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Brief History
ASQ's South Asia Team Excellence Award (SATEA) is an annual award and recognition program. SATEA provides teams an opportunity to assess their performance against an excellence framework. The SATEA Criteria exemplifies quality in action. This is an outstanding program for showcasing the amazing accomplishments of teams across functions to improve quality in every function of their organizations.
SATEA aims to be a catalyst for promoting a culture of collaboration, innovation, and excellence within organizations and across industries.
The SATEA Purpose
The purpose of the SATEA Criteria framework is to help organizations benchmark and improve the results of their projects regardless of organizational size, industry type, or project type with the use of any kind of tools and methodologies.
SATEA recognizes and celebrates outstanding team achievements across domains of organizations like yours who are increasingly focused on advancing a culture of quality-based practices to accelerate business value and drive growth. Team project entries spanning every sphere of a business entity demonstrates the use of the universal SATEA framework applied to projects of varied hues and nature to achieve organisational goals. This prestigious award aims to acknowledge and honour teams that have displayed exceptional performance, creativity, and effectiveness in addressing challenges, driving innovation, and achieving remarkable results to improve business performance and customer delight.
2023 Tata Power Company Ltd
Project: Improvement of Flue Gas Exit Temperature
Improvement of Flue Gas Exit Temperature from 142.72 °C to 138 °C. Innovative Tool Used – Inputs for Process/Logic modification were derived by Multiple Regression Fit Model & Optimize Response tool, Implementation of individual corner SADC Damper Operation. Result – Flue gas exit temperature reduced from 142.72 °C to 138.53 °C. Savings – ₹ 6.54 Crore/year for One Unit Operation.
Click here to Download the Presentation2019 eClerx Services
Project: Increasing Transactional Sales Rate
eClerx CHAT-Repair process deals with customers reaching client website for account related/Repair issues and supporting customer in resolution through Chat. We also pitch customers by offering to add services like Internet, Cable, phone and home security in addition to existing products. This project aims to improve Transitional Sales Rate (%) from the baseline of 0.91% to 1.75% of total Chat interactions. This will improve Client revenue and also enhance profitability and business prospects for eClerx.
2018 TATA Steel
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%.
2017 Ashok Leyland
Project: Reliability Improvement of Reaming Machines
This project contributed to Ashok Leyland's strategic objective of market share growth by increasing productivity through Breakdown time reduction at vehicle assembly line. Advanced statistical tools such as DOE, Regression, Capability studies along with Gemba observations helped us to identify and validate the root causes. A structured Problem Solving approach was used to solve a business critical problem which helped in producing an additional 3802 vehicles thus improving the company's revenue by INR 5703 Million. This also helped the 'machine manufacturer' to improve the reliability of their product by 81% which emphasizes our company's ideology of “Aapki Jeet Hamari Jeet”.
2016 eClerx Services
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.
Past Participating Companies
