site Acceptance Tests) was started getting delayed due to non availability of engineers at testing area. All

the possible factors contributing to failure were tried to address w.r.t. design and Testing but the issues

were not getting resolved. The pattern of failure was studied which indicated that there is factor which is

most significantly contributing is the operating Temperature of the Rack. Temperature readings were

recorded at five locations in the Transmitter Rack which houses the 8 HPAs. The results gave indications of

Hot air getting mixed with cool air; and an exceptional Temperature rise in the upper Chamber of the rack

indicating a congestion of hot air giving a back pressure to the cool air and the rising hot air thus leading to

rise in operating temperature. A design of Experiment was conducted taking different combinations of the

factors to study the impact and best solution to the problem. There has been a significant lowering of

temperature and this has been uniformly done for all the 34 Static Radars for which the problems have been

reported for.

PROJECT BENEFITS

With the implementation of above six sigma projects following tangible benefits were obtained:

� The cold air has been ideally restricted / channelized to follow the desired path by the constrictions

provided by using mechanical parts.

� The hot air has been isolated with the provision of constrictions to restrict its flow downwards. & with the

provision of Deflectors it has been driven out from the upper compartment of the Rack.

� The hot air has been isolated with the provision of constrictions to restrict its flow downwards. & with the

provision of Deflectors it has been driven out from the upper compartment of the Rack

� With the provision of Louvers the residual air which gets trapped in the upper chamber of the Rack comes

out naturally.

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In addition to this, other benefits like improved product reliability, less equipment movements & handling,

enhanced Radar system reliability, improved customer satisfaction, less requirement of skilled manpower,

fewer requirement of Test instruments and safety of machine & manpower is achieved.

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DFSS

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INDUS TOWERS LIMITED

Reduction of network outage

Problem Definition The number of minutes the customer’s BTS goes down due to power issue is the basis of calculating network downtime. In one circle, network downtime resulted in not only penalties of INR 28 crores in FY12-13, but also low customer satisfaction of 31% against a regional benchmark of 63%. Problem Diagnosis BTS refers to the Base Transmission Station of the customer. The BTS are installed on sites, which are spread across the geography of the circle. The responsibility of Indus is to ensure the continuous availability of power to the BTS. The BTS may stop operating due to internal issue or due to non-availability of power supply. In case it is proven that the BTS stopped working due to power issue, penalties are levied on Indus as per Service Level Agreement (SLA). Distributed asset base coupled with managing more than 700 technicians working for different agencies is the biggest challenge for the operations. Diesel needed to run the diesel generators (DG) for providing uninterrupted power attracts various anti-social elements to interfere with the network in this circle. The passive equipment installed inside the site are managed by Subject Matter Experts (SME). Daily report on the BTS outage is released by the operator’s network system, which is then validated to conclude whether the outage is due to power issue or due to internal BTS issues. In case more than one operator is on the same site, this validation is done separately with each one of them.

MSA: The loopholes in the existing validation methodology between different operators was statistically validated by one sample t-test and streamlined using a brainstorming session for process changes (figure 1). The data validation process of telecom operator 1 was also benchmarked with that of telecom operator 2, which brought all the operator outages on a common platform. Post MSA stabilization, the data capturing was done for two months. With this data, the outages were divided into three buckets based on duration (figure 2). Separate fishbone analysis was done with a group of key stakeholders to understand the root cause of the outages. Using Pareto analysis, the key pain areas were shortlisted (figures 3 and 4). The pain areas were bucketed into three categories, namely,

1. Technical faults: Equipment failure on the sites that require the support of subject matter experts. 2. Manpower and attitude issues: The responsiveness of the technicians to restoring the site after the

outage. Some of them getting involved with anti-social elements because of diesel is also a problem. 3. Ageing infrastructure on the sites, which need to be replaced.

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A massive workshop involving all the cluster and zonal managers along with the head of operations was conducted to arrive at the solutions, which were prioritized using a Control Impact matrix. The 9 solutions were categorized under 4 themes using an affinity diagram.

Problem Remedy All 4 themes of solutions were implemented under a single brand “UMANG”.

1. Engaging field manpower and motivating them towards the common goal of network improvement was identified as a major activity. Specific reward scheme was launched; family members of field team also became part of celebration to develop an emotional connect.

