Max Life Overview. To be the most admired life insurance company by securing the financial future of our customers

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1 Max Life Overview To be the most admired life insurance company by securing the financial future of our customers We are an honest life insurance company, committed to doing what is right Caring : Listens with respect and values differences Acts with compassion Credibility : Demonstrates knowledge and creates trust in others Collaborative : Works together to achieve results Excellence : Pursues highest quality Founded in 2000 Revenue : US $ 2.25 Bn Customers: 2.9 M (Approx) Employees : 9,101 Agent Advisors: 45,275 Offices : 211 * Exchange rate as on March 31, 2016 is US$= Rs

2 Quality and Service Excellence Council Guidance & Direction Max Quality Improvement System MAX Performance Excellence Framework (MPEF) Innovation Lean Six Sigma / MAXimize Quality Standardized Methodology For Continuous Improvement Reward & Recognition Quality And Service Delivery Linked To Career Progression Service Excellence SEVA Standardized Best Practices Leadership, Planning, Customers, Measures, Employees. Processes Standard Metrics MQS SCORECARD Customer, People, Process, Finance Annual Assessments Cycles of Improvement Communications 3 Section # 1 Project and Team Selection 4 2

3 1.1.1 Who was responsible for selecting the project? (1/2) Q1.1/2 Who was responsible for project selection? Steering Team Quality Department Business Head Agency Channel Finance Head Operation Head Quality Director Master Black Belt Black Belt Project Selection Committee Project Sponsor Project Sponsor Project Champion Mohandas Pillai Distribution Head Western Region Vinita Gattani Head Field Operations Agency Channel Chhaya Bajpai Field Operations Head West Zone Sources of Information :- Strategic Plan Voice of Process Voice of Customer Data:- Strategic Goals KPIs from Performance Scorecards Customer Satisfaction Responsible for :- Rigorous application of project selection process in line with strategic objectives Promotion of continuous improvement culture Resource provision & deployment What background information of the company or those who selected the project is needed to better understand the context of the project? (2/2) Q1.1/2 Q1.2/2What What background background information of of the company or or those who selected the project is is needed to to better understand the context of of the project? Max Life Vision, Mission, Values Max Life s Pyramid Vision including Pyramid Organization wide Goals Service Excellence Financial Strength Low Grievance Rate & High CSAT This Project of Improving ECS ( NACH) Registration % for western region directly links to what we stand for Financial Strength & Service Excellence 6 3

4 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? (2/2) Continued VOC Internal & External Customers External Customer Who is responsible if my policy lapses? Even After ECS mandate why my account is not debited? Distribution Team Delay in collection recovery impacts business plan achievement Operation Team Duplication of work & loss of Productive time in query resolution Its Difficult to handle irate customers Initial Situation In Western Region, as on YTD September 2015, ECS registration ratios as per new process ( NACH) were at 65% 15% Increase in ECS Registration related complaints from the customers/ agents Impact On Customer Satisfaction Distributor Satisfaction Efficiency Future Revenue & Collections Opportunity Improve ECS( NACH) Registration Ratios Reduce Customer Complaints. Improve Oprational Efficiency Q1.2/2What background information of the company or those who selected the project is needed to better understand the context of the project? ECS Process ECS stands for Electronic clearing service. It is a system of electronic funds transfer from one account to another bank account with the help of services provided by clearing house. NACH Process National Payment Corporation of India, a body setup under NPCI, will ensure that image based mandate processing will happen to improve the ECS registration and transaction processing through Automated Clearing House (ACH) How was the gap or opportunity brought to the attention of the project identification group? (1/3) Q 1 1/3 How was the gap brought to the attention? Potential Stakeholders How Steering Committee By Defining Strategic Objectives By Assessing & Validating Projects Quality Department By Generating Interfaces By implementing Project Selection Matrix Operations Department By sharing the gaps in process Performance By sharing information on customer complaints Distribution Team Ensuring Participation in project selection meetings Learning & Development Team Ensuring Participation in project selection meetings 8 4

