South Asia Team Excellence Awards Competition 2016
Top 16 Finalists

eclerx

2016 GOLD WINNER

Project: SPMD Automation

This project focused on improving product catalogue coverage from 60% to 80% for a major computer technology company’s online parts and upgrade operations. The team applied Lean Six Sigma methodology and used Brainstorming, Fishbone, Process Door Analysis, Hypothesis testing, and Control Charts. Upon project completion, the team processed 300% additional volumes, saved AHT by 50% and improved process quality by 70%. Subsequently, the catalogue coverage was increased by 21%, offering the client additional revenue of $18.2 million.

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eclerx

2016 SILVER WINNER

Project: Improving Trade Drafting Accuracy

Error prone process of Drafting Equity trades with limited automation scope and delays in meeting regulatory despatch was now a BAU. A DMAIC project was initiated where with the help of FGDs, Affinity Diagram, Ishikawa, Hypothesis testing and SPC tools, we identified and neutralized vital X’s. This Six Sigma project yielded benefit of 1.6 FTEs, AHT optimization of 45% and error rate reduction from 300 to 25 error/month, thereby improving customer satisfaction.

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2016 SILVER WINNER

Project: LP Planning

Due to ongoing competitive environment, prevailing industry & market scenario, business objective for profit maximization was chosen to meet stakeholders’ expectations. This project helped in increasing availability of 8mm TMT rebars (higher value product) from 37kt/month by capability building at its Steel Processing Partners using TQM methodology & tools and thereby addressing customers need to improve product mix basket. This project has resulted in audited savings of INR 11.67 Cr. to the organisation.

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2016 BRONZE WINNER

Project: CO2 Yield

CO2 is one important RM for carbonation of beverages. We use more than 3k ton CO2 in a year with RM yield @68% and Cost loss 7MM INR. Challenged to achieve yield>90% (Global Benchmark). Used TPM methodology for eliminating leakage loss, Six Sigma (ANOVA, Regression & DOE) for process optimization and Innovation for eliminating process loss. Yield improvement to 91% & Savings realization of 4MM & 3MM is expected till December 2016.

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2016 BRONZE WINNER

Project: Enhancing NACH

Purpose of this project was to improve ECS registration process in Western Region of Max Life Insurance. Since 90% of policies get sourced by ECS billing method at Max Life , it contributed in premium collection & revenue generation. Tools used are SIPOC, Ishikawa, Process Analysis, FMEA, 2p Test & Chi squre test. ECS Registration improved from 65% to 75% in the project period & sustained post project closure. CSAT was improved through timely ECS registrations.

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wipro

Project: Rework and Rerework Reduction

This project earmarked development of some industry differentiators and transformation accelerators for the US healthcare payer market. While some solutions resolved challenges resulting from processing errors being committed due to legacy platforms and complex calculation / determination steps, others resolved industry cost pressures due to “Bad Rework” being generated. Wipro developed a GUI for AS 400 platforms with embedded robotics to assist a processor to adjudicate the claim in an accurate and efficient manner.

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Project: Maximising Non-FRYP ULIP

This project was taken to improve 180 days retention rate for ULIP policies post first year renewal. By using Lean and Six Sigma methodology, 9 core issues were identified & cross functional team formed with a target to improve the performance. This project enabled us increase the retention rate non-FRYP  ULIP policies with a direct revenue impact of Rs 7.9 Crs. The project also contributed towards reduction in surrender of ULIP polices.

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Project: Dhanvridhi

The project “Dhanvridhi” was taken up to maximize renewal income by enhancing overall retention rate. With the usage of Lean and Six Sigma methodology, 11 core issues were identified & across functional team formed to improve the performance. This project enabled in improving overall retention rate with a direct revenue impact of Rs 28.8 Cr. Additionally, the project resulted into improved persistency & helped Max Life better it’s conservation ratio.