2. A new process was designed to identify equipment on verge of breakdown so that predictive maintenance could be performed before breakdown occurs. Historical equipment failure was analyzed and set of site conditions identified, which act as a precursor to equipment breakdown. This shift from reactive mode of correction to proactive mode of prevention was driven hard through field supervisors and cluster managers. Dedicated desk was created in circle office to collate field reports and take up with SME. Preventive maintenance schedule of equipment was modified to ensure better effectiveness (figure 5).

3. The governance mechanism with the SME was redefined with field inputs becoming a prerequisite for the monthly meeting. Governance mechanism was spearheaded by a team led by project champion, the Circle CEO himself. Process of collecting field inputs and following up for closure done through a dedicated desk.

4. Process of equipment replacement on sites where equipment has lived its age or where cost of repairing is prohibitive was revisited. Equipment repair history as per SME was made mandatory for arriving at decision on replacement. This is to help in differentiating issues that are purely technical and that occur due to improper handling.

Sustaining the improvements

The site visit checklist of the supervisor is modified so that the site conditions that lead to equipment failures get captured without fail. The process is designed in such a way that a red flag is raised immediately, with visibility to the head of operations (figure 6).

The engagement calendar where the HR and operations teams meet the technicians and their families is published at the beginning of the year. The emotional connect event is made part of the KRA of the HR head of the circle to ensure continuity. System to measure the effectiveness of the engagement event in terms of contribution to the network designed.

The equipment replacement policy is modified and capturing the equipment history is made mandatory now before initiating any change (figure 7).

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Replication

The emotional connect program is being replicated pan Indus across all the remaining circles. The template of the program along with the engagement activities was shared as a best practice during the circle CEO conclave.

The proactive equipment status capturing has been highlighted as one the best practices in the All India Operations Meet and is being replicated across circles. Circle won the award for Best SME Management in operations meet for this initiative.

Tangible Benefits

The outage minutes per tenant was brought down from 95 minutes in FY12-13 to 30 minutes in FY13-14 INR 7.5 crores saved for the company in FY13-14 in outage penalties to customers compared to FY12-13 Reached the benchmark of 99.95% network availability for the first time since Indus operations and sustained

since November 2013. CSAT Score on network improved from 31% in FY12-13 to 69% in FY13-14.

Intangible Benefits The proactive tackling of equipment failure reduced the number of times technicians travel during the night time (12 AM to 6 AM), thereby improving their morale and satisfaction. The engagement activities has brought in an emotional connect between technicians and Indus. This is aiding the organization in introducing new initiatives in energy and cost reduction. The tag of being the only circle in Indus not to reach the benchmark of 99.95% has been removed. It has given the confidence to the team that despite poor infrastructure in this state, the circle can reach greater heights and compete with the best.

Benefits to environment The emotional connect programs have brought in support of field force in bringing in energy reduction initiatives in the circle. Earlier there was severe resistance from the technicians for any energy initiatives which was overcome by developing the bond and improving site hygiene. During the FY13-14, this circle has reduced the average DG run hour per day per site by 1.5, saving diesel to the tune of 10 million liters compared to FY12-13. This diesel reduction is a testimony to Indus Values of Contributing to Environment.

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CUMMINS INDIA

Develop technology for coating in order to improve salvage yield at SEZ

Objective:

Cummins Recon deals with component /Engine salvage of all the Cummins Engines. The salvage process is

one of the critical steps for Recon business in terms of operation, manufacturing and profitability. The quality

of the process directly affects quality of end product life and durability.

Present day conventional salvage process is being used which has its own draw backs and in some cases no

salvage method to implement for components. Salvage of parts where material addition is the one of the

option in terms of cost effectiveness, which will help us to reclaim more and more parts as per the

requirement.

Brush Plating is one of the techniques which are being widely used in remanufacturing industry for reclaiming

more and more parts for increasing the life of the component, which will help us to go green, present day aim

of most of the industries to save environment.

