Web Analytics Report Optimization

Transcription

1 Web Analytics Report Optimization eclerx at a Glance Complex Functions. We specialize in transitioning, managing and transforming complex and business facing middleware functions Deep Domain. We have deep experience and insights into best practices developed from servicing multiple industry leading clients Automate and Reengineer. We leverage our technology, analytics and industry expertise to reengineer, automate and improve functions; focusing on business outcomes and cost reduction Key Stats : Founded in 2000 $200MM revenues >9,000 employees CHAT SERVICES FINANCIAL SERVICES DIGITAL Offices in London, New York, Philadelphia, India, Silicon Valley, Austin, Dublin, Milan, Munich, Lille, Hamburg & Singapore. 1

2 eclerx Verticals eclerx Customer Operations Services provided to leading cable, internet and telecom providers in the US and UK Services include spend optimization, customer care monitoring & analytics, quality control on work orders eclerx Markets Specialist middle and back office support provided to world s largest banks and hedge funds Asset classes including equity, fixed income, loans, currencies and commodities supported Key services include trade documentation, reconciliations, confirmations, settlements, risk management and reference data management eclerx Digital Services provided to leading global hi-tech, manufacturing, retail, travel and leisure enterprises Services include commerce & content, data management, analytics & insights eclerx supports core business processes for its clients Accolades Analyst Recognition Service Excellence & Technology Knowledge Management & HR Practices Organization 2

3 Process Background eclerx Digital Analytics Team Client expects accurate and timely delivery of the metrics reports for various products to track and predict future trends and develop their marketing strategy Over a period of time, the frequent and ever-increasing ad-hoc requests from clients have exhausted the resource utilization capacity The team was utilizing between 90% to 95% of the capacity and couldn t cater to the additional ad-hoc client requests due to which the client was dissatisfied to some extent 1 Project and Team Selection 3

4 1.0.0: PROJECT AND TEAM SELECTION Understanding the Context for Project Selection Who was responsible for selecting the project? One of the leading e-commerce websites in the United States strategizes its marketing techniques based on the Metrics Reports prepared by eclerx Client eclerx Service provider driving client s business through data-driven Insights for various metrics Marketing Manager (Client) Project Approval Committee Associate Principal (eclerx) Associate Principal (Sponsor) Project Steering Committee Program Manager (Champion) Quality Head (eclerx) Program Manager (eclerx) Sr. Process Manager (Lead) Six Sigma Black Belt (Mentor) 1.0.0: PROJECT AND TEAM SELECTION Understanding the Context for Project Selection What background information on the company or those who selected the project was provided to better understand the context of the project? One of the leading e- commerce websites in the United States eclerx Service Provider About eclerx Specialist team Provides Reports and Insights to the client business on various metrics and global regions Metrics Report About the Client Leading e-commerce company headquartered in the US Line of Business Shoes, Eye Wear, Handbags, Apparel, Retail & Café Stores Sold Online Shoes, Eye Wear, Handbags, Apparel Driving Activities Marketing Strategies based on the Metrics report Activities Involved Reports and Insights for: 1. Daily sales, 2. Daily spend, 3. Conversion and retail business 4

5 1.0.0: PROJECT AND TEAM SELECTION Project Selection Process How was the gap or opportunity brought to the attention of the project identification group? What was the opportunity (process improvement)? Strategic Process Requirements Reduce the resource utilization in maintenance activities of the reports and cater to the ad-hoc client requests Key Improvement Opportunities 1. Reduce maintenance and report creation time 2. Eliminate all Opportunities of Errors Quarterly Business Review Voice of the Client We need to continuously review and evaluate our marketing strategies for which we need your support on timely delivery of the reports as per our change requests Critical Process Requirements 1. Easy incorporation of changes in the reports 2. Timely delivery of accurate reports Project Goal Statement Reduce the report creation and maintenance time of the reports by approximately 50% and eliminate all possible opportunities of errors related to referencing of formulae by March : PROJECT AND TEAM SELECTION Project Selection Process What area of the organization had the gap or opportunity? Tool 1 Tool 2 Database 1 Database 2 Tool 3 I Data Extraction Client s Server Opportunity for Improvement Steps with high cycle time & lead time Data Cleansing, Reporting & Audit Standardization I insights I Updates Client Legend Business Non Value Adding Activity eclerx Category Specialist Team AMER EMEA Daily sales reporting Daily spend monitoring and reporting Conversion reporting Retail business reporting 300 min 600 min 600 min 350 min 100 min Lead Time 1950 min / week Value Adding Activity C/T 475 min C/T 785 min C/T 935 min C/T 460 min C/T 87 min Total C/T 2742 min / week End to end Reporting and Insight Generation Time including the idle time per Week Per week 4692 min (approximately 80 hours) Per Quarter Approximately 900 hours Resource Utilization ~ 90% There was a need to re-look at the entire process to meet the strategic objectives of the client 5

6 1.0.0: PROJECT AND TEAM SELECTION Project Selection Process What data was generated to help select the project? What methods and / or tools were used to assess or prioritize the need for the project? Why were these methods and /or tools used to select the project? DATA METHOD WHY? Voice of Customer Quarterly Business Review Feedback Quarterly Business Review is an opportunity to review the current performance and understand the client's requirements Clients feedback on the performance is valuable and is the driving force for the process to improve the overall customer experience Critical to Quality Metrics Critical to Quality drill down tree To distinguish the Project 'Y' from Business 'Y' SIPOC & VSM Project Selection and Prioritization A SIPOC and VSM was prepared in VISIO with the help of Subject Matter Experts Pugh Matrix To connect the upstream / downstream processes and identify the Value and Non Value-added activities inherent to the process To gauge viability of the project as per eclerx project selection criteria and set priority for the Six Sigma project selection Threat and Opportunity Matrix 4 quadrant Matrix To identify the threats and benefits of taking up a Six Sigma project Report Maintenance Time Data Process Productivity Tracker Delivery Delay Data Process Productivity Tracker To baseline the delays Stakeholder Analysis Stakeholder Analysis Matrix To baseline the maintenance time taken to incorporate the client's changes in the reports and evaluate the cost of each report To identify key stakeholders and their level of support and to measure resistance, if any 1.0.0: PROJECT AND TEAM SELECTION Project Selection Process What goals (organizational and / or local), performance measures, and / or strategies was the project expected to impact? What was the relationship between the stated measures and perceived gap in 1.2.1? Strategic Goals Track sales, predict future trends and strategize marketing techniques for revenue generation Strategic Process Requirements Reduce the resource utilization in maintenance activities of the reports and cater to the ad-hoc client requests Critical Process Goals Easy incorporation of client changes in the reports and timely delivery of accurate reports Key Improvement Goals 1. Reduce maintenance and report creation time 2. Eliminate all possible Opportunities of Referencing Errors Perceived Gap ( ) 6