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Project: JCB

At JCB, our group CEO envisioned the theme as “One Global Quality”. JCB India top management team decided to reduce the warranty FPM to 0.10. Various quality & statistical tools like FEA, Pareto, Check sheets, Cause & Effect, Brainstorming and FMEA were used. The best solution was suggested and implemented. Some changes were made in product & process design. At the end of the journey, the team was able to reduce the warranty FPM to 0.04 for 2016. As a result JCB achieved the market share of 75% in India. The warranty cost reduced from Rs 10691/machine to Rs 6539/machine approx in 2016.

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Project: Reduction of Tooling Item Cost

Six Sigma project on “Reducing tooling cost” (clamping unit) by 30% which can increase, profitability by 1% on all products. This project had potential saving of more than 1.5 crore rupees for one business unit and having opportunity to replicate at two other business units. In this journey we have used appropriate methods like DMAIC, Lean and Innovation at appropriate places. This project was successfully completed in 3 months of period with extended benefits of 75% reduction v/s target of 30% and improved predictability by 75%.

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Project: Enhancement of Clear Case Pass Percentage

Clearcase rules are auto-underwriting rules which are defined in UW system to screen and kick out substandard lives for manual underwriting. It plays important role on TAT, Cost, Customer Satisfaction. 3 major strategic themes enrolled in solution implementation – system enhancements, process change, communication. Achievements – Clear case pass % went from 78% to 68% (Target was 75%). Smart automation rules led to reduced Policy Issuance TAT and improved CTA scores and mortality experience over last few months.

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Project: Mission Pride

Max Health Care’s focus on patient satisfaction and Seva Bhav continued in FY 16 and the path to service Excellence was paved with various initiatives like Front Office transformation journey – Mission PRIDE, Seva Bhav training for all supporting cadre, process re-engineering and quality initiatives. Transparent foals, robust governance mechanism and encouragement through reward and recognition helped the cause. First ever “Project of the Year Exhibition” was organized in the company, promoting the culture of quality – 60 projects participated.

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Project: Quality First Forum

Quality First Forum was a project initiated to build a culture of quality in the organization, so that quality goes from being a set of rules to be followed as a way of life. The Simplex process methodology was used to execute this project. The outcome of this project was integration of quality into the outlook and attitude of employees in everything they do resulting in an organization which spends significantly less on fixing mistakes.

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Project: Team catalyst

Mahindra Auto sector had the warranty failures in Maxximo Mini Van which were not getting resolved by conventional methods. As this was adversely impacting customer satisfaction and no solution seemed forthcoming, top management  formed a team  called  ‘Catalyst’ to use a radically different approach to solve the problem within a years’ time. The team adopted DMADV Six Sigma approach which brought in an  creative approach to  problem solving and also improved systematic team work between  the supplier, manufacturing function and R&D function, which were based in different cities.  This approach resulted in the project goal of 10x warranty failures reduction being achieved within 10 months, besides monetary saving to the company .

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Project: Reduction of Supplier Rejects

Lean Six Sigma project was initiated to reduce order rejects which helped reduce delays in service delivery and on time revenue realization for world’s leading provider of IT solutions & communication services. The reject percentage was reduced from 18.07% to 9.61%.

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Project: Splash Bar Transaction

Freight is one of the biggest cost line for HCCB and is increasing every year because of volume growth. It’s a must for a company like us at this scale to leverage all the levers of freight and book the profit. One untouched lever was freight monetization with other companies as there is a huge seasonality in our business. DMAIC Approach was used to complete this project. An opportunity of 30MM was identified and trials with Asian Paints and Britannia were successfully conducted.

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Project: Vikram Cement Works

Cement industry is an energy intensive industry and fuel costs continue to remain a significant value driver. The Vikram Cement Works strives to reduce this cost through process optimizations and improvements. The use of alternative fuel leads to reduction in fuel cost i.e. economical benefits, at the same time, it has reduced the threat to environment & society by disposing of wastes in cement kiln. To be sustainable in cement business i.e., to add value for environment protection & surrounding and to reduce cost on thermal energy. Enrichment in TSR (Thermal Substitution Rate) was achieved by Maximisation of Tyre Dust (Carbon Powder) from 0.42% in FY14 to 2.67% in FY16 and cost saving of Rs. 625 achieved by replacing coal.

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