Project: Coke Moisture Reduction
Tata Steel produces steel using Blast Furnace-LD [BF-LD] route. In BFs, the raw material is converted into
liquid hot metal using coal and coke as fuel. Coke is a hardened version of coal with reduced moisture, is
produced in-house through carbonization process which costs ~40% of steelmaking process. A model was developed to reduce moisture content in coke by 10%. The model is well-validated with plant and leading to reduction in water consumption by 3.38 Mgd and CO2 emission by 0.6%.
Project: Reduction of Hazardous Oil Wastage at Pantnagar Plant
The Project focuses on reducing hazardous waste generation in one of the chassis assembly plants of Ashok Leyland from 5.2 L/ Vehicle to 3.068 L/ Vehicle and contributed in company’s commitment towards environment. Team utilized Advanced Problem-Solving tools like spaghetti diagram, Control chart, 1-way Anova, Regression analysis, Hypothesis testing, along with GEMBA Observation to identify and Validate root causes. The reduction of 60% in hazardous waste generation not only helped organization to inch towards sustainable development but also provided an opportunity of additional production of 50 Vehicles thus improving the Organization’s revenue by INR 75 Million
Rupantaran is a project of enhancing “Service to Recruitment” conversion for select 60 oﬃces in agency sales channel. Project goal was to enhance S2R conversion rate from 4% to 5.5%.Quality Tools: SIPOC, Cause and eﬀect matrix, Ishikawa Diagram, Solution selection matrix, One way Anova, 2 T Test & GRPI Project Result: S2R Conversion improved from 3.96% to 6.14% Business Impact: 30 Cr. It contributed 11% to the mission of 10,000 agents through S2R.
Project: Backhoe Loader
The project is related to JCB mantra of “One Global Quality” driving reliability improvement of JCB Backhoe Loader to surpass customer expectation & maintain the leadership position. Project has been driven through the Six Sigma Problem Solving Methodology. Quality tools like DOE, Cause & Effect Diagram, SIPOC, Pie Charts, 4 Quadrant analytics, scooping tree, Hypothesis analysis, process capability, Process FMEA, Box plots etc. have been used. As a part of project result – India Backhoe Loader achieved best in Group position with 53% reduction in 3 Months warranty defects with 23% reduction in sub-system warranty cost.
Project: Improving Overall Equipment Effectiveness
This project focused on improving the Overall Equipment Effectiveness (OEE) in a Horlicks Manufacturing Value Stream. Goals were achieved using PDCA methodology and four step continuous improvement framework developed by the organization. Benchmarking, Ishikawa diagram, 5 Whys, Priority Matrix and Multivoting tools are used by the team to improve OEE from 79% to 85% generating annual savings of 780 kGBP. In addition, the employee absenteeism was reduced by 20% and Yield was improved by 25%.
Project: Member Loyalty Improvement
This project is about Improving the Reservation Experience & Resort Occupancies leading to higher Member Loyalty for the period FY17 and FY18. Reservation NPS Score at 40% (FY16) and Resort Occupancies at 81% (FY16). Data Analysis, Solution identiﬁcation was done through various tools and techniques- 7 QC tools, PDCA, CAPA used extensively. This resulted in Reservation NPS scores at more than +65% and Resort Occupancies at 86% (FY18). The logic was 1% occupancy = 10,000 Room Nights (1 room night = INR 2000 ARR, so 5% increase in occupancy lead to INR 10 crores increase in bottom line)
Project: LoRA Telemetry
Coal-based thermal power plants are huge polluter. One such problem area at NTPC Vindhyachal is the ash dyke over ﬂow lagoon water level. The ash water lagoon is situated some 10 to 15 kms away from a typical powerhouse and the ash water re-circulation pump house is located somewhere near the ash dyke. It has the distinct disadvantage of monitoring the lagoon water level. Bringing water level to such a great distance is a challenge. But armed with LoRa technology we took up the challenge and moved towards an efficient, cheap & achievable solution. With 13 dBm radiated power levels and on line-of-sight (LOS), LoRa can comfortably transfer data from the ash dyke to the boiler head, which is at a height of 65 meters (200 G.). This project shows how LoRa spread spectrum technology together with little bits of Arduino ingenuity can help to work around on very low power battery driven long distance & diﬃcult communication problems more efficiently yet at much less cost.
Project: Improving Closure% in Late Invoice Process
UK guidelines specifies, if a Utility customer’s bill gets pended for more than 365 days it should be written off. Closure% of Late Invoice process was at 49.35% which was impacting the cash flow due to inflow spike, hand off, onshore dependencies etc. TCS with its SMART approach improved this situation by reducing dependencies, leveraging Resource Optimization and Automation resulted improved closure % to ~70% and write-off savings of 25Mn USD annually leading to 100% CSS.
Project: Material Cost Reduction through Painting Process Optimization
Reduce material cost by reducing paint consumption from 421 to 370 rupees/vehicle. Data collection done at gemba and statistical validation done. Regression method applied to narrow down the critical parameters. Tools and techniques including Pareto, Cause and eﬀect analysis, Hypothesis testing used for data analysis phase and Design of Experiment and Response surface optimizer used for improve phase. Results were veriﬁed and the consumption was reduced to 366rupees/vehicle and all the side eﬀects are validated in terms of Quality, Cost and Delivery.