7 1.0.0: PROJECT AND TEAM SELECTION Project Selection Process What was the problem / project objective statement that expressed where the organization wanted to be at the end of the project? Problem Statement Over a period of time, reports have become a complex web of formulae referencing each other, making it difficult and timeconsuming to troubleshoot and maintain reports For the period (Q2 15 to Q2-16), the amount of time invested in maintaining reports by adapting changes requested by clients was on an average ~900 man-hours on a quarterly basis.(~90% Resource Utilization) Improvement Opportunity Current Maintenance Hours Goal Report Maintenance time ~900 hours Quarterly ~450 hours Quarterly OFRE** ~76,000 0 **OFRE Opportunities of Errors related to Referencing of Formulae Project Objective The objective is to reduce the maintenance time and cost invested in the report creation activity by approximately 50% and eliminate all possible Opportunities of Errors related to referencing of formulae 1.0.0: PROJECT AND TEAM SELECTION Team Selection and Preparation How were the stakeholder groups identified? What or who were the stakeholder groups? Project Steering Committee Project Team Quality Team Process Owners Client SPOC Sponsor Champion Master Blackbelt eclerx defined structure (1.1.1A) Project Lead (Green Belt) Process SMEs Knowledge Management (KM) Project Lead selected by Operations Head Process SMEs identified by Senior Process Manager KM: Dedicated knowledge team for operations Black Belt Dedicated Quality resources mapped by Program / Vertical Senior Process Manager Process Manager Analysts / Sr. Analysts Using detailed process flows mapping all upstream and downstream processes within eclerx Manager Product and Catalogue Point of contact from client organization What were the Stakeholder Groups? Who were the Stakeholders? How were the Stakeholders identified? 7

8 1.0.0: PROJECT AND TEAM SELECTION Team Selection and Preparation What knowledge or skill sets were determined to be necessary for successful completion of the project? To what extent did the existing stakeholder groups have the required knowledge or skills? What additional knowledge and skills were brought in to make the project successful? Knowledge and Skills Determined Domain / Process Knowledge Project Steering Committee Already Trained Additional Already Trained Project Team Process Owners Black Belt Additional Already Trained Additional Already Trained Knowledge of e-commerce domain Knowledge of Process tools and systems Knowledge of Process Execution steps NA NA NA Quality Knowledge Lean Six Sigma Methodology Basic Quality Tools Skills Leadership NA NA NA NA NA NA Communication Project Management Decision Making Conflict Management Team Work Problem Solving Additional Team Selection and Preparation Before the project started, what specific training was done? Training Lean Six Sigma Six Sigma Green Belt Basic Quality Tools Conflict Management Project Management What was done? All project team members undertook the LSS methodology training under the guidance of a Black Belt An internal 72 hours Six Sigma GB training was conducted, as mandated by eclerx Quality Framework for the Project Lead The team was familiarized the project team with various tools / methods in Quality which would be used later in this project Conflict Management Training was conducted to enable the team to resolve issues that might arise in any of the project s phases Project Management tools and methodology training was conducted for the Project Lead and the Project team members Outcome Expected Conceptual knowledge of Lean and Six Sigma methods and tools Understanding the DMAIC framework and how it can be implemented Understanding fundamental Quality tools and its implementation Team s ability to resolve any internal issues which may arise during the course of the project Being aware of project management basics and tools 8

9 1.3.0 Team Selection and Preparation Before the project started, what was done to prepare the team to work together effectively? Task Objective Project kick-off meeting with Sponsor / Champion An initial meeting with the sponsor / champion was conducted to reiterate the project goals and get a formal sign-off on the same Project kick-off meeting with project team and process owners An initial meeting with the project team along with the project lead was conducted for expectation-setting and to explain the role of each team member in the project Project plan shared with team (GANTT Chart) A Project Gantt chart was created to detail steps for each project phase, their expected completion dates and tollgate review dates. The GANTT Chart was shared with all stakeholder groups indicating where their support will be required distribution list created OptimizationProject@eclerx.com A common distribution list with all project stakeholders was created so that no team member is missed out when sending communication Common repository for project documentation created using SharePoint For storing all documentation related to the project to be referred to during the project and for future reference purposes, a common repository was built 1.0.0: PROJECT AND TEAM SELECTION Team Selection and Preparation What roles and expectations were determined ahead of the project? Role D M A I C Project Sponsor A A A A A Project Champion A A A A A Project Lead M M M M M Team Member M M M M M Quality Head I I I I I Blackbelt R R R R R Client SPOC I I I I I Knowledge Management R R R R R Approver Resource Member Informed Approval of team decisions outside their charter / authorities, i.e. sponsor, business leader Resource to the team, one whose expertise, skills, clout are needed Member of team, within the authorities and boundaries of the charter Interested party, one who will need to be kept informed on direction, findings Role Project Sponsor Project Champion Project Lead Team Member Quality Head / Master Blackbelt Project Mentor / Blackbelt Expectations of the role Oversee that process improvement projects are aligned to the company s business goals and strategies Ensure that the right team members are selected for the project Get buy-in from all the project stakeholders Approve any financials that are required for completing the project Act as a Subject Matter Expert for the process and guide the project team from time to time Supervise the project team and assist in decision making Validate how low control high impact factors identified in the project can be taken forward for solution Green Belt resource responsible for driving the improvement project Ensure data availability for analysis Follow Project Management timelines and ensure timely completion of each phase Highlight / call out any challenges that may arise in the project and seek guidance from project sponsor / champion if necessary Contribute with process knowledge and expertise during the project Provide helping hand to Green belt for data gathering and analysis Contribute during brainstorming sessions in identifying causes and solution gathering Oversee organization-wide quality initiatives Review and approve viable Six Sigma projects taken up in the organization Provide guidance to Black Belt with their expertise during project phase Guidance from Lean Six Sigma Black Belts on process improvement methodologies Train Green Belts on Six Sigma methodologies prior to project initiation Guide Green Belts from initiation till completion of improvement projects Influence people s decision with respect to process change management 9

