1

1

South Asia Team Excellence Award Competition

3/10/2017

2000 ‘02 ‘04 ‘06 ‘08 ‘10 ‘13

Established first hospital

Organic growth through

expansion

Strengthened capabilities to

provide high-end care

Further Expansion in North India

Network of highly qualified medical

personnel

JV with Life Healthcare, South

Africa

2 3/10/2017

Tower Specialities:

Cancer

Neurosciences

Cardiac

Empanelled with CGHS, DGHS, ECHS, ESIC, major PSUs

Adherence to EWS beds

3

Bathinda

Shalimar Bagh

Patparganj

Dehradun Noida

G. Noida Gurgaon

Pitampura

Panchsheel

Saket Mohali

Vision To deliver International Class healthcare with a total service focus, by creating an institution committed to the highest standards of medical & service excellence, patient care, scientific knowledge and medical education

8 Super Speciality Hospitals

4 Multi Speciality Hospitals

4 Multi Specialty Centre

25 Clinics/ Implants

Sevabhav Excellence Credibility

Orthopaedics

Renal Sciences

MAMBS

3/10/2017

Outpatient transactions:

11,550

In-patient & Day Care Procedures:

421

Home Care visits: 185

Preventive Checks:

240

~ 2300 beds

2300 Doctors More than 2.2 million registered patients from 80

Countries

10,000 employees

3000 Nurses

4 3/10/2017

2

5

High end Cath Lab

Brain Suite

SPIDER Novalis LINAC

PET-CT Genomics

3/10/2017 6

Lean Six Sigma / MAXimizing Quality

Standardized Methodology For Continuous Improvement

Reward & Recognition

Quality And Service Delivery Linked To Career Progression

Standard Metrics SCORECARD

Customer, People, Process, Finance

Service Excellence To Be One Of India’s Most Admired Corporates For Service Excellence

Standardized Best Practices

Leadership, Planning, Customers, Measures, Employees. Processes

MAX Performance Excellence Framework

Communications

An

nu

al Assessm

ents

Cycles o

f Imp

rovem

ent Q

ual

ity

Co

un

cil

Gu

idan

ce &

Dir

ecti

on

3/10/2017

• Best Managed Healthcare Program (Health Insurance/TPA)”

7

• First in North India Hospital to get NABH

• FICCI Healthcare excellence awards in 2010,2012,2013,2015

• DL Shah National Award for Economics of Quality

• CII – IGBC (Indian Green Building Council);

• MHC receives LEED – GOLD

• Awarded for Operational Excellence in Healthcare Delivery and MSSH PPG has been awarded for Excellence in Environment Conservation.

3/10/2017 8

Section # 1

Project and Team Selection

3/10/2017

3

1.1.1 Who was responsible for selecting the project? (1/3)

MANAGEMENT TEAM - MEMBERS

9

Selection Review Project

Idea Approval of a

Project Task Force for

Project Implementation

Project Selection

Committee

Chief Executive Officer & Managing

Director

Chief Growth Officer & Sr.Director

Chief Technology Officer

Director- Operations

Chief Financial Officer

Chief People Officer

Sr.Vice President and Head Service

Excellence

3/10/2017

Operations Quality Council Management Committee Cross Functional Project

Team

Head Service Excellence & Customer Operation Head Information Technology Head Quality

MD & Chief Executive Officer Chief Growth Officer Chief People Officer Chief Financial Officer Director Operation

Identification Approval Team Selection

1.1.1 Who was responsible for selecting the project? (2/3)

Project Sponsor Vinita Bhasin

Project Champion Raghav Arora

Project Leader Srijib Banerjee

Cross functional Team members-25

Ap

pro

val

Max Group Vision

Service Excellence

Max Health care values

Seva Bhav, Excellence, Credibility

Project

Mission PRIDE : Front Office Transformation

Journey

10 3/10/2017

11

1.1.1

What background information of the company or those who selected the project is needed to better understand the context of the project ? (3/3)

“ IOMs do not get updated on time” “ Doctors do not come on time and we have to hear from customers” “ CGHS document scanning takes a lot of time” “ Long list of Discount drop downs”

“We do not get training but we are asked to do hopping between desks” “We have to extend shifts due to adhoc leaves of other employees, and no relieving. We have to take permission to go to washroom” “ We get low hike and supervise gives promotion to his favourites” “ Supervisor doesn’t take part in transaction” “ We do not get acknowledgement as FO” “ We have to do good for the fake currency from our own pocket – we are not trained“

“ IT support is weak and they do not resolve our problems quickly” “Every Saturday HIS goes down at peek hours” “ Printer is a big challenge and its not working most of the time”

“We do not have any dashboard to measure our performance” “ We are not measured fairly and no records of performance is ever shown while assessment “

People Engagement and Training

Process Challenges

Technology Support

Governance &

Assessment

c

Employee

Employee+ Customer

Customer

Employee

Impact

3/10/2017

1.2.1 How was the gap or opportunity brought to the attention of the project identification group ? (1/3)

12

Customer listening

Reading & listening of ~1000 voice of patient through survey Captured VoC from FGDs & service recovery call Customer complaint analysis

Employee listening

Met 250+ Front office employees & conducted FGDs One to one done with 60 supervisors

Process walk through

OPD, Admission, PHP, Discharge process walk through done On the job registration and billing done

Stakeholder listening

Met 15 unit heads, doctors and other stake holders Meeting & feedback captured from Sr. Management team members a a

Voice of clinicians

Organization

Performance

Voice of Custome

r

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4

1.2.1 What is the gap (problem solving )? (2/3)

Key Performance Metrics

Pre project status

Additional Impact

Customer Complaint Incident rate per thousand

2.56

Cost of Poor Quality

Customer satisfaction 35% Brand impact

Front Office Employee attrition rate

50% Process instability, cost of

hiring

H

H

H

High Impact Medium Impact Low Impact H M L 13 3/10/2017

• No JD, competency based hiring, hiring metrics and high replacement/hiring TAT

1.2.1 What area of the organization had the gap or opportunity? (3/3)

14

• Structurally eliminate process gaps and streamlining high impact processes

Gap Area

Process reengineering

People

• No on-boarding training, supervisor training, process or technology training

People Skilling

• Old and manual systems leads to error and reduces process efficiencies

Technology

• No dashboard and governance for measuring performance and appraisal Dashboard

Challenges

H

H

H

Impact

H

M

Low customer satisfaction and high employee attrition

High Impact

Medium Impact

Low Impact

H

M

L

3/10/2017

1.2.2 What data were generated to help select the project ? (1/3)

15

Data Generated

Customer Complaint Incident rate per thousand

Customer satisfaction scores

Front Office Employee Attrition Rate

35%

2.56

50%

Issues Tracker

Independent External Survey

HR Database

Incident Rate

Top 2 Box- Bottom 2 Rating %)