Technology has been successfully implemented to recover surface & dimensional defects such as pitting,

scoring, scratch, dent & undersize diameters. To kick off towards production, extensive trials were done by

group of certified cross functional team from ReCon . To assure quality & to monitor cycle time ,design of

experiment & statistical tools were utilized & obvious outcome is ReCon India SEZ plant can achieve estimated

savings of Rs. 19 Lakh Yearly. This technology project not only helped with material cost but also helped

inventory reduction by clearing engineering bank stock

Target:

Develop technology for coating for HHP turbocharger Shaft & Wheel, to improve replacement factor from 50

% to 40% and reduce material cost enhancing the utilization of Engineering Bank

The project will target to improve the surface properties of Turbine wheel shaft by minimum 5 to 10% more

on current mean material specification for the following parameters Hardness and surface roughness.

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Concept Phase:

Interview of technical, manufacturing, safety & quality experts to understand cross functional

stakeholders & customer requirements.

Requirement KJ performed & results of KJ were systematically represented in QFD to get

understanding of prime customer requirement & to justify the requirement in measurable units.

For analyzing potential candidate for getting benefit of technology we performed core study. We did

sample size inspection for attribute data exercise & we finalized shaft & wheel of HHP turbocharger

having undersize impeller diameter for coating technology. As implementation of process would be

giving both Cost & Inventory reduction advantage.

Various potential technologies studied to match customer requirements based on QFD outcomes.

Pugh matrix used to choose most dominant technology to best fit for recovery of shaft & wheel of

HHP turbocharger.

Design Phase:

Boundary diagram tool helped to get clarity of set up criticality. With the help of interface function

analysis, we identified function of each interface to understand system, function type & its group.

Further DSM template utilised, to conclude strong interaction which is existing between material

deposition & each surface preparation sub steps.

Next step was to get risk priority number for various P diagram functions so that it helped to assign

action items to highest risk scores. This way it helped to minimise cycle time which may have caused

due to rework of processes. Thus For developing coating technology iDFMEA tool was proved to be

very effective tool to achieve project timelines.

Based on literature study, requirement KJ & iDFMEA inputs, process map defined. Inputs further

utilised for cause & effect matrix & finally to develop PFMEA. This tool helped to avoid risk of error.

Thus it was helped for operator to do Design of Experiment.

With the help of Critical parameter tree we identified input variables to achieve desired output.

For coating technology,

Y = F(X1, X 2, X 3, X4, X 5, X 6, X7, X 8, X 9, X10, X 11)

X1= Material properties, X2=Application, X3= Temperature, X4= Pressure, X5=Functional effect X6=Coating thickness, X7= Coating time, X8= Time, X9= Cost, X10= Strength, X11= Durability So critical parameter tree developed to understand crucial factors to perform design of experiments.

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With the help of Pareto chart we concluded that noise factors are contributing for variation in output

so, we identified root cause of errors & implemented recommended actions so when we carried out

second run for design of experiments we achieved sustainable & controlled outcome from designed

process.

Optimize Phase:

To get optimized results from designed process keen precautions were taken for each of following

stages :

- Preliminary Preparations : Identification of Base Material, Cleaning, Masking

- Tooling : Selection of Plating Handle, Anode, Anode Wrap

- Selection of Plating solution : Types, Characteristics

- Thickness control : Calculations for Amp-Hr., Contact area, Parts per liter, Plating amperage, Solution

volume required

- Characterization and validation of coating material

Hence developed coating proved to be robust design.

MSA of gauges & safety risk analysis were performed.

Capability Phase:

Capability studies performed to prove ongoing consistency

FUTURE SCOPE

In this project we have completed and implemented turbine shaft & wheel salvage and observed that the

same methodology can be horizontally deployed to rectify defects for other engine components also. This

project will be the benchmark for coating technology in Cummins and will be utilised as a further scope for

cost savings.

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CONCLUSION

We studied principle, equipment details, deposit characteristics, technology advantages and

disadvantages which helped in understanding the technology and its technical aspects like process

steps, calculations involved the and practices adopted.

Testing and validation proves feasibility of process without affecting the quality of the component.

In this project we have completed and implemented turbine shaft & wheel salvage and observed that

the same methodology can be horizontally deployed to rectify defects for other engine components

also. This project will be the benchmark for this technology in Cummins and will be utilized as a further

scope for cost savings.

For developing technology for coating in order to improve salvage yield at SEZ.

To develop brush coating technology through DFSS methodology helped to ensure systematic

approach & statistical tools gave clear visibility for effective use of processes at each stage.