10 1.0.0: PROJECT AND TEAM SELECTION Team Selection and Preparation What deadlines and deliverables did the team have to consider ahead of actually starting the project? High Level DMAIC Deliverables TOLLGATE TOLLGATE TOLLGATE TOLLGATE TOLLGATE Define Focus Group Measure Focus Group Analyze Segmentation Improve Multi-Voting Control Feasibility study August 2016 September 2016 October 2016 February 2017 March 2017 Project Selection and Prioritization Project Charter (with approval) SIPOC / Process Flow Identify and prioritize possible Xs (Cause and Effect Analysis) Control and Impact Analysis Data Collection Plan Identify and validate vital Xs (Data / Process Door Analysis) Root Cause Identification Generate possible solutions Prioritize and pilot Solutions Validate and justify solutions Implement solutions Process Control Analysis Quality Net Saving calculations Monitoring and Response Plan Institutionalize and Sign-off 1.0.0: PROJECT AND TEAM SELECTION Team Selection and Preparation Before the project started, what team routines, including communication, were established? What Team Routines? How? Responsibility Frequency Project Plan shared in common SharePoint location Update all project documentation An alert triggered to all stakeholders with any change in the project plan Project Lead / Black Belt Need Basis The project documentation for each phase to be completed and update to be mailed to the entire project team Knowledge Management Weekly Huddle All team members to meet once a week to discuss the project s status Project Lead Weekly Tollgate Reviews By the end of each phase, a tollgate review was scheduled with the Sponsor / Champion / Client SPOC Project Lead / Black Belt On phase completion On phase completion Minutes of Meeting MOMs to be circulated to all project stakeholders for every meeting Project Lead As per meeting schedule Sign-off Procedure All key decisions / changes to be signed off by Sponsor / Champion via Project Lead / Black Belt Need Basis Project Gantt Chart 10

11 2 Current Situation and Root Cause / Improvement Opportunity Analysis 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Key Measures Expected of the Project What specific goals and / or measures was the team trying to achieve with the project? What additional potential benefits, other than the specific goals and / or measures, was the project expected to impact? Voice of the Customer Critical Process requirements Project Goals Additional Benefits We need to continuously review and evaluate our marketing strategies for which we need your support on timely delivery of the reports as per our change requests Easy Incorporation of client s frequent changes with 100% reporting accuracy By March Reduce maintenance and report creation time by ~50 2. Eliminate all possible opportunities of errors related to referencing of formulae 1. Generation of additional work / business 2. Reduced operational cost for eclerx 3. Improved client perception 11

12 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Possible Root Causes / Improvement Opportunities What methods and / or tools were used to identify possible root causes / improvement opportunities? Why were these methods and / or tools selected (to identify possible root causes / improvement opportunities)? Tool Used Process Map Value Stream Mapping Brainstorming Fishbone Diagram Why was the tool used? Why was the tool used? Why was the tool used? Why was the tool used? To understand the as-is process steps followed To understand the involvement of upstream and downstream teams in the process To identify all possible wastes hampering the quality and efficiency of the process To identify all possible causes for high maintenance time and low efficiency in report making To identify solutions for each of the bottle necks in the process To organize the ideas we collected during the brainstorming session into logical buckets The buckets were: People, Measurement, Material, Method, Machine & Mother Nature 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Possible Root Causes / Improvement Opportunities How was the team prepared to use these methods and / or tools (to identify possible root causes / improvement opportunities)? Methods / Tools A pre and post training assessment was conducted for the trainees 2 days 2 hours each Process Mapping & VSM using MS Visio Process Flow Creation Value Stream Mapping MS Visio 2010 (basic flow chart / swim lane chart) 3 days 4 hours each Brainstorming 2 Days 3 hours each Techniques Training on various brainstorming techniques To gauge their understanding level and readiness for usage, a generic topic was given to the team for brainstorming People Trained 2 days 3 hours each Cause and Effect Diagram Usage of Cause and Effect Analysis (fishbone diagram) Project Lead Process SMEs Process Owners 12

13 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Possible Root Causes / Improvement Opportunities What data was generated and how was the data analyzed to identify the possible root cause / improvement opportunities? What were the possible root cause / improvement opportunities? Tool used Process Mapping Brainstorming Fishbone Diagram What data was generated? Bottlenecks leading to high maintenance and waste in the process All possible causes leading to high maintenance, waste and high Resource Utilization (RU) Categorization of possible causes How was it analyzed? HIGH CONTROL HIGH IMPACT FACTORS SME Review Control Impact Matrix 14 possible root causes / improvement opportunities 1. Maintenance and report creation activity consumes a lot of RU 2. Too many ad-hoc requests to cater to along with the normal day-to-day activities 3. Too many data sources from where the data is fetched 4. Unstructured navigation through reports 5. Complex web of formulae interlinking multiple excel sheets making it difficult to add or amend the excel sheets 6. Data extraction, collation, cleansing, standardization and reporting is manual 7. High rework in the process 8. Latency due to huge file size and high processing time 9. Stringent timelines to meet ad-hoc client requests 10. Resource intensive data extraction, collation and reporting process 11. Too much dependency on the tenured resources for report making and insights 12. No backup for skilled or tenured resources 13. No cross skilling - new resources are not trained to handle different reports 14. Complex audit steps that make it difficult to diagnose the reports for errors Final Root Causes / Improvement Opportunities What methods and / or tools were used to identify the final root cause(s) / improvement opportunities? Why were these methods and / or tools selected to identify the final root causes(s) / improvement opportunities? METHODS / TOOLS Value Stream Mapping WHY? To identify the non-value adding steps leading to waste in the process Failure Modes & Effect Analysis (FMEA) To prioritize high-risk areas in the process by calculating RPN for each step Attribute Correlation Matrix To identify the key attributes of the product which had maximum impact and were the key drivers of the client s requirements Hypothesis Testing To validate the root causes using data 13