YTD Annualized attrition %

Key Performance Metric Source Unit of Measure

Performance

3/10/2017 16

1.2.2 What methods and /or tools were used to assess or prioritize the need for the project? (2/3)

How Project assessed against the organization strategic plan

Six Sigma Black Belt

600-800 300-600

Six Sigma Green Belt

100-300

MAXimizer

Methodology

Project Selection Score depicts that it has direct impact on

Customer Experience, Organizational values and Strategy

, Employee retention

Methods and Tools

SIPOC

Brainstorming

Pareto Analysis

SWOT Analysis

Project Selection Matrix

3/10/2017

5

17

1.2.2 Why were these methods and/or tools used to select the project? (3/3)

Why

• Prioritize projects in terms of impact basis 80:20 principle

• Focus on critical five

• Gather all ideas and information from cross functional team to identify opportunities

• Visual tool for establishing the inter-linkages between departments

• Used to evaluate the strengths, weaknesses, opportunities and threats involved in the processes

• Weigh each potential project using impact criteria

Methods and Tools

SIPOC

Brainstorming

Pareto Analysis

SWOT Analysis

Project Selection Matrix

3/10/2017

1.2.3 What goals (organizational and/or local), performance measures, and /or strategies is the project expected to impact? (1/3)

18

At the project start

Max Health Care’s Vision

• Deliver international class healthcare with a service focus • Creating an institution committed to the highest standards of medical & service excellence, patient care, scientific knowledge, research and medical education

To be one of India’s most admired Corporate for Service Excellence

Max India’s Vision

High Customer complaints

Customer Satisfaction

Scores

High

Front Office Attrition Rate

High

3/10/2017

1.2.3 What is the relationship between the stated measures and perceived gap in 1.2.1? (2/3)

19

Perceived Gaps Stated Project Measures

1.2.1

High Customer complaints

Customer Satisfaction

Scores

High

Front Office Attrition Rate

High

No JD, competency based hiring, hiring metrics and high replacement/hiring TAT

No on-boarding training, supervisor training, process or technology training

Structurally eliminate process gaps and streamlining high impact processes

Old and manual systems leads to error and reduces process efficiencies

No dashboard and governance for measuring performance and appraisal

3/10/2017

1.2.3 What is the problem statement that expresses where the organization wants to be at the end of the project? (3/3)

20

Project Title : Mission PRIDE- Front Office Transformation Journey

Business Case Opportunity Statement

MHC has a vision of providing world class healthcare with Service Excellence being at the core of everything we do. Max health care have 12 hospital units and every month almost 1.5 lacs customer walks in to these units. Front office employee attrition brings instability in processes and patient experience, which is one of the critical outcome for the organization. Employee attrition is at 50% FY16 annualized and patient experience score(measured through IMRB) is at 35 (T2B-B2B) between Sept14 to Mar15. and complaint incident rate was 2.56 per thousand. Through this project, we want to eliminate reasons for low satisfaction of customer and retention of FO employees.

Pain :- Front office employee attrition is 50% and Patient experience score(measured through IMRB) is at 35 (T2B-B2B) and complaints incident rate per thousand is 2.56 Impact of pain in Rs. (or soft) :- 65% of the patient leaves

hospital with unhappy experience which can lead to

-Brand image loss

-Patient loss

-Revenue loss

Also 50% attrition leads to loss of hiring cost, training cost and

process instability

Goal Statement Project Scope

Metric Current

level

Goal / Target Target date

Process under Improvement : Patient Services at Front Office

and employee retention

In Scope :All service related patients at OPD, Admission and

Discharge of all 12 units of Max Healthcare and ~ 600

employees

Customer Experience Score (IMRB)

35 (T2B-B2B) 50 (T2B-B2B) 30-Dec-15

Customer complaint incident rate (per thousand)

2.56 10% improvement 30-Dec-15

Front office Employee Attrition Rate

50% 40% 30-Dec-15

Project Plan Team Selection

Phase Start End Remarks Sponsor :- Vinita Bhasin

Define 1-Mar-15 31-Mar-15 Champion :- Raghav Arora

Measure 01-Apri-15 30-April-15 Quality Head :- Pawan Datta

Improve 01-May-15 31-May-15 Project Leader : Pradeep Kumar

Analyze 1-Jun15 30-Jun-15

BB Mentor :- Puneet Bhatnagar

Control 01-Jul-15 31-Dec15 Team Member :- All FO heads, HSS, Suvendu, Vaibhav,

Mahua, Geetika V, Raghav A, Pradeep K Rajyashree

By the end of the project the company expects to have reduced the Customer

Issues by 10%, thereby increasing Customer Satisfaction from 35% to

50% . Also reducing Front office employee attrition from 50% to 40%

3/10/2017

6

Project Selection

Committee

SIPOC

Process Maps

and

Brainstorming

Identifying departments :- -Directly involved in processes -Indirectly involved, but are critical for success

-Identifying suppliers and customers of the process

-Identifying the service components of the process

- Identifying details of each process activity and departments responsible for them

- By considering the individual’s concern

1.3.1 How were the stakeholders groups identified? (1/2)

How

Tools Used

21

Stake holder groups

Management Committee

3/10/2017 Executor

•MD & Chief Executive Officer •Chief Growth Officer • Chief People Officer •Chief Financial Officer •Director Operation

•Head Service Excellence & Customer Operation •Head Information Technology •Head Quality

Project Sponsor Project Champion Project Leader Project Mentor ( Black Belt) Team Members from Front office team, IT, HR, Support service heads, Transformation office, Quality, Training

Influencer

1.3.1 What or who are stakeholder groups ? (2/2)

22

Patients and attendants

I

I

E

I

I E

Stake holder groups Designations Role

Management Committee

3/10/2017

1.3.2 What knowledge or skill sets were determined to be necessary for successful completion of the project? (1/2)

23

Determined Skill Sets

• Customer communication skills

• Technical knowledge

• Change management skills

•Quality tool know how

• Process domain knowledge

• Innovative thinking

• Problem solving & analytical skills

• Customer centricity

• Employee Engagement skill

• Training Skill

3/10/2017

1.3.2 To what extent did the existing stakeholder groups have the required knowledge or skills? ( 2/3) What additional knowledge and skills were brought in to make the project successful?( 3/3)