Project: Building Enhanced Experience for Wireline Segment
With the current market dynamics, it’s pivotal for our client to focus and advance their customer experience in order for them to sustain and grow their market share. TCS being their valued partner, has initiated a project to improve NPS in “order to activate” oﬀering for Wireline Segment. Improved the NPS score from -43.7 to -18.66 and maintained over a period of 12 months now. Overall, 41.7 Mn delivered as a Business value add savings with the reduction of detractor % from 62 % to 49%
Project: Automated Claim Auditing System
Inaccurate payments and rework are real world risks which drive provider and member dissatisfaction in any US health claim processing back-oﬃce. Even with accuracy rates of 99.7% and higher, our clients continue to complain about high medical loss ratio compared to their peer groups and demand automation to reduce costs. We run Innovation Councils with four of our key clients. We partnered with some of them to develop an automated solution to dramatically improve the sample sizes, time to audit, reduce claims leakages, rework, and interest outgo. More importantly, we built an intelligent system which would constantly learn and mimic our best auditors both in terms of “knowledge” and “experience”. The project details the journey of our pilot and ﬂagship implementation of the Automated Claim Auditing System.
Project: Re-engineering of Primary Water Dosing System
AT NTPC Singrauli, the current Primary water dosing system in generator appears to be confusing to customers and it is considered to be a difficult and time – consuming process for maintenance of system. No control and information was available to customers. The re-engineered system will be simpliﬁed and improved for a better value proposition for both the customers and maintenance engineers. It will result in customer loyalty, inventory reduction, huge intangible cost beneﬁts and increasing the cost of generator in the long run. The tools which were used were In frame/ Out Frame, Brainstorming, Fishbone analysis and Pareto chart etc. The Project resulted in Remote monitoring and control of conductivity, No fear of obsolescence, Upgradation to new technology is not required Redaction in Cost of spares and Reduction in Plant outage. The project had tangible beneﬁts of Rs.9 lakhs for 1 unit and intangible beneﬁts of approx.Rs.260 cores as the projects will increase the life of generator in the long run. This pilot projects is being implemented in other units of NTPC ltd.
Project: Skin Panel Strike Rate
The rising sales of passenger cars in India has led to a growing demand for high end automotive steel for body panel applications. Tata Steel aims to increase its sales of Galvanised auto panels by 30 % over the next 3 years by a 10 % Y-o-Y improvement in the quality rate. The project aims to improve the quality rate from 59 % in FY 16 65 % in FY 17.
Project: Reduction of E2E Cycle Time of Claims
Inherent Process complexity in Components and Accessories Claim process was leading to longer Cycle time which in turn impacted delivery along with customer experience. Using LSS methodology and tools like Hypothesis test, correlation analysis, VA/NVA analysis etc the process was simpliﬁed which resulted in cycle time and claim pay out reduction.
Project: Reduction in SOD Values in CCR Rods
This project is regarding the “Reduction of Surface Oxide” in Copper Rods to improve its performance at customer end and also to reduce high cost (around INR 7.74crores/annum) on business. OEM recommended to install new machines for oxide reduction – It requires a long shutdown time and capital expenditure of INR 90 crores. Team accepted this challenge of Surface oxide reduction without any shutdown, CAPEX and in 6 months’ time frame. Team adopted DMAIC methodology and achieved the Target.
Project: Support Structure Re-engineering – Getting Future Ready
Concentrix in continuation to organization growth, has acquired Services business unit (i.e., New Organization Acquisition). A study is needed to understand the unique design for the support structure and re-design the uniﬁed / standard support structure. Based on the VOC captured of Leadership team, project team understands the business need to Re-assess & Re-align the Support Structure. Considering the fact that BPO industry has evolved from the manual era to automation era and on the edge to move in future era (robotic solutions, Artiﬁcial Intelligence solutions, etc.) the support structure needs and requirements have not been assessed or assessed only to limited extent. Hence, the team has decided to choose this as one of the key strategic projects to be future ready.
Project: Network Design Optimization
This project aims at achieving company’s long term objective of achieving cost leadership. This project deals with optimization of network and route to serve without compromising on customer satisfaction level; so as to reduce logistics cost of Tata Steel and help in meeting departments target of cost reduction in FY’18 by INR 90 crores wherein this project contributes INR 30 crores. This project highlights the impact on outbound network post implementation of GST in India.
Project: Enhance Product Excellence in APEAL Quality for Scooter models
Improve TGR score from 838 to 854 in JD power syndicate survey. Data Collection done at gemba and statistical inference done using Pareto, Histogram, Outlier test, Process capability analysis, Normality test, Individual distribution identiﬁcation. I-MR chart, Run chart, Statistical cause validation done through 1-sample t-test, One Way ANOVA, Chi-square test, Gemba veriﬁcation to narrow down the vital causes. Tools and techniques including Cause and eﬀect analysis, Hypothesis testing used for data analysis phase and Test Hypothesis (2 sample t-test, 2 variance tests, 2 proportion test) and Individual value chart used for Improve phase. Results were veriﬁed and the TGR score improved to 845 in 2018 survey and all the side eﬀects are validated in terms of Productivity, Quality, Cost Delivery, Morale and Safety (PQCDMS).
Project: Reward & Penalty (Revenue Maximization)
Penalty Reduction & Reward Maximization is one of the key levers to achieve success on Revenue Enhancement, and thereaGer taken as a strategic project for 2018. The goal of this project was to focus on the revenue enhancement by reducing Penalty and maximizing Reward across the eligible accounts and, a lso improve client satisfaction enabling a stronger relationship. The project also created strong guidelines and a robust structure for faster improvement of the KPIs and rapid action implementation