14 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Final Root Causes / Improvement Opportunities How was the team prepared to use these methods and / or tools to identify the final root causes / improvement opportunities? Methods / Tools 5 days 2 hours each 1 day 8 hours Value Stream 3 days 4 hours each Mapping Training on VSM Basics Identifying VA / NVA in process Process Cycle Efficiency 2 days 3 hours each FMEA Training on FMEA fundamentals Identifying defects and defect opportunities Understanding of RPN calculation Table of Opportunities People Trained Attribute Correlation Matrix Training on Correlation Matrix Understanding the gap between customer s explicit requirements and the product attributes Prioritization of improvement opportunities Project Lead Process SMEs Process Owners 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Final Root Causes / Improvement Opportunities (1/2) What data was generated and how was the data analyzed in order to identify the final root causes / improvement opportunities? (1/2) What are specific examples of data analysis that led to the final root cause? What Data was Generated? Value Stream Mapping Non Value Adding steps Process Waste FMEA Process Failure Modes Effects of Failure Criticality and Severity Failure Causes Occurrence and Detection RPN Number Attribute Correlation Matrix Mapping of client s requirements versus product design features Product attributes that are critical to our customers Design parameters that are important in driving those customer s requirements To-be design parameters How was Data Analyzed? Grouping of VSM Observations and FMEA RPNs Listing of common Process Xs Validation of possible Xs with grouped Xs in VSM and FMEA RCA was done on validated possible causes Validated root causes taken ahead as final root causes Explicit customer requirement mapped visà-vis the product features AS-IS product attributes driving the explicit customer requirements are highlighted and further worked upon to incorporate the client s requirements Specific Examples Manual process with high risk of extracting incorrect data Complex web of formulae interlinking multiple excel sheets, making it difficult to add or amend the excel sheets Complex audit steps making it difficult to diagnose the errors if any Duplicate entries pulled from multiple columns, resulting in an increase of formulae and file size Multiple references in formulae to extract simple data Multiple redundant sheets and unnecessary tabs added to extract data, creating a complex web of formulae Hard coding of data in an excel sheet Complex navigation of reports Too many data point linkages Too many tabs to refer to, making it difficult to read and interpret 14

15 Report Making Time Tenure Report Type Appraiser % C I Date of study: Reported by: Name of product: Misc: 1 Appraiser % C I 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Final Root Causes / Improvement Opportunities What were the final root causes / improvement opportunities? Possible Root Causes / Improvement Opportunities ( ) 1. Too much dependency on the tenured resources for report making and insights 2. No backup for skilled or tenured resources 3. Unstructured navigation through reports 4. Complex web of formulae interlinking multiple excel sheets, making it difficult to add or amend the excel sheets 5. Too many data sources from where the data is fetched 6. Latency due to huge file size and high processing time 7. Complex audit steps that make it difficult to diagnose the reports for errors 8. Resource intensive data extraction, collation and reporting process 9. Stringent timelines to incorporate requested client changes Analysis (Tools / Methods ) FMEA Value Stream Maps Attribute Correlation Matrix Final Root Causes 1. High dependency on the tenured resources for report making and insights 2. Complex audit steps that make it difficult to diagnose the reports for errors 3. Complex web of formulae interlinking multiple excel sheets, making it difficult to add or amend the excel sheets 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Final Root Causes / Improvement Opportunities How were the final root causes / improvement opportunities validated? What evidence showed that the final root causes / improvement opportunities were validated prior to solution development? What Was Done? Hypothesis Testing for root cause # 1,2,3 Hypothesis Testing was done to test if the tenure of the resource impacts report creation and insight generation Report creation data was collected for different types of reports Attribute Agreement Analysis for root cause # 1,2 Conducted individual process assessment of the resources Individual execution steps scores v/s process standard was noted How was Data Validated? Two-way ANOVA test was conducted to confirm if there is any impact on the report creation and maintenance activity due to different resources and report types Attribute Agreement Analysis done for resources scores v/s the standard to confirm if there was any knowledge gap Evidence Two way ANOVA Boxplot of Report Making Time AAA Assessment Agreement Within Appraisers Appraiser vs Standard < 1 year Conversion Report > 1 year < 1 year > 1 year < 1 year > 1 year < 1 year > 1 year DSR Search Analysis Report Wholesale report 15

16 Report Making Time Report Making Time 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Final Root Causes / Improvement Opportunities How were the final root causes / improvement opportunities validated? What evidence showed that the final root causes / improvement opportunities were validated prior to solution development? Individual Value Plot of Report Making Time vs Report Type, Tenure 150 Hypothesis Testing for root cause # 1,2,3 using 2-way ANOVA Evidence Tenure Report Type < 1 year > 1 year Conversion Report < 1 year > 1 year DSR < 1 year > 1 year Search Analysis Report Boxplot of Report Making Time < 1 year Wholesale report > 1 year Interpretation Tenure of the resources and report types had a significant impact on the Reporting and Insight Generation Tenure Report Type < 1 year > 1 year Conversion Report < 1 year > 1 year DSR < 1 year > 1 year Search Analysis Report < 1 year Wholesale report > 1 year 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Final Root Causes / Improvement Opportunities How were the final root causes / improvement opportunities validated? What evidence showed that the final root causes / improvement opportunities were validated prior to solution development? Hypothesis Testing for root cause # 1,2 using Attribute Agreement Analysis Evidence Assessment Agreement Within Appraisers % C I Date of study: Reported by: Name of product: Misc: Appraiser vs Standard % C I Interpretation Based on this data, we infer that there is a knowledge gap and that these resources need additional refresher s training 1 Appraiser 2 1 Appraiser 2 16