5 1.2.1 What was the opportunity? (Process Improvement)? (2/3) Q 1 2/3 What was the opportunity? 90 % New Business Policies Sourced on ECS Billing Method at Max Life KPI Current Target Deficit ECS( NACH )Registration % 65% 75% 10% Direct Impact On Customer & Distributor Satisfaction Persistency 77.5% 81.5% 4% Direct Impact on Future Revenue & Collections Customer Complaints 20% 10% 10% At United West as on YTD September 15 ECS registration ratios as per new process ( NACH) was only at 65% impacting both the critical organizational goals Timely ECS registrations is a critical customer requirement which directly impacts the renewal penetration for the organization along with customer satisfaction Hence there was a huge opportunity to systematically improve the ECS Registration Process What area of the organization had the opportunity? (3/3) Q 1 3/3 What area of the organization had the opportunity? Process Opportunity Impact H M High Medium New Business Process ECS/NACH Registration Process High Errors in quality check Lack of ECS/NACH process knowledge High scanning errors Lack of standardization across western region High waiting time H H High errors in quality check Low ECS registration ratios L Low WIP Process Repetitive follow ups for registrations M Governance Process Monitoring & Dashboard review L 10 5

6 1.2.2 What data were generated to help select the project? (1/3) Q 1 1/3 What data were generated to help VOC & Project Prioritization Scores VOC From External Customer select the project? Pre Project data trend for western region NACH Registration Trend : United West Registered Rejected VOC From Internal Customers Project Prioritization Scores from Selection Matrix Jul Aug Sep UW Zone wise Performance for ECS registration Process 74% 72% 70% 68% 66% 64% 62% 60% ECS/NACH Registration % 72% 70% 67% 65% North East South West Method Max Life s Quality Improvement System (MQS) Provides an integrated set of tools and resources for project management What methods and /or tools were used to assess or prioritize the need for the project? (2/3) Method Max Life s Improvement System Information Sources or Process Inputs Q 1 2/3 What methods & tools? STRATEGY & IMPACT Strategic Plan Company s Current Projects Organizational Proposals Internal stakeholder feedbacks MASTER BLACK BELT EXECUTIVE COMMITTEE Opportunity Assessment Impact Matrix Allocation Evaluation & Priorities DATA DATA & & CONTEXT Strategic & & organizational indicators Historic Data Data & & Performance Dashboards Business Impact Customer Impact Project Selection 12 6

7 Financial impact Customer impact Urgency Strategic impact Feasibility of execution Cross departmental benefits Resource allocation Total Why were these methods and/or tools used to select the project? (3/3 ) Q 1 3/3 Why were these methods used? Tools Used : Project selection matrix & prioritization Process owner & master black belt provide the data Project selection committee analyze & decide Project Prioritization Graph Selection Matrix ECS Registration Project Value Why? Weigh each potential project with respect to criteria. Select projects with higher impact Select appropriate methodology Maximizes Six Sigma Green Belt Six Sigma Black Belt What goals (organizational and/or local), performance measures, and/or strategies is the project expected to impact? (1/3) Q 1 1/3 What goals, performance measures or strategies is the project expected to impact? Project Goals Strategic Indicators Organizational Goals Increase ECS/NACH Registration Ratios from 65 to 75% Great Place to work ranking Quality Operational Efficiency Improve Persistency from 79.5 to 81.5% Financial Strength Growth Reduce Customer Complaints from 20% to 10% Service Excellence Customer Satisfaction 14 7

8 1.2.3 How do the stated measures relates to the perceived gap or opportunity? What is the relationship between the stated measures and perceived gap in 1.2.1? (2/3) As per In Project Goals Tools Operational Impact Matrix Operational Impact Organizational Goals Q 2/3 What is relation between stated measure & perceived gap in 1.2.1? Increase ECS/NACH Registration Ratios from 65 to 75% Increase Customer Satisfaction Quality Reduce Rework & improve productivity Meeting With How Improve Persistency from 79.5 to 81.5% Less customer/ agent calls to back office Improved operational efficiency for ECS registration process Operational Efficiency Master Black Belt Initial Team members Initial Stakeholder representatives Reduce Customer Complaints from 20% to 10% Customer Loyalty Customer Satisfaction Growth What is the problem statement that expresses where the organization wants to be at the end of the project? (3/3) Q3/3 What's the problem statement? Project Goal : To Take ECS/NACH Registration Ratios from 65% to 75% for western region by March 2016 Problem statement As on September 15(July 15 to Sept 15) ECS/ NACH Registration was at only 65% in western region. There is an opportunity to take this registration ratios to 75% by March