Additional Skills brought

24

None

•Lean Basics •Quality tools training •Six Sigma training •Team building workshop • Presentation & Communication skills

Change acceleration process training and champions training

Six Sigma Champions training Tollgate Reviews

• Customer centricity • Innovative thinking • Employee Engagement skill • Problem solving & analytical skills • Lean Six Sigma • Technical knowledge

Change Management

Awareness

Required skills

•MD & CEO Officer •Chief Growth Officer • Chief People Officer •Chief Financial Officer •Director Operation

•Head Service Excellence & Customer Operation •Head Information Technology •Head Quality

Project Sponsor Project Champion Project Leader Project Mentor ( Black Belt) Team Members from Front office team, IT, HR, Support service heads, Transformation office, Quality, Training

Patients and attendants

Stake holder groups Designations

3/10/2017

7

Generative

Degenerative

1.3.3 Before the project started ,what specific training was done? (1/2)

Six Sigma Training

Service excellence workshops

Change Acceleration Process Training

Generative Team Building Workshops

• Maximizer training – 2 Days • Green Belt Training – 3 + 3 Days • Minitab Training – 2 Days

• Change Management • Process re-engineering • Innovative thinking

• Alignment to Company’s Vision and Mission

• Change in Mindset • Team work • Presentation & Communication skills

25

• Team Building • Collaboration • Cross Functional Team Alignment • Conflict Management

3/10/2017

1.3.3 Before the project started ,what was done to prepare the team to work together as a team?(2/2)

26

26

Team building exercise was initiated to align everyone to the common goal of the project

Generative

Degenerative

Visual impact created through posters, events, real time case

studies

What they learned

•How to handle team dynamics in a cross functional team

•To be a good listener •Not to be judgmental and

don’t kill any idea •Empathetic communication •Change management in a team dynamics •Mindset shift techniques •Team work

GRPI’s agreement score used collaborate & strengthen team camaraderie

3/10/2017

1.3.4 What roles and expectations were determined ahead of the project (1/3)

27

• Protect the interest of customer and employee

• Provide strategic vision

• Eliminate inhibitors and remove obstacles

• Validate development of the project alignment with organizational goal and Strategy

• Check Progress of the projects as per toll gates

Management Committee

• Train project leader & team members in DMAIC Methodology

• Check Progress of the projects as per toll gates

• Identify and assign resources for the project

• Change management decisions along with Project Sponsor & Champion

Operations Quality Council

• Charter sign off and Project kick off

• Provide process knowledge to the team

• Establish Action plans and application lean six sigma techniques

• Gather and analyze data, participate in review meetings

Cross Functional Project Team

Project Stake Holders Roles & Responsibilities 1.3.1

3/10/2017

1.3.4 What deadlines and deliverables did the team have to consider ahead of actually starting the project? (2/3)

28

Customer and employee research to determine MOS

Training curriculum for project team

Generate relevant data for root cause analysis

Awareness and communication plan

To finalize research methodology

Finalization of training content & selection of trainers.

Request IT for data extraction

Prepare a detailed calendar for communication

Jan

Feb

Feb

Mar

Due Dates

Define Measure Analyze Improve Control

One Month One Months One Month One Months Six Months

3/10/2017

8

1.3.4 Before the project started, what team routines, including communication were established? (3/3)

29

• Governance review with steering team on monthly basis

• Project review rigor with project champion & project sponsor on fortnightly basis

• Cross functional team huddles on a weekly basis

• Monthly project progress report

Team Routines Communication Plan

Why When Whom What

ho

Team meetings

Face to face review meeting

Weekly Key project team

Project Leader

MIS/reports Tracking and monitoring

Monthly Champion /Key project team

MIS Spoc

Project plan update

Project presentation file is updated every weekend & published

Weekly Key project team

Project Leader

Project reviews

Face to face meeting with project team

Monthly

Key project team Project sponsor and Project champion

Management Committee &

operations quality Council

3/10/2017 30

Section # 2

Current Situation and Root Cause

Analysis

3/10/2017

31 Main Goal

Patient Experience score to be 50%, 10% reduction of customer complaints and Front office attrition to be

reduced to 40%

2.1.1 What specific goals and/or measures is the team trying to achieve with the project? (1/2)

Business Case Timeliness CTQ Scope Team

Project Title : Mission PRIDE- Front Office Transformation Journey

Business Case Opportunity Statement

MHC has a vision of providing world class healthcare with Service Excellence being at the core of everything we do. Max health care have 12 hospital units and every month almost 1.5 lacs customer walks in to these units. Front office employee attrition brings instability in processes and patient experience, which is one of the critical outcome for the organization. Employee attrition is at 50% FY16 annualized and patient experience score(measured through IMRB) is at 35 (T2B-B2B) between Sept14 to Mar15. and complaint incident rate was 2.56 per thousand. Through this project, we want to eliminate reasons for low satisfaction of customer and retention of FO employees.

Pain :- Front office employee attrition is 50% and Patient experience score(measured through IMRB) is at 35 (T2B-B2B) and complaints incident rate per thousand is 2.56

Impact of pain in Rs. (or soft) :- 65% of the patient leaves hospital with unhappy experience which can lead to

-Brand image loss -Patient loss

-Revenue loss

Also 50% attrition leads to loss of hiring cost, training cost and process instability

Goal Statement Project Scope

Metric Current level Goal / Target Target date

Process under Improvement : Patient Services at Front Office

and employee retention In Scope :All service related patients at OPD, Admission and Discharge of all

12 units of Max Healthcare and ~ 600 employees

Customer Experience Score (IMRB)

35 (T2B-B2B) 50 (T2B-B2B) 30-Dec-15

Customer complaint incident rate (per thousand)

2.56 10% improvement 30-Dec-15

Front office Employee Attrition Rate

50% 40% 30-Dec-15

Project Plan Team Selection

Phase Start End Remarks Sponsor :- Vinita Bhasin

Define 1-Mar-15 31-Mar-15 Champion :- Raghav Arora

Measure 01-Apri-15 30-April-15 Quality Head :- Pawan Datta

Improve 01-May-15 31-May-15 Project Leader : Pradeep Kumar

Analyze 1-Jun15 30-Jun-15 BB Mentor :- Puneet Bhatnagar

Control 01-Jul-15 31-Dec15 Team Member :- All FO heads, HSS, Suvendu, Vaibhav, Mahua, Geetika V,

Raghav A, Pradeep K Rajyashree

3/10/2017 32

Patient Experience score to be 50%, 10% reduction of customer complaints and Front office attrition to be reduced to 40%