17 PHASE DEFINE MEASURE ANALYZE IMPROVE CONTROL Week Starting Activities Start Date End Date Gather VOC data 3-Nov 8-Nov Define the Business Case 10-Nov 22-Nov Understand Stakeholders 17-Nov 22-Nov Define Problem and Goals 17-Nov 29-Nov Develop project charter 24-Nov 6-Dec Define the Process (SIPOC) 24-Nov 6-Dec Describe the Key Customer and Process Requirements 1-Dec 13-Dec Define Tollgate Review 8-Dec 13-Dec Map As-Is State of the process 15-Dec 27-Dec Time Series Plot of Primary Metric 22-Dec 27-Dec Verify Data Quality 22-Dec 3-Jan Collect Process Data 15-Dec 11-Jan Understand Process Behavior 29-Dec 17-Jan Baseline Process Capability 5-Jan 24-Jan Conclusions / Issues / Next Steps 19-Jan 31-Jan Measure Tollgate Review 26-Jan 31-Jan Root Cause - Potential Critical X's 26-Jan 14-Feb Analyze Process Data - Identify Significant X's 9-Feb 21-Feb Root Cause validation 16-Feb 7-Mar Conclusions / Issues / Next Steps 2-Mar 14-Mar Analyze Tollgate Review 16-Mar 21-Mar Generate Potential Solutions / Future State VSM 23-Mar 11-Apr Demonstrate Potential Solutions 6-Apr 18-Apr Select & Test Best Solutions (Pilot tests) 13-Apr 23-May Implement Solutions w/ Action Plan 18-May 30-May Statement of Y=f(x) 18-May 30-May Conclusions / Issues / Next Steps 25-May 30-May Improve Tollgate Review 25-May 30-May Clear Indication of Improved Primary Metric 1-Jun 6-Jun Formal Control Plan - Control Methods Applied 8-Jun 20-Jun Project Approval by Champion or equivalent 15-Jun 27-Jun Discuss Financial Validation 22-Jun 27-Jun Provide Project Closure Documents 22-Jun 27-Jun Conclusions / Issues / Next Steps 22-Jun 27-Jun Control Tollgate Review 29-Jun 4-Jul Assessment & Panel Interview 29-Jun 11-Jul Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 Wk12 Wk13 Wk14 Wk15 Wk16 Wk17 Wk18 Wk19 Wk20 Wk21 Wk22 Wk23 Wk24 Wk25 Wk26 Wk27 Wk28 Wk29 Wk30 Wk31 Wk32 Wk33 Wk34 Wk35 Wk36 3-Nov 10-Nov 17-Nov 24-Nov 1-Dec 8-Dec 15-Dec 22-Dec 29-Dec 5-Jan 12-Jan 19-Jan 26-Jan 2-Feb 9-Feb 16-Feb 23-Feb 2-Mar 9-Mar 16-Mar 23-Mar 30-Mar 6-Apr 13-Apr 20-Apr 27-Apr 4-May 11-May 18-May 25-May 1-Jun 8-Jun 15-Jun 22-Jun 29-Jun 6-Jul 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Project Management Update How was the correctness of the initial project scope, deliverables, and timing confirmed (or, what changes were made)? Project deliverables completed as per planned dates Toll Gate Review + Sign-off Six Sigma Steering Committee Project Team Quality Team Process Owners Scope Confirmed, No change Identified 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Project Management Update How were stakeholders involved and / or communicated with during the root cause / improvement opportunity phase of the project? Stakeholders How They Were Involved How They Communicated Project Steering Committee Participated in Project Steering Meetings Supported by ensuring resource availability as planned Provided guidance during project discussions By Steering Committee Meetings When Monthly Process Owners Quality Team Actively participated in brainstorming sessions Helped the project team identify possible root causes Ensured team attendance in process tests Helped with required historical data for various analyses Conducted Quality-specific trainings Facilitated team on the use of Quality tools / methods Administered DMAIC phase implementation Tollgate Meetings Team Connect Communication After each phase of DMAIC Weekly Based on project finding and validation Knowledge Management Team Facilitated process tests Managed all project documentation Assisted in the creation of process flows 17

18 2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS Project Management Update What stakeholder resistance was identified and / or addressed in this phase of the project? Stakeholder Group What Resistance? How was it Identified? How was it Resolved? Project Steering Committee Process Owners Quality Team Knowledge Management Team Client SPOC No Resistance No Resistance No Resistance No Resistance No Resistance Project Management Update How was the appropriateness of the initial team membership and management routines confirmed (or, what changes were made)? Team Membership and Management Routines How did we Confirm Appropriateness? What Changes were Made? Initial Team Membership Stakeholder Analysis Project deadlines achieved as planned No Changes Management Routines Routine checks done on planned dates v/s actual implementation dates KM team audited availability of required documentation Feedback and support received from Sponsor / Champion Minutes of meeting published after each meeting Received sign-off on phase completion Routines administered and approved by MBB and BB No Changes 18

19 3 Solution / Improvement Development 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Possible Solutions or Improvements What methods and / or tools were used to identify the possible solutions / improvements? Why were these methods and / or tools selected? 5 S 5 S was used to re-organize and optimize the entire process by eliminating wastes while improving Quality and Efficiency Attribute Correlation Matrix This tool helps us highlight the attributes or improvement areas of the product which in turn helps to meet the client s expectations Brainstorming This tool is easy to use and is capable of generating multiple solution proposals for a single cause 19

20 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Possible Solutions or Improvements How was the team prepared to use these methods and / or tools? Methods / Tools 1 day 4 hours 5 S Understanding the fundamentals of 5 S philosophy 1 day 8 hours Attribute Correlation Metrix Understanding the gap between the customer s explicit requirements and the product attributes Prioritization of improvement opportunities People Trained Brainstorming Techniques Training on using brainstorming for arriving at solutions To gauge their understanding level and readiness for usage, a generic topic was given to the team for brainstorming 2 days 3 hours each Project Lead Process SMEs Process Owners Possible Solutions or Improvements What data was generated and how was it analyzed? What Data was Generated? Sort Set in order Shine Standardize Sustain List of potential solutions relating to specific areas in the process were generated using the 5S methodology as below To remove redundancy of data Identify and Eliminate waste in the system Optimize formula referencing and various process steps Implement data tables Create auto column detection logic Improve on the visualization Easy navigation menus and dynamic charts Automate Data Extraction, Collation, Reporting and Auditing Standardize data table structure to eliminate duplication Standardize column structure Implement a dynamic range of formulae Version Control to roll back to the previous version in case of failure Change Log to track all changes for future reference What Data was Generated? Future State VSM was prepared to analyze the alignment and relevance of solutions generated by the team Technical assistance was taken from the Software team for automation opportunities in the process Attribute Correlation Matrix Product Parameters that needed attention and improvement were: Too many tabs Size of the file Too many cell references End to end manual preparation of the reports Attribute Correlation Matrix Brainstorming for idea generation was done on the data generated through 5S and Correlation Matrix 20

21 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Possible Solutions or Improvements What are the possible solutions / improvements? Final Root Causes 15 Possible Solutions 1. Auto-scheduler for data extraction 2. Automated data collation, cleansing to identify and remove duplicate and redundant entries 3. Automated report creation 4. Automated audit mechanism 5. Automation to send the reports to the respective clients 6. Advanced navigation and graphics for better user interface 7. Design a new reporting template 8. Develop an automation software for the entire process 9. Remove people dependency by cross-training all the users 10. Build more domain expertise by providing extensive training and personal development in terms of communication and capability-building 11. Develop a governance framework to ensure that process changes are incorporated in the SOP 12. Conduct Refresher training on concept-clearing, doubt-solving and risk-associated areas that have high impact 13. Build checkpoint mechanisms to ensure that all steps are covered during audits 14. Standardize the reporting template for all regions 15. Initiate regional cross process audits to maintain integrity, ensure standardization and get better results All of these possible solutions were categorized into different segments using an Affinity Diagram 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Possible Solutions or Improvements What are the possible solutions / improvements? Possible solutions categorized into their respective groups Process Automation Auto Scheduler for data extraction Automated data collation, cleansing to identify and remove duplicate and redundant entries Automated report creation Automated audit mechanism Automation to send the reports to the respective clients Advanced navigation and graphics for better user interface Develop an automation software for the entire process Training Remove people dependency by crosstraining all the users Conduct Refresher training on conceptclearing, doubt-solving and riskassociated areas that have a high impact Build more domain expertise by providing extensive training and personal development in terms of communication and capability- building Standardization Design a new reporting template Develop a governance framework to ensure that process changes are incorporated in the SOP Build checkpoint mechanisms to ensure that all the steps are covered during audits Standardize the reporting template for all regions Initiate regional cross process audits to maintain integrity, ensure standardization and get better results 21