9 1.3.1 How were the stakeholders groups identified? (1/2) Project Selection Committee Q1/2 How were stakeholder groups identified? How? With the help of SIPOC team identified the stakeholder groups The Team Analyzed Process Maps & brainstorming Project opportunities Departments impacted by the project Positive & negative impact on other activities Possible conflicts of interest Internal Stakeholders Operation Department Distribution Team ( Agency) Steering Team Quality Department Learning & Development External Stakeholders Existing Customer What or who are stakeholder groups? (2/2) Steering Team Business Head Finance Head Ops Head I Drive Strategic objectives Drive Organizational Goals Quality Team Master Black Belts Black Belts E Provide the guidance to the team for DMAIC methodology Usage of appropriate six sigma tools Q. 2/2 What or who sare stakeholder groups? Distribution Team Operation Team Zone Head Regional Sales Head Office Head Sales Manager ZO Regional Ops Head Operation team E E Collecting ECS mandate from the customer. Effective resolution of customer queries. Application Processing Quality Check of proposal form/ ECS mandate Follow up with operations team at home office Collaboration with distribution for pending requirements Learning & Development Learning & Development E Support training initiatives for capability building External Customer Policy Holder I Provide feedback to strengthen the ECS process. Roles :- I Influencer E Executor 18 9

10 1.3.2 What knowledge or skill sets were determined to be necessary for successful completion of the project? (1/3) To what extent did the existing stakeholder groups have the required knowledge or skills? ( 2/3) Q. 1/2 & 2/3 What knowledge skills were necessary? Quality Team Distribution Team Operation Team Learning & Development Team Lean Six Sigma Methodology Strategic vision Influence & leadership H H H ECS Process Knowledge Form filling requirements L M Customer query resolution New ECS/ NACH process knowledge Basic quality check of proposal form & docs M L M New Business process knowledge Knowledge on Customer Query handling H H Coaching & training Effective communication ECS Process Knowledge H H L DMAIC Tool training L ECS registration process at home office DMAIC Tool Training Document Scanning Requirements L L L Knowledge of ECS/NACH checklists H H High M Medium L Low What additional knowledge and skills were brought in to make the project successful? ( 3/3) Stakeholder Groups Members Gaps Identified As Is To Be Additional Skills Brought Quality Team Master Black Belt Black Belt ECS/ NACH Process Knowledge L H ECS/ NACH process knowledge workshops Q. 2/3 & 3/3 To what extent knowledge were there? What additional skills? Distribution Team Operation Team Zone Head Regional Sales Head Office Head Sales Manager Zone Officer Regional Ops Head Operation team Scanning Operators Basic DMAIC tools knowledge ECS/ NACH Process Knowledge. Processing & quality check Knowledge for new business applications Basic DMAIC tools knowledge New NACH Process Training L L H H ECS/ NACH process knowledge workshops. Importance of sourcing right DMAIC Tool Training New Business & Quality check skills DMAIC tool training ECS/ NACH process knowledge workshops Dos & Dont s of Scanning Learning & Development Team Training Managers NA H NA 20 10