Expected Benefits

• Reduction in customer issues

• Increase customer satisfaction score

• Retention of trained and skilled satff

Additional Potential Benefits

• Improvement in customer retention

• Improvement in brand image

• Improvement in Gross Revenue

• Improvement in employee engagement score

• Improvement in process efficiency through trained staff

• Improvement in turn-around-time

• Positive EBIDTA

2.1.1 What additional potential benefits, other than the specific goals and /or measures, will the project impact? (2/2)

Project Goal

3/10/2017

9

33

2.2.1 What methods and/or tools were used to identify possible root causes / improvement opportunity (ies)? (1/2)

DMAIC Methodology used

SIPOC and process mapping Pareto

Ishikawa

Affinity Diagram

VOC Collection through Survey

Analysis and Base lining of the Project CTQ

Identification of the Possible Root Causes

3/10/2017 34

2.2.1 How was the team prepared to use the methods and /or tools? Why were these methods and / or tools selected?(2/2)

Tools used How Why

Identify significant causes on 80:20 Principle

Generating ideas

Generate possible causes

Gathering Voice of Customer

Cross functional team meetings

Correlation with project CTQ along with the cross

functional team members

Focusing on main causes in cross functional Team

meetings

Third party survey interviews with customers

to capture feedback

Six Sigma tools Training

Facilitated by embedded Black Belt

3/10/2017

Customer issues trends Issues login & closure date HR exit Data and interview

of employee Survey results

2.2.2 What data was generated and how was the data analyzed to identify the possible root cause(s)/improvement opportunity(ies)? (1/2)

Pareto – By identifying most significant causes for top contributors to complaint, low satisfaction of customer employees Voice of Customer Survey – By Interview questionnaires to identify customer expectations and map them with process outcomes ( VOC to CTQ Mapping ) Control and Capability charts - We checked the process variations and it’s capability to deliver on customer expectations ( Affinity Diagram & Ishikawa – By grouping the possible root causes under various heads such as Process related issues, people and technology support etc

Data

Information Generated

Too

ls Use

d

How

35 3/10/2017

Sl No. Causes

1 Customer is not aware of the registration charges

2 Fake currency management policy

3 Complex estimation process

4 Long registration process

5 Manual discount process

6 Bed management is a tedious at the time of admission

7 No Communication process on new updates

8 No MIS on patient expérience

9 Low frequency of data sharing

10 No Dashboard for FO

11 Low focus on functional review

12 No Dissemination of experience score

13 No waiting area

14 No Queue manager

15 Floating counter unavailability

16 No proper stafff sitting area and drawers

17 No Cash counting machhine

2.2.2 What were the possible root cause(s) / improvement opportunity(ies)? (2/2)

1 • Process or policy related challenges

2 • Infrastructure and wait time

3 • Low on knowledge and soft skill

4 • Low People engagement

5 • Governance and Dashboard

6 • Technology Support

Issue categorization

36 3/10/2017

10

TOOLS

2.3.1 What methods and/or tools were used to identify the final root cause(s) / improvement opportunity?(1/2)

Method : DMAIC Methodology

37

Cause and Effect Matrix

Chi-Square

Anova

FMEA

34

Causes

3/10/2017 38

Tools used How (team prepared)

Why

2.3.1 How was team prepared to use the methods and /or tools? (2/3) Why were these methods and/or tools selected ? (3/3)

Prioritizing the potential causes by examining their relationship with CTQ

To statistically check the relation ship between certain causes and resolution TAT

To check the association between certain causes and grievance/non grievance

To filter the potential causes and to identify causes with high RPN number

•

Technical training on the tools utilization by embedded Black Belt

Highlighting benefits of these tools in identifying the root cause

By Analyzing severity of each cause , probability of it’s occurrence and detection rate

Expert opinion of Champion / Sponsor

3/10/2017

39

2.3.2 What data was generated and how was the data analyzed in order to identify the final root cause(s) / improvement opportunity(ies)? (1/3)

How analyzed

By prioritizing the potential causes by examining their relationship with CTQ

By statistically establishing the relation ship between certain causes and resolution TAT

By checking the association between certain causes and complaints

By filtering the potential causes and to identify causes with high RPN number

34 Possible root causes identified was the data generated for further analysis

Data generated Tools used

3/10/2017

2.3.2 What are specific examples of data analysis that lead to the Final Root Causes? (2/3)

40

Specific examples of data analysis that lead to final root causes

3/10/2017

11

2.3.2 What are specific examples of data analysis that lead to the Final Root Causes? (2/3)

41

External Customer In sighting : KJ Process

Open Ended Questionnaires

Customer Segments Identified Data Gathered in the form of Voice notes & affinity diagrams

Kano Diagram External Focus

3/10/2017 42

2.3.2 What was (were) the final root cause(s) / improvement opportunity(ies)? (3/3)

Sl No. X's Why1 Why2 Why3 Why4 Why5

X1 Process or policy related challenges

No adherence Manual process No standardization

Process not updated

Process 4 sheteer not available

X2 Infrastructure and wait time Customer gets frustrated

Chaos at front office

No lobby management

No sitting area and Queue management

NA

X3 Low on knowledge and soft skill Erroneous output Not aware of processes

No training need analysis

No focus on training

No employee training

X4 Low People engagement Low employee out put Low employee morale

No engagement No recognition platform

NA

X5 Governance and Dashboard No focus No goals No traction No Dashboard No governance

X6 Technology Support Low efficiency of systems

System upkeep is poor or low

No focus on System upkeep of FO

IT prioritize tickets as per Severity and FO priority is low

NA

Issues Final Root Cause

3/10/2017

2.3.3 How was (were) the final root cause(s)/improvement opportunity(ies) validated? (1/2)

43

How ?

Open ended questionnaire

Identified 11 High Impact X’s from CE

Matrix & collected

Historic data

Hypothesis testing through statistical tools

How?