22 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Possible Solutions or Improvements What evidence showed that the solutions / improvements identified were possible instead of final? Solution Identification and Prioritization Technical Consultation Example: Standardizing of reports across regions is not possible due to region-specific client change requests. SME Validation 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Final Solutions or Improvements What methods and / or tools were used to identify the final solutions / improvements? Why were these methods and / or tools selected? To identify viability of automation in the process To narrow the list of solutions and know which solutions most of the team members agree upon To detect possible opportunities for defects in solutions generated Focused Group Discussion Multi-Voting FMEA Solution Identification and Prioritization Future State Value Stream Mapping To prioritize and eliminate non-feasible solutions from the list of possible solutions To analyze the alignment and relevance of solutions generated by the team Payoff Matrix To identify implementable solutions based on risk and payoff 22

23 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Final Solutions or Improvements How was the team prepared to use these methods and / or tools? Methods / Tools Multi Voting Team was trained on N/3 voting technique 1 day 4 hours 1 day 4 hours Solution Identification and Prioritization Prioritizing and scoring methodology for solution identification Training and practice sessions done People Trained Pay off Matrix Training and practice sessions done 1 day 2 hours Project Lead Process SMEs Process Owners * VSM, FMEA and Focused Group Discussion training and preparation were already covered in previous project phases 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Final Solutions or Improvements How were the methods or tools used to determine the final solutions? What was the final solution? Focused Group Discussion Multi-Voting Pay Off Matrix Number FS1 FS2 FS7 FS9 FS11 Final Solutions Auto scheduler for s, data extraction Data collation and cleaning using advanced VBA macro New reporting template using advanced graphics and navigation Reduce people dependency by cross-training all the users Governance framework to track the changes in the process to ensure its incorporation in the SOP 23

24 Individual Value 95.0% C I 95.0% C I 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Final Solutions or Improvements How were the final solutions validated? Number FS1 FS2 FS7 FS9 FS11 Final Solutions Auto-scheduler for s, data extraction Data collation and cleaning using advanced VBA macro New reporting template using advanced graphics and navigation Remove people dependency by cross-training all the users Governance framework to track the changes in the process to ensure its incorporation in the SOP SME Validation Future State VSM FMEA Hypothesis Testing Pilot Testing 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Final Solutions or Improvements What evidence showed that validation was performed prior to implementation? Attribute Agreement Analysis Future State Value Stream Map Assessment Agreement Date of study: Reported by: Name of product: Misc: Tool 1 Tool 2 Database 1 Within Appraisers 100 Appraiser vs Standard 100 Database 2 Tool 3 Client s Server Client Improvisation Cycle Time and Lead time can be reduced in these process steps Legend 70 1 Appraiser Appraiser 2 Data Extraction, Cleansing, Standardization I Reporting & insights I Audit Updates Business Non Value Adding Activity Resource Utilization Trend 0 min 200 min 200 min 100 min Lead Time 500 min / week Value Adding Activity 120 Resource Utilization by Project Phase Pre-Project During Project Pilot C ontrol Phase C/T 0 min C/T 207 min C/T 160 min C/T 87 min Total C/T 454 min / week ~90% 88.4% End to end Reporting and Insight Generation Time including the idle time per Week Per week 1298 min (approximately 16 hours) Per Quarter Approximately 200 hours Resource Utilization ~ 22% - 25% 60 Q UA RTER MO NTH Q 1-16 Q1-16 Q 2-16 Mar Q 2-16 A pr M ay Jun Jul Q 2-15 Q2-15 A pr Q 2-15 May Q 3-15 Jun Q3-15 Jul Q 3-15 A ug Q 4-15 Sep Q 4-15 O ct Q4-15 Nov Q 1-16 Dec Jan F eb Q2-16 Q 3-16 Q 3-16 Q 3-16 A ug Sep Q4-16 Q 4-16 O ct Nov 24.7% Pilot results showed that the resource _ X=23.5 utilization for the month of Jan and Feb had reduced significantly due to the automation (~24%) Q 4-16 Q1-17 Dec Q 1-17 Jan Q 1-17 F eb Q2-17 M ar Q2-17 A pr Q 2-17 M ay Q 3-17 Jun Jul 24

25 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Final Solutions or Improvements What additional potential benefits were anticipated from the final solutions? Were the additional benefits anticipated prior to implementation? FS1, FS2 FS7 FS9 Improvement in efficiency & accuracy Improved visualization and easy navigation Reduced rework and resource dependency Helped client to meet their strategic objectives Eliminated audit and reduced clarification calls from the client Employee satisfaction Additional Benefits 1. We were able to cater to the additional reports along with the day-to-day activities 2. We experienced reduced resource utilization 3. We experienced improved client perception FS11 Process control and governance Met the strategic goals of the process 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Final Solutions or Improvements (1/3) What data was generated and analyzed to justify implementation? (1/3) What evidence showed that justification was performed prior to implementation? Multiple Data Sources eclerx Specialist Team Manual Extraction of data Manual Data Collation & Cleansing Manual Data Standardization Manual Auditing Manual Reporting, Insights and Mailing Client Multiple Data Sources eclerx Specialist Team Automated Extraction of data Automated Data Collation, Cleansing, Standardization, Visualization and Report Creation Insights and Updates Client 25