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Improvement of SPEC Ad Design Quality Client: XXX is North America's largest local search, media & advertising company

About Process: SPEC process of clients process at TCS designs creative Ads for probable customers. These ads are created from the instructions provided by the sales team, in alignment to customer’s business requirement. Business Need: If the probable customer likes the ad, it will request to publish the ad in client’s directory . In exchange customer will pay for advertisement cost. This assists market capture and revenue generation for client. Challenges: SPEC TCS process accuracy was at 79.3% for June 13 against client expectation of 95%, which is lower than client expectation of 95% External SPEC Quality % Improvement:

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TCS Approach & Solutions : Six Sigma DMADV project initiated for tackling the challenge of low Accuracy & Design quality Key solutions: Color calibration done for Monitors

Spec Ad design quality scorecard designed for measuring Ad design quality

Running spell check in MS word to identify spelling errors

QC check list modified to include critical fields

Client Impact: Spec Ad accuracy improved from 79.3% to above 97%

Mechanism designed for measuring Spec Ad design quality

Spec Ad design quality improved from 55% to 95%

Business Metric: Reduction of Sales Complaints relate to Sep c Ad quality

Assist market capture & revenue generation for client

Client Say “” I was so proud to be able to stand in front of the Pune teams and declare BAU for SPEC after they had worked so hard to reach the status. The timing was perfect for to be in attendance to see the spec team receive their recognition as he was leaving after working daily with them since July 5. . . Pune has talent! - Director, Creative Ads (TCS Client) 06 Sept 2013

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SUPPLY CHAIN &

LOGISTICS

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HCL B-SERVE

Reduction of clarification response time

Business Case: CLIENT is one of the global leaders in the elevator and escalator industry. It is very important to deliver the replacement material on time to hand over the lift. Feedback team is responsible for Warranty replacement. Clarification time is one of the factors which affect the material shipment. In 2012 Avg. clarification for non-stock material is 2.17 & for stock material is 1.62 days which is against the target of 1 day & 0.5 day. Successful completion of this project will result in increase in Revenue and reduction in penalty charges. The Goal of the project is to reduce the delay in clarification response time. Background: Delay in Front Line response leads to delay in material shipment. Due to this, installation process needs additional working hours and manpower. Increase in working days lead to delay in hand over. Client need to pay penalty to their end customer for the delay in hand over. Clarification time is one of our KPI, recent months clarification time results are keep on increasing. Client wants to see gradual change in its path. Even though the clarification delays has been escalated to FL management, there is no much improvement from front line end. We also started making clarification follow ups on a weekly basis in order to remind them about the pending FB’s. Reducing the clarification time FBT can reduce customer penalty charges, Satisfaction level improvement in frontline/end customer, Cost/time reduction in installation/commissioning phase, Meeting Global target, Important KPI in SOF & importantly improving image over feedback process. Goal Statement: To reduce the clarification response time by 10 % (No Stock from 1.37 days to 1.23 days & for Stock from 0.87 days to 0.78days) by November 2013 with business exceptions.

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Voice Of Customer

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Critical to Quality

Verification of Potential X’s:

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Control Impact Matrix:

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Control Plan:

End Results:

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Optimize Inventory Health and Working Capital by Minimizing Slow Moving Inventory (SMI)

PROJECT SUMMARY

TCS carries out scheduling and planning process for supply chain run the business a client who is a global

leader in Specialty chemicals. The project is in operation since last five years and is in a steady state. For our

client, optimization of Supply Chain Cost and Inventory Management is vital and extremely critical. In 2011, it

has been observed that Slow Moving Inventory for the client had lead to expired inventory and thereby

resulting to monitory loss of $36 MM. This loss had a significant impact on client’s bottom-line numbers. In

light of this, it is imperative to reduce the Slow Moving Inventory, which was averaging at 20% and work

towards reducing the expired inventory and releasing the client blocked Working Capital.

A Six Sigma project was under-taken to understand root cause of slow moving inventory and defined goal to

reduce SMI by Value in percentage from average of 20% to 16% by May 2013. The team went with data

collection base-lining; identification of possible causes through cause and effect analysis. Chi-square and

FMEA studies were conducted to establish relationship between various factors contributing to errors.