Upcountry Locations have low lead generation

ratios. Tool : One way Annova

Assumption to be tested

External Focus

Conducted customer interviews

Analyzed the data / prepared Affinity

Diagrams

Use of kano model to classify customer needs

Conclusion : There was no significant variation in the lead generations ratios of

upcountry & city locations

Myth Buste

r

•One Way Annova •Chi SquareTest •2P test •Specialist Validation •Gemba

Tools for Validation Conclusion Basis P Value

Example

Statistical Tests

43 3/10/2017

2.3.3 What evidence showed that the final root cause(s) /improvement opportunity(ies)

were validated prior to solution development?(2/2) (2/2)

44

Specific examples of root cause validation that lead to solution development

Potential Causes Identified: 6 Validated Causes: 7

Analyze Phase Completion : 1st Aug’15 Improve Phase Start : 2nd August

Lead Conversion was higher in the branches where

ADMs followed the roster

Basis the test results

Roster was made mandatory in all

the offices

Internal Focus External Focus

Customer In sighting Conducted Using KJ Method

Evidence

Example

Evidence

KJ Insighiting completion : 30th July’15 Improvement idea generation Start : 1st Aug’14

Example Unmet Need :

Dialogue/ meeting with successful S2R

agents Solution

implemented after need identification : Preparation of roster

of S2R agents with ADMs

3/10/2017

12

2.4.1 How was the correctness of the initial project scope, deliverables, and timings verified? (1/4)

Project scope check

45

TOLL GATE CHECK LIST

Project Timelines

Check

3/10/2017

2.4.1 How were the stakeholders involved and/or communicated within the root cause opportunity phase of the project ? (2/4)

Stakeholder Involvement

46

1.3.1

Stakeholder Groups How Communication Mechanism

• Obtain voice of customers • One on one meetings, SMS, e-mailers

and letters

• Contributed their vision to overcome obstacles when they occurred

• Review the project tollgates

• Resource allocation • Compiled focus with information on

focused objectives • Clear roadblocks with project team

• Review the project tollgates fortnightly

• Contributed ideas for new development

• Brainstorming for the potential reason

• Mentor project team with DMAIC approach

• Weekly team meetings • Publishing MIS and reports

3/10/2017

What stakeholder resistance was identified and /or addressed in this phase of the project ?(3/4)

47

Potential Stakeholder

Impact Allegiance AIH LIH HIH MIH

Management Committee

Customer

Operations Quality Council

Cross Functional

project team

CEO

CGO

CPO

Patient / Attendant

HOD - SE

HOD - IT

HOD - Quality

Sponsor

Champion

Project Leader &

Team

L

H

M

M

M

H

H

H

H

H

H

Follower

Advocates

Indifferent

Follower

Follower

Advocates

Advocates

Advocates

Advocates

Advocates

Blockers

Resistance Encountered

Why Should I continue with Max health Care>

Budget Allocation for system development cost

Adaptability of the team to accept changes in their process How will the change impact the process?

Fear of change & perception of extra work Have we indentified the real cause? Are we equipped enough to bring changes?

3/10/2017

2.4.1 How was the appropriateness of the initial team membership and management routines confirmed?(4/4)

48

60 80

100

Define Measure

78 85

GRPI Score

Define

Measure

Executive Management Team

Senior Leadership Team

Operations Head

Monthly review

Monthly to Fortnightly

Weekly reviews

Management Routine Confirmation GRPI Management

• Persistency Management • Operations & Customer Service • Training • Distribution • Marketing • Information Technology • Finance

HR

Finance

SKILL SET MAPPING + TRAINING+ ENGAGEMENT

3/10/2017

13

49

Section # 3

Solution/ Improvement Development

3/10/2017 50

In addition to the in-house quality support, the team received external training which reinforced the tools & skills needed to perform their roles in the project & achieve the proposed objective

Solution Selection matrix :- Prioritizing the final solutions by examining their relationship with Time, Cost & CTQ Impact.

Benchmarking :- To compare Max Health Care’s processes with

industry bests and best practices from other companies

Brainstorming:- To list and discuss all possible solutions for each of the root cause identified.

Pugh Matrix:- To determine which potential solutions are more important or ‘better’ than others

Value Stream Mapping :- To identify non value added activities and quick practical and long term solutions

Pilot Testing:- To test and revise solutions before full scale

implementation.

How

Tools used

3.1.1 What methods and/or tools were used to identify the possible solution(s)? (1/3) Why were these methods and/or tools selected? (2/3) How was the team prepared to use the methods and/or tools? (3/3)

Generation of possible solutions Prioritization of possible solutions Validation of shortlisted solutions

WHY

3/10/2017

3.1.2 What data was generated and how was the data analyzed to determine the possible solution(s) / improvement(s)? (1/3)

51

Data snapshot

Possible solutions

• Brainstorming

• Best Practice capturing

• Benchmarking

Generation of Possible Solutions

• Multi voting

• Pilot Testing

• Customer feed back

• Core team’s review feedback

Validation of Possible Solutions

Sl No. Causes

1 Customer is not aware of the registration charges

2 Fake currency management policy

3 Complex estimation process

4 Long registration process

5 Manual discount process

6 Bed management is a tedious at the time of admission

7 No Communication process on new updates

8 No MIS on patient expérience

9 Low frequency of data sharing

10 No Dashboard for FO

11 Low focus on functional review

12 No Dissemination of experience score

13 No waiting area

14 No Queue manager

15 Floating counter unavailability

16 No proper staff sitting area and drawers

17 No Cash counting machine

3/10/2017

3. Low on knowledge and soft skill

2. Infrastructure and wait time

52

• New employee on-boaridng training • Technical training for front office employees • Leadership training for supervisors • Service protocol • Common service language

•Token system installation •Cash counting machine installation •Separate counter for Appointment •Separate and dedicated discharge customer •Queue manager

•Process wise SOP creation and roll out • Front office manual creation •Customer communication through electronic and mobile medium •Fake currency management •New Estimation and Bed Management process

Possible Solutions

3.1.2 What are the possible solution(s) / improvement(s)? (2/3)

32 Possible solutions

2.2.2 Issue categorization

1. Process or policy related challenges

3/10/2017

14

5. Governance and Dashboard

4. Low People engagement

53

•Front office dashboard •Front office ranking and unit ranking for competition • Monthly review with Supervisors • Monthly review with Sr. Management team

• Goal sheet creation • Designation revamping • Remuneration benchmarking • Internal Job Posting process rolling out for FO • Front Office Quarterly, Semi Annually and Annual RnR •Performance linked incentive scheme • Front office out door engagement •Friday fun and learning • New JD and Competency and re-engineering hiring process

Possible Solutions

3.1.2 What are the possible solution(s) / improvement(s)? (2/3) (Contd.)

32 Possible solutions

2.2.2

1

• Process or policy related challenges

2

• Infrastructure and wait time

3 • Low on knowledge

and soft skill

4

• Low People engagement

5

• Governance and Dashboard

6 • Technology Support

Issue categorization

6. Technology support

•Automation of discounts •Automatic clean up of master list • New Registration method •Mobile App and Website