26 Individual Value 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Final Solutions or Improvements (2/3) What data was generated and analyzed to justify implementation? (2/3) What evidence showed that justification was performed prior to implementation? Future State VSM Tool 1 Tool 2 Database 1 Database 2 Client s Server Tool 3 Improvisation Cycle Time and Lead time can be reduced in these process steps Data Extraction, Reporting & Audit Cleansing, I insights I Standardization 0 min 200 min 200 min C/T 0 min C/T 207 min C/T 160 min 100 min Updates C/T 87 min Client Lead Time 500 min / week Total C/T 454 min / week Legend Business Non Value Adding Activity Value Adding Activity Automation and improvements in the below steps improved efficiency and quality of reports and eliminated dependency on the skilled resources Data Extraction Data Consolidation Data Cleansing Data Standardization Report Making Mailing reports to the client End to end Reporting and Insight Generation Time including the idle time per Week Per week 1298 min (approximately 16 hours) Per Quarter Approximately 200 hours Resource Utilization ~ 22% - 25% 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Final Solutions or Improvements (3/3) What data was generated and analyzed to justify implementation? (3/3) What evidence showed that justification was performed prior to implementation? Resource Utilization by Project Phase Resource Utilization by Project Phase 120 Pre-Project During Project Pilot C ontrol Phase 100 ~90% 88.4% % _ X=23.5 Q UA RTER MO NTH Q 2-15 Q2-15 A pr Q 2-15 Q 3-15 May Jun Q3-15 Q 3-15 Jul A ug Q 4-15 Q 4-15 Sep O ct Q4-15 Q 1-16 Nov Dec Q 1-16 Q1-16 Jan Feb Mar Q 2-16 Q 2-16 A pr May Q2-16 Q 3-16 Jul Jun Q 3-16 Q 3-16 A ug Sep Q4-16 Q 4-16 O ct Nov Q 4-16 Q1-17 Dec Q 1-17 Q 1-17 Jan F eb Q2-17 Q2-17 Mar A pr Q 2-17 Q 3-17 May Jun Jul 26

27 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Final Solutions or Improvements (3/3) What data was generated and analyzed to justify implementation? (3/3) What evidence showed that justification was performed prior to implementation? Attribute Agreement Test Results AAA Test of the resources Before Improvement AAA test of the resources After Improvement Assessment Agreement Date of study: Reported by: Name of product: Misc: Assessment Agreement Date of study: Reported by: Name of product: Misc: Within Appraisers Appraiser vs Standard Within Appraisers Appraiser vs Standard % C I % C I % C I % C I Appraiser 2 1 Appraiser 2 1 Appraiser 2 1 Appraiser : SOLUTION / IMPROVEMENT DEVELOPMENT Project Management Update How was the correctness of the initial or updated project scope, deliverables and timing confirmed? Project deliverables completed as per planned dates Tollgate Review + Sign-off Six Sigma Steering Committee Project Team Quality Team Process Owners Technical Team Addition in Scope: Technical Team On-boarded 27

28 3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT Project Management Update How were the stakeholders involved and communicated with during the solution phase of the project? Stakeholders How they were Involved How they Communicated Project Steering Committee Process Owners Quality Team Knowledge Management Team Reviewed progress of the team Provided support by getting technical team onboard In bringing up solutions and ideas during Brainstorming, Affinity diagram, Team Leads and Process Managers in Multi-voting, Payoff Matrix, Pilot tests Coordinating in the Solution Generation phase, Conducting and analyzing VSM, Analysis of Pilot test results Conducted Quality-specific trainings Facilitated team on the use of Quality tools / methods Administered DMAIC phase implementation Assisted with Training Need Analysis and Team Competency Mapping review Updated project documents BY Steering Committee Meetings Tollgate Meetings Team Connect Communication WHEN Monthly After each phase of DMAIC Weekly Based on project finding and validation Technical Team Provided technical guidance on process automation Supported in pilot-testing of automation Project Management Update What stakeholder resistance was identified / addressed in this phase of the project? Stakeholder Group What Resistance? How was it Identified? How was it Resolved? Project Steering Committee No Resistance - - Process Owners No Resistance - - Quality Team No Resistance - - Knowledge Management Team No Resistance - - Client SPOC Resistance to accept automated reports One of the project update meetings Explained the benefits of automation 28

29 3.3.0 Project Management Update How was the appropriateness of the initial or updated team membership and management routines confirmed (or, what changes were made)? Team Membership and Management Routines How did we confirm Appropriateness? What changes were made? Initial Team Membership Stakeholder Analysis Project deadlines achieved as planned Technical team added to project scope Management Routines Routine checks done on planned dates v/s actual implementation dates KM team audited availability of required documentation Feedback and support received from Sponsor / Champion Minutes of meeting published after each meeting Received sign-off on phase completion Routines administered and approved by MBB and BB No Changes 4 Implementation and Results Verification 29

30 4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION Stakeholder Considerations in Implementation How were stakeholders involved in planning the solution / improvement implementation? How were stakeholders involved in implementing the solution / improvement? Sr. No. Stakeholders Contribution in Planning Solution Contribution in Implementing Solution 1. Project Steering Committee 2. Project Team 2. Quality Team 3. Technical Team 4. Knowledge Management Team 6. Client SPOC NA Sponsor: Ensured availability of all resources on scheduled meeting dates Champion: Liaised with client SPOC to get required accesses and approvals Project Lead ensured required stakeholder s presence while planning the solutions Process SMEs contributed with their knowledge and experience on planning solutions Ensured team readiness for usage of various Quality tools Facilitated solution planning sessions Helped with identifying the areas in the process that can be automated Helped in troubleshooting various automation options Helped in creating training need analysis based on proposed solutions Sponsor / Champion: Acted as change agents to make the improvements a part of the process Project Lead: Took the onus of training the entire team on the new procedures Process SMEs built new process flows for the revised procedures Helped with statistical validation and justification of implemented solutions Built the automation for the process Technical team helped fix bugs that were identified in the pilot phase They also supported the team with initial training on using the new automation Worked with the Project Lead and SMEs in updating the Standard Operating Procedures, Process Checklists, Process Training Plans and assessments Carried refresher trainings and conducted post training assessments for the process team Supported us by providing required backend accesses to the tools used in the process for automation 4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION Stakeholder Considerations in Implementation What was done to anticipate resistance before it occurred? Tollgate Reviews Tollgate reviews were conducted with the project Sponsor / Champion and the Master Black Belt after completion of each phase Stakeholder s concerns were thoroughly discussed during reviews Stakeholder Analysis Stakeholder Analysis was conducted For each stakeholder, we tried to anticipate where and what phases of the project could be resisted Sign-offs for Each Phase sign-offs were taken from stakeholders for each important decision taken in the project. This was also followed for tollgate reviews and solution implementation plan 30