Corrective actions were designed and implemented based on the identified priority level. Ensuring effective

implementation of the solutions helped reduce SMI by $5million. The TCS team thus achieved customer

satisfaction.

PROJECT IDENTIFICATION:

To be able to concentrate efforts and bring about improvement in key areas, some of the possible

improvement opportunities/projects were listed. These projects were rated on parameters like financial

impact to client and TCS, operational efficiency and impact on SLAs. This project scored high hence indicating

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that it was a priority and was crucial.

PROBLEM STATEMENT:

For the period Mar 11 to Sept 11 XXX shared service - SCM has 20 % (average) of SMI $ value, which is very

high as per the industry standards. As there is always storage space constraint, high slow moving inventory

not only impacted the customer satisfaction but also very difficult to manage physically.

BASE MEASUREMENT

In As- Is Process schedulers were managing slow moving inventories in silos with a very limited or no visibility

of whereabouts of the inventory hence less effective usage in S&OP meetings. No special causes were

observed and process was stable. Baseline data showed no special causes, data was normal, mean 20% %,

and process sigma of 1.32. Data was collected from SAP ERP system.

ROOT CAUSE DIAGNOSTICS

Fishbone Diagram was used to brainstorm and identify all possible causes for high slow moving inventory

(displayed in the presentation).Cross functional team comprising of operations, process quality & process

excellence, subject matter expert, planner and schedulers brainstormed to identify these possible causes.

Pareto analysis was done to identify the top opportunities in the X’s outlined (Please refer to the presentation

for details). Chi-Square were done to study of the impact of potential X’s on Y (Details in the presentation)

REMEDIAL ACTIONS

Brain storming was used to come up with solutions for the Xs identified. The solutions were prioritized based

on the control impact matrix. Solutions were rated on high or low impact levels and in terms of in-control or

out-of-control.

AAROHAN 2014


Changes were made to the existing internal processes/methodologies, SLAs were redefined, and a detailed

quality plan was implemented as part of the solutions.


Detailed implementation plan prepared & weekly reviews conducted to ensure smooth implementation.

Implementation of the solutions was monitored closely and 2 –Sample T-Test was used to observe the impact

post implementation. Process sigma level increased from 1.34 to 2.32.

SUSTENANCE OF GAINS

Control Plan was put in place clearly defining Measure, Frequency and Responsibility. Team has already

replicated some of innovative solutions in other similar processes with same client

BENEFITS REALIZED

• Improved SMI management process and systems resulted in:

• 31% reduction of SMI by 6.9 MM Lbs in 2013

• >$5Mn release of working capital

• Sustainable and effective monitoring work process.

• Increased visibility and control over SMI through actionable inventory analysis reports.

• Easy and flexible SMI tracking tool.

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WIPRO LTD.

Optimizing Order to Provide Process for fixed line telephony in UK telecom industry

Wipro is offshore service delivery partner for this client and it supports the client across four process domains

Fulfillment, Assurance, Billing & Revenue management along with analytics (fixed line telephony products).

The client is the autonomous body which owns and manages the company’s local access network connecting

customers to their local telephone exchange, starting at the Main Distribution Frame (MDF) in the exchange

and ending at the network termination point (NTP) at the end user's premises. The client organization

provides infrastructure to Broadband and Fixed Line Network.

As the client company manages this process for the entire UK, it impacts the business cycle to all the telecom

companies in United Kingdom. In the fulfilment cycle of any product, order to provide (O2P) journey plays a

critical part. There are various scenarios when the order falls off the happy path. These fallouts or ‘exceptions’

lead to order delays and impacts customer experience as well as supplier’s cost.

The project is centered on analyzing the various scenarios of fallout and improving the efficiency of plugging

them back in the order path by a DMAIC methodology. The project is focused on reduction of Line plant WIP

(work in progress - the work of Survey, planning, ducting, cabling, poling) which contributes 25% of order

exceptions and further adds to non value added efforts towards the CMC (customer management centre).

The projects replicates this across all the offline fallout queues managed by Wipro which has reduced the O2P

cycle time by identifying the root causes and resolving the same thereby, positively impacting the customer

experience and optimizing the cycle time of fixed line telephone products for entire UK telecom industry.

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