3/10/2017

3.1.2 What evidence showed that the solutions(s) / improvement(s) identified were possible instead of final? (3/3)

Each of the 32 solutions were identified through brainstorming exercise (Step

1 Generation of Possible Solutions)

Brainstorming session with project team

Brainstorming session with management team and solution discussion

Customer research to understand what our customers expect

54 3/10/2017

3.2.1 What methods and/or tools were used to identify the final solution(s) / improvement(s)? (1/2

55

3.1.2 Selection Criteria

32 possible solutions CTQ Impact

Project Performance Indicator

Time Impact Time to implement

Cost Impact Cost of Implementation

Ease Simple to Implement

H High Impact

Medium Impact M L Low Impact

H

L

H

M

3/10/2017

3.2.1 How was the team prepared to use the methods and/or tools? Why were these methods and/or tools selected? (2/2)

56

Time Impact

Cost Impact

Ease

Why

Sigma Impact

To meet deadlines

To meet budgets

Implement-tion and

replication

Maximum impact on

CTQ

• Refresher training on

the tools utilization

• Highlighting benefits of these tools in identifying the root cause

• Team meetings and brainstorming sessions

• Analysis of stakeholder matrix

• Expert opinion of

Champion / Sponsor • War room set up where free flow of discussions can happen

3.1.2

3/10/2017

15

3.2.2 How were the methods and/or tools used to determine the final solution(s) / improvement(s)? (1/2)

57

Solution Selection Priority Number

Final Solutions

Solution Selection Matrix

Generation of possible solutions Prioritization of possible solutions Validation of shortlisted solutions

Time Impact Cost Impact Ease of

implementation

CTQ Impact

1 2 3 4

Resistance to Change

5

3/10/2017

3. Low on knowledge and soft skill

2. Infrastructure and wait time

58

• New employee on-boaridng training • Technical training for front office employees • Leadership training for supervisors • Service protocol • Common service language

•Token system installation •Cash counting machine installation •Separate counter for Appointment •Separate and dedicated discharge customer

•Process wise SOP creation and roll out • Front office manual creation •Customer communication through electronic and mobile medium •New Estimation and Bed Management process

Possible Solutions

3.2.2 What was the final solution(s) / improvement(s)? (2/2)

26 Final

solutions

2.2.2

1

• Process or policy related challenges

2

• Infrastructure and wait time

3

• Low on knowledge and soft skill

4

• Low People engagement

5

• Governance and Dashboard

6

• Technology Support

Issue categorization 1. Process or policy related challenges

3/10/2017

5. Governance and Dashboard

4. Low People engagement

59

•Front office dashboard •Front office ranking and unit ranking for competition • Monthly review with Supervisors • Monthly review with Sr. Management team

• Goal sheet creation • Designation revamping • Remuneration benchmarking • Internal Job Posting process rolling out for FO • Front Office Quarterly, Semi Annually and Annual RnR •New JD and Competency and re-engineering hiring process

Possible Solutions

3.2.2 What was the final solution(s) / improvement(s)? (2/2) (Contd.)

26 Final solutions

2.2.2

1

• Process or policy related challenges

2

• Infrastructure and wait time

3 • Low on knowledge

and soft skill

4

• Low People engagement

5

• Governance and Dashboard

6 • Technology Support

Issue categorization

6. Technology support

•Automation of discounts •New Registration method •Mobile App and Website

3/10/2017 60

3.2.2 What is (are) the final solution(s)/improvement(s)? (2/2)

SOP Creation

Best in class bed management system

Common Service language and protocol Mandatory On boarding training

Customer communication

3/10/2017

16

Potential solutions

Prioritized solutions

Pilot and implement

26Validated Solutions

Multi Voting

Failure Mode Effect

Analysis

Solution selection

matrix

3.2.3 How were the final solution(s)/improvement(s) validated? (1/2)

19 Final Solutions

Final solution validated through pilot testing ( Step 2 Validation / 3.1.2 )

How

Pilot Test

61

Since P value is less than 0.05 Hence the test proves there is a difference and solutions implemented has an impact

Generation of possible solutions Prioritization of possible solutions Validation of shortlisted solutions 3/10/2017

3.2.3 What evidence showed that validation was performed prior to implementation? (2/2)

62 3/10/2017

63

3.2.4

What additional potential benefits were anticipated from the final solution(s)/ improvements? (1/2)

Additional benefits Measure

Process Efficiency

Process efficiency

Revenue

Flagging

Revenue

Soft

Soft

Soft

Customer Retention

Trained staff

Gross revenue

Turn Around Time

Brand impact

EBIDTA

Employee engagement Score

Number of customer in a year (MRD reporting)

No.of Days

Financial reporting (US$)

% within 1 days

Independent Survey

Financial reporting (%)

HR reporting (%)

3/10/2017 64

3.2.4

Were the additional potential benefits anticipated prior to implementation ? (1/2)

Additional benefits Nature of Benefit

Process Efficiency

Process efficiency

Revenue

Flagging

Revenue

Soft

Soft

Soft

Customer Retention

Trained staff

Gross revenue

Turn Around Time

Brand impact

EBIDTA

Employee engagement Score

Anticipated

Anticipated

Anticipated

Anticipated

Anticipated

Not Anticipated

Not Anticipated

3/10/2017

17

3.2.5 What data were generated and how was the data analyzed to justify why the chosen final solution(s) / improvement(s) should be implemented? (1/2)

32 possible solutions

26 shortlisted solutions

26 justified solutions

26 validated solutions

Solution Selection Matrix / Brainstorming,

Multi-voting

65

Cost Benefit Analysis – • BY analyzing the relationship of the proposed solutions with time,

effort and cost involved quantifying it with a score. The higher the score the less feasible the solution

Fail Safe Mechanism – • BY analyzing potential failure modes, their occurrence, and severity.

Higher Risk Priority numbers were then worked upon further for improvement on risk mitigation.

Scenario Building – • Each of the final solution was discussed in teams to generate

alternatives based on a matrix of Control and Impact - High Control and High Impact solutions.