31 4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION Stakeholder Considerations in Implementation What types of resistance were actually encountered during the course of solution / improvement implementation? How was the actual resistance identified? B: What resistance? Client Resistance to provide continued backend access to a certain database C: How was it identified? Identified during solution discussion with client and technical team Process Team Resistance to follow new process / resistance to change management Delayed sign-off from process owners Low attendance in new process trainings Knowledge Management - No Resistance NA Project Steering Committee - No Resistance NA 4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION Stakeholder Considerations in Implementation How was the actual resistance addressed? How did the team know it was successful in addressing the resistance? : What resistance? : How was it addressed? : Success confirmed? Client SPOC Resistance Sponsor / Champion intervention Multiple meetings with client to explain the benefits of automation Received approval from Senior Marketing Management Team Resistance Project team conducted 1X1 discussions with all team members Shared pilot results with the team which clearly showed the project benefits Project Champion motivated the team to go ahead with changes Process team supported end-to-end implementation of changes once the initial resistance issues were sorted 31

32 4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION Stakeholder Considerations in Implementation What was the evidence of stakeholder group buy-in? What evidence showed that buy-in was obtained prior to implementation? Sign-off from the Project Steering Committee post improvement seen in audit results and addressing the process issues Sign-off from Senior Marketing Management (Client) over conference call and mail AAA Test of the resources Before Improvement AAA test of the resources After Improvement Assessment Agreement Date of study: Reported by: Name of product: Misc: Assessment Agreement Date of study: Reported by: Name of product: Misc: Within Appraisers Appraiser vs Standard Within Appraisers Appraiser vs Standard % C I % C I % C I % C I Appraiser 2 1 Appraiser 2 1 Appraiser 2 1 Appraiser : IMPLEMENTATION AND RESULTS VERIFICATION Solution / Improvement Implementation What processes or systems were changed or created to implement the solution / improvement? Tool 1 Tool 2 Database 1 Database 2 Tool 3 Client s Server Client Improvisation Cycle Time and Lead time reduced in these process steps Legend Data Extraction, Cleansing, Standardization I Reporting & insights I Audit Updates Business Non Value Adding Activity 0 min 200 min 200 min 100 min Lead Time 500 min / week Value Adding Activity C/T 0 min C/T 207 min C/T 160 min C/T 87 min Total C/T 454 min / week End to end Reporting and Insight Generation Time including the idle time per Week Per week 1298 min (approximately 16 hours) Per Quarter Approximately 200 hours Resource Utilization ~ 22% - 25% Automated report making process Saved time for Insight generation 32

33 4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION Solution / Improvement Implementation What systems were changed or created to measure and manage the performance of the implementation? System Changes Centralized Repository (SharePoint) Macro files to be saved on the centralized shared location so that the team can access it and run the report Macro Governance Framework Approval process in place for version control of the VBA macro Control Plan Manual execution of the report every month to ensure sustainability incase of automation failure Project Results What were the results? How did the results compare to the specific project goals / measures from item 2.1.1? What additional benefits were realized from the project? What were the results? Maintenance activity of the reports Avg. maintenance time on the reports per Quarter Pre - Project Target ~900 man hours ~50% improvement Achieved ~700 man hours reduction (78% reduction) OFEs Opportunities for Referencing Errors ~76000 OFREs 100% reduction 100% OFREs eliminated Additional Benefits Avg. Resource Utilization per Quarter ~90% - ~75% reduction in the Resource Utilization 33

34 4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION Project Results How did the team measure any of the additional benefits that were soft? Improved Client s perception Client feedback Employee Satisfaction Employee feedback Simplified process helped reduce people dependency Strengthened client relationship Employee feedback Additional value-add projects Project Results How do the actual additional benefits that were realized compare to the expected additional benefits identified in item 3.2.4? Project Benefits Expected Actual Realized Reduction in the maintenance activity of the reports ~900 man hours ~450 man hours ~700 man hours Elimination of Opportunities of Errors ~76000 OFEs 100% 100% 34

35 5 Sustaining and Communicating Results 5.0.0: SUSTAINING AND COMMUNICATING RESULTS Sustaining Results Over Time What was done to make sure the process or system changes made during the implementation (4.2.1.) continued to be followed? System Changes Sustenance Plan Monitoring and Response Plan Change Management Refresher Process Training Fortnightly Audits Process Checklists Responsibility Project Lead Process Owner (Manager) Knowledge Management Project Lead / Black belt Process Owner (Manager) What was Done? The project metric was measured and monitored regularly to track and respond to any situation causing process service delivery related issues The Process Manager regularly addressed issues related to the change in the process to ensure adherence Knowledge Management team conducted process knowledge tests as per the ops requirements Fortnightly audits of the process were done to ensure conformance to the new process Process Audit checklists were simplified and updated on the centralized repository for the team to refer to 35

36 5.0.0: SUSTAINING AND COMMUNICATING RESULTS Sustaining Results Over Time What evidence showed that this became part of the organizations culture / operating strategy? Monitoring and Response Plan Change Management Macro Governance Model 5.0.0: SUSTAINING AND COMMUNICATING RESULTS Sustaining Results Over Time What was done to make sure the benefits obtained from the implementation (Item ) will be maintained? Visual Management System Centralized Storage of Macro Standard Operating Procedure Risk of Process Change Refresher s Training Dealing with Technology Failure To communicate the process performance in a clear and concise manner to the process owners Macro files to be saved at an eclerx shared location. Anybody from the team can access it and run the report The SOP was updated with the latest changes and was saved on a SharePoint Document Library which made it easier for the process team to access. Version Control to be implemented Approval process in place for change management FMEA document reviewed at regular intervals This plan basically assesses team s current skill and process knowledge to required skills / knowledge. Based on the assessment, every team member is rated as N,B,I or E Manual execution of report every month To be updated with manual steps to make a report for a contingency situation 36

37 5.0.0: SUSTAINING AND COMMUNICATING RESULTS Sustaining Results Over Time What evidence showed that this became part of the organizations culture/operating strategy? Centralized Storage for Documents, SOP, FMEA, Macro, etc Training Plan 5.0.0: SUSTAINING AND COMMUNICATING RESULTS Communication of Results (1/2) How did the team communicate the results to the various stakeholder groups? Process Owners Project Steering Committee Project Review Meeting Project closure Tollgate sign-off Client SPOC Project closure Quarterly Business Review Meet Formal project presentation by Project Lead New process walkthrough sessions 37