How

3/10/2017

3.2.5 What evidences showed that justification was performed prior to implementation? (2/2)

66

Evidences of pilot test which were performed prior to implementation Evidences of pilot test which were performed prior to implementation

3/10/2017

3.3.1 How was the correctness of the initial or updated project scope, deliverables and timings confirmed (or, what changes were made)?(1/4)

Through toll gate review the correctness of the project scope, deliverables and timings were checked

67

Project scope check

TOLL GATE CHECK LIST

Project Timelines

Check

3/10/2017

3.3.1 How were stakeholders involved and / or communicated with during the solution / implementation phase of the project? (2/4)

68

Stakeholder Groups How

• Obtain voice of customers

1.3.1

Communication Mechanism

• One on one meetings, SMS, e-mailers and letters

• Monthly Reviews with Executive Management team •

• Project review tollgates • Email update

• Helps prepare selection criteria • Monitoring and validating pilot test results

• Fortnightly Project review • Email update

• Contributing new ideas for improvement • Mentor project team for DMAIC approach •Drive the project timelines and schedules through toll gate review •

• Weekly Project review • MIS and Reports • Email update

3/10/2017

18

3.3.1 What stakeholder resistance was identified and / or addressed in this phase of the project ?(3/4)

69

Stakeholder Groups Resistance

• Why should I visit your hospital again

1.3.1

Action

• Pilot runs to show benefits of policy

Budget allocation for high system development cost

• Benefit realized and costs spent was made part of the regular updates

Adaptability of the teams to accept changes in their respective process

• Team alignment done before initiating the project • Necessary R&Rs put in place for the project

• Fear of change & perception of

extra work. • Are we equipped enough to bring

change

• Tracking mechanism put in place

M

3/10/2017

How was the appropriateness of the initial or updated team membership and management routines confirmed? (or, what changes were made) (4/4)

3.3.1

70

Management routine confirmation

GRPI Management SKILL SET MAPPING + TRAINING+ ENGAGEMENT

Persistency Management Operations and Customer Service Training Distribution Marketing Information Technology Finance Legal Actuaries

Executive Management Team

Senior Leadership Team

Operations Head

Monthly review

Monthly to Fortnightly

Weekly reviews

3/10/2017

71

Section # 4

Implementation and Results Verification

3/10/2017

4.1.1 How were stakeholders involved in planning the solution / improvement implementation? (1/2)

72

How

• Listening to customers through our listening posts • Affirmative response to the process change

• Review and approval of strategic decisions • Continuous review of progress made on solution implementation • Driving Change management

• Providing expert advice • Facilitating cross functional group discussions and resolving inter-linkage issues • Review progress and monitoring of results

• PLAN-DO-CHECK-ACT • Improvise processes to deliver accurate results • Implementation of solutions • Internally review project progress weekly • Business analytics and validating improvement actions

•Head Service Excellence & Customer Operation •Head Information Technology •Head Quality

Project Sponsor Project Champion Project Leader Project Mentor ( Black Belt) Team Members from Front office team, IT, HR, Support service heads, Transformation office, Quality, Training

Patients Attendants

Stake holder groups

Designations

•MD & CEO Officer •Chief Growth Officer • Chief People Officer •Chief Financial Officer •Director Operation

3/10/2017

19

4.1.1 How were stakeholders involved in implementing the solution/improvement? (2/2)

Stakeholder involvement

Approve

Implementation plan

development

Resource allocation

SOP developm

ent Training

Validate results

Communicate

73

1.3.1

Stakeholder Group

Customer

Management Committee

Operations Quality Council

Cross Functional

Project Team

3/10/2017

Potential Stakeholder

Impact Allegiance AIH LIH HIH MIH

L

H

M

M

M

H

H

H

H

H

H

Follower

Advocates

Indifferent

Follower

Follower

Advocates

Advocates

Advocates

Advocates

Advocates

Blockers

Resistance Encountered

4.1.2 What was done to anticipate resistance before it occur ? (1/3) What type of resistance were actually encountered during the course of solution/Improvement implementation? (2/3) How was the actual resistance identified ?(3/3)

Why Should I continue with Max health Care?

Budget Allocation for system development cost

Adaptability of the team to accept changes in their process How will the change impact the process?

Fear of change & perception of extra work Have we indentified the real cause? Are we equipped enough to bring changes?

Management Committee

Customer

Operations Quality Council

Cross Functional

project team

CEO

CGO

CPO

Patient / Attendant

HOD - SE

HOD - IT

HOD - Quality

Sponsor

Champion

Project Leader &

Team

74 3/10/2017

4.1.3 How was the actual resistance addressed (1/2) ??(2/2)

o Resistance to possible changes in process.

o Built Customer Centric Culture Across the Organization.

o Distribution Alignment With Organizational Long Term Objectives

o One On One Meetings with Customers to Explain Benefits and Features of the Policy.

o Long Term Benefits Sharing with the comparison of other financial projects available.

• One on one meetings • Group discussion • Alignment to organization’s big picture and vision by sponsor and champions

One on One Meeting

Group Discussion

• One on one meetings with cross functional SPOCS to resolve issues • Long term benefits sharing with the comparison of other services project

• Monthly team meetings and idea sharing with key stakeholders • Weekly team meeting on progress and new initiatives • Fortnightly project team meetings with champion

Alignment to organization big picture and vision by sponsor and champion

• Workshops conducted across Pan Max supervisors • Sharing the big picture and the organization’s common goal • Created lighthouse within and cross functional team

75 3/10/2017

4.1.3 How did the team know it was successful in addressing the resistance?(2/2)

76 3/10/2017

20

4.1.4 What was the evidence of stakeholder buy in ?(1/2)

77

•MD & CEO Officer •Chief Growth Officer • Chief People Officer •Chief Financial Officer •Director Operation

•Head Service Excellence & Customer Operation •Head Information Technology •Head Quality

Project Sponsor Project Champion Project Leader Project Mentor ( Black Belt) Team Members from Front office team, IT, HR, Support service heads, Transformation office, Quality, Training

Who Stakeholder Groups

Patients Attendants

M

Degree of buy in High Acceptance - Accepts the Change - Does not accept the change

• Obtaining customer voice

• By obtaining approval at every stage

• By involving them in pilot and acceptance testing

• By involving them in development and implementation of solutions

• Developing and implementing the solutions

H

H

H

H M L

Acceptance Acceptance Assurance

3/10/2017

4.1.4 What evidence showed that buy-in was obtained prior to implementation(2/2))

78

Leader’s message on Service

Launch e-mail

Chairman’s message on Service Excellence

3/10/2017

79

• New Front Office competency based interview, JD created for hiring, IJP policy redesigned • New Designation and growth path created for FO • Goal sheet created and yearly/quarterly RnR launched • Performance linked incentive scheme created and rolled out • Hiring bench created for quick replacement

• Queue management – token system rolled • Fake currency management process rolled out • Emergency grace period process rolled out • Grooming and disciplinary process rolled out • Service protocol and pledge rolled out

Gap Area

Process reengineering

People

• New on-boarding training program for new joinees started (for 5 days) • Technical training, certification and promotion licked training program launched • Mindset , motivational and supervisor training done • Critical situation handling training done a

People Skilling

• New patient registration module created • New estimation module created • New bed-management module created • On the spot customer feedback capturing started through tab and sms

Technology

• Front office dashboard created with unit level and Front office head level ranking • Daily MIS at unit and supervisor level created • Attrition and engagement survey done

Dashboard

Solution Implemented

H

H

H

Impact

H

M

High Impact Medium Impact Low Impact H M L

4.2.1 What process(es) or system(s) were changed or created to implement the solution / improvement? (1/2)

3/10/2017

New estimation module rolled out after making technology and process changes

Automatic logic based Estimation

module

4.2.1 What systems were changed or created to measure and manage the performance of the implementation? (2/2)

80 3/10/2017

21

4.2.1 What systems were changed or created to measure and manage the performance of the implementation? (2/2) contd..

New registration module rolled out with only mandatory field . Field reduced from 26 to 9 mandatory fields only

81 3/10/2017

4.2.1 What systems were changed or created to measure and manage the performance of the implementation? (2/2) contd….

82 3/10/2017

4.2.1 What systems were changed or created to measure and manage the performance of the implementation? (2/2) contd….

New bed management module created - which shows the cockpit view of complete hospital and assignment of bed, patient details

83 3/10/2017

4.2.1 What systems were changed or created to measure and manage the performance of the implementation? (2/2) contd….

Web based Customer

Satisfaction Scores started

84 3/10/2017

22

35%

46% 47% 50% 51%

FY15 Q1 FY16 Q2 FY16 Q3 FY16 Q4 FY16

Customer Exprience Score

Customer Experience Score (IMRB) - Trend

4.3.1 What were the results? How did the results compare to the specific project goals/measures from Item (2.1.1)?(1/4)

CTQ 1 : Customer Experience Score. Target : 50% T2B-B2B

85

During Project Post Project Pre Project

3/10/2017

2.56

2.07

1.30 1.07

0.81

FY15 Q1 FY16 Q2 FY16 Q3 FY16 Q4 FY16

Customer Issues

Customer Complaint Incident rate per thousand - Trend

86

4.3.1 What were the results? ( Contd..) How did the results compare to the specific project goals/measures from Item (2.1.1)?(2/4)

CTQ 2 : Customer complaint incident rate (per thousand). Target 10% improvement from baseline of 2.56

During Project Post Project Pre Project

3/10/2017

50%

41% 46%

31% 35%

FY15 Q1 FY16 Q2 FY16 Q3 FY16 Q4 FY16

Front office Employee Attrition

Front office Employee Attrition Rate (trend)

87

4.3.1 What were the results? ( Contd..) How did the results compare to the specific project goals/measures from Item (2.1.1)?(3/4)

CTQ 3 : Front office Employee Attrition Rate. . Target : 40%

During Project Post Project Pre Project

3/10/2017

4.3.1 What were the results? How did the results compare to the specific project goals/measures from Item (2.1.1)?(4/4)

88

Health Care Summit and Award : Best in Patient Experience

Best healthcare Brand : Best in Class

Special Category award in Customer Category Project : Max Group of companies

3/10/2017

23

89

4.3.2 How did the team measure any of the additional benefits that were "Soft”? (1/2) How do the actual additional benefits that were realized compare to the expected additional benefits identified in Item 3.2.4?(2/2)

Additional benefits realized Measure Baseline Expected Achieved

4.5 M 5.0 M

Top 10 #1

70% 75%

3.2.4

Customer Retention

Trained staff

Gross revenue

Turn Around Time

Number of customer in a year (MRD reporting)

No.of Days

Financial reporting (US$)

Brand impact

% within 1 days

Independent Survey

EBIDTA Financial reporting (%)

Employee engagement Score HR reporting (%)

5.5 M

-

60%

300 M 327 M 262 M

100 180 60

10.2% 10.2% 10.1%

90% 90% 80%

3/10/2017 90

Section # 5

Sustaining and communicating

Results

3/10/2017

5.1.1 What was done to make sure the process or system changes made during the implementation (Item 4.2.1) continued to be followed? (1/2)

5.1.1 What was done to make sure the process or system changes made during the implementation (Item 4.2.1) continued to be followed? (1/2)

91

Project Team Project heir

Documentation and implementation of new processes Process scorecards shared with main stakeholders Designation of project heir to ensure sustainability and report results

Final Solutions

New bed management module

Automatic Estimation Tagging Module

Tracking instant patient feedbacks through

New registration module

Web based patient satisfaction scores

Daily productivity reports

Principle Changes

One view of Front Office Dashboard

New procedure documented ISO 9001:2008

Key indicators included in management charts

Key Metric introduced in front office goal sheet across all levels

Established procedure for new process

Key indicators included in management charts

New Procedure documented ISO 9001:2008

Fortnightly quality report published

Role of Project Heir

Apply Six Sigma methods and tools to sustain project results

Monitor and control improvements achieved during project

Present ongoing results monthly

Extend the improvements further

3/10/2017

z

1.Control Plan Developed

2.Process changes as per NABH Standards

3.Web based dashboards for real time monitoring

4.Visual Management & Control trough Charts

5.Monthly reports by project heir to Management Committee

Project Team Project heir

Multiple actions were taken to ensure the continuity of changes in process/systems

5.1.1 What was done to make sure the process or system changes made during the implementation (Item 4.2.1) continued to be followed? (1/3)

92 3/10/2017

24

5.1.1 What evidence showed that this became part of the organization’s culture /operating strategy ? (2/2)

93

It became organization’s culture

How it became the organization's culture?

• Process circulars through a centralized process control unit • Documenting of processes • ISO certification of processes • New letter • Sharing best practice on knowledge portal “Max Spirit”

3/10/2017

Project Team Project heir

Dash Boards & Control Charts

5.1.2 What was done to make sure the benefits obtained from the implementation (Item 4.2.1) were maintained?(1/2)

Measurement & Control system designed for the projects

Process/System Changes 4.2.1

Dashboards & Control charts

Customer Issues

Attrition

Customer experience

Process Efficiencies

Regular reinforcement leader’s message and email campaigns

94 3/10/2017

95

5.1.2 What evidence showed that this became part of the organization’s culture/ Operating strategy?(2/2)

3/10/2017

Meeting with Teams Project closing meeting with cross functional project team

Meeting with Stakeholders Meeting with operations quality council to share the

results & introduce the project heir

Formal project Closure Closing presentation to operations quality council &

management committee

Updating all employees Publication through internal communication channels ( Emails, Intranet, News Letters , Posters and Standees)

Communicate !! Communicate !! Communicate!!

5.2.1 How did the team communicate the results to the various stakeholder group?

96 3/10/2017

25

97

Key Message

3/10/2017

Thank You !!

98 3/10/2017