11 1.3.3 Before the project started, what specific training was done? (1/2) Q. 1/2 Before the project started what Specific training was done? MAXimizer Training 2 Days Basic problem solving tool for team Green Belt Training Days For SME Black Belt Training Days For Project leader Scanning Machine Quality Document Scanning specifications Dos & Dont s of scanning for process efficiency ECS form filling requirements ECS form Quality check skills End to end process knowledge for ECS & new NACH process Sourcing right- Importance of ECS payment method & accuracy requirements DMAIC Training DMAIC Training DMAIC Training 10 Days 10 Days Scanning KJ Tool Dos Training & Dont s for Customer in sighting 7 days 8 Days ECS/NACH Process Recruitment Workshops Skilling Quality workshops Check Training 10 8 Days Days Building Distribution Trust through Awareness Honest Workshops Selling 8 Days Before the project started,what was done to prepare the team to work together as a team?(2/2) Q. 2/2 Before project what was done to prepare the team to work together as team? GRPI Assessment Results No. Of respondents Define Score Comments Avg 72 Avg 79 Avg 82 Goal Stage % Role Stage % Process stage % Interpersonal relations stage Usage of GRPI Tool 5 team members required goal clarity Role clarity amongst all the team members was adequate Process Stage scores need improvement % IP skills was adequate Generative team building exercise was initiated to align everyone to the common goal of the project Working Together as a team Project Kick Off Meeting Explained purpose of the project What was expected from us as a team? Generativ e Degenerat ive Contribution expected from each team member Generative team building workshop Change acceleration process training and champions training Time is Now In house Change Management workshop Sessions on how to reach consensus 22 11

12 1.3.4 What roles and expectations were determined ahead of the project? (1/3) Q1/3 What roles & expectations were determined ahead of the project? Various Departments came together for Creation of ARMI KEY STAKEHOLDERS DEFINE MEASURE ANALYSIS IMPROVE CONTROL Steering Team A A A A A Operations Team M M M M M Distribution Team M M I I I Project team M M M M M Learning & Development Team I R R R I What Role? A - Approval of team decisions outside their charter/authorities, i.e., sponsor, business leader R - Resource to the team, one whose expertise, skills, clout may be needed on an ad-hoc basis M - Member of team, with the authorities and boundaries of the charter I - Interested party, one who will need to be kept informed on direction, findings. Expectations Provide strategic Strategic vision vision Guarantee commitment of of team team Project Project definition Definition Ensure Ensure alignment with with business Ensure Ensure resource allocation Decision making with with black black belt belt Rigorous application of Six Sigma Lead the team to success. Decision making with champion Data Collection Active participation in DMAIC Phases Key players in the project Improvement journey Support with training requirement Provide expertise when required Sponsor Champion Quality & Black belt Project Team Support Functions What deadlines and deliverables did the team have to consider ahead of actually starting the project? (2/3) Q 2/3 What deadlines & deliverables? Deadlines Deliverable Team routine & communication Define & Measure Phase 10/19-11/ Months from the project startup Project charter CTQs Process mapping Data collected & MSA Process performance Toll gate review signoffs Project plan sharing with champions & sponsors Weekly meetings with BB & GB for project progress Analyze Phase 12/01-12/ Month after the measure phase completion Hypothesis testing of historic data Customer need analysis Validation of root causes Tollgate review signoffs Share outcome of analysis & root causers Share customer insighting outputs with the team Improve Phase 01/1-01/ Month after analyze phase completion Solutions designed & tested Cost benefit & risk analysis Implementation plan Final solutions implemented Tollgate review sign offs Standard DMAIC checklist verification Review with champion & sponsor Control 02/1-03/ months after improve phase completion Process control systems Governance & dash boarding Control charts Replication opportunity Best practice sharing End of phase presentation to MBB & project sponsor

13 1.3.4 Before the project started, what team routines, including communication were established? (3/3) Q 3/3 Team routines and communications? Team Routines Communication Stakeholder wise MIS expectations Stakeholder Type of MIS Periodicity Steering Team ECS Registration Ratios PAN India Bi Monthly Operation Team ECS Accuracy & rejection MIS Weekly Governance review with steering team on monthly basis Project review rigor with project champion and project sponsor. Seeking suggestions for course correction Cross functional team hurdles on a weekly basis & plan of action for the next week Monthly project progress report & CTQ movement Distribution Team ECS Registration Ratios PAN India Weekly Project Team Project CTQ movement Weekly What Why When Whom Who Team meetings Face to face group meeting of all project team members to discuss requirement, Weekly Key project team Anjali Kalaskar progress against plan, issues, milestone dates and upcoming events MIS/reports Tracking and monitoring Monthly Champion /Key project tam Ajit Sonawane TQMI presentation file is Project plan update updated every weekend and distributed Weekly Key project team Anjali Kalaskar Project reviews Face to face meeting with project team Detail communication plan Key project team Monthly Project sponsor and Project champion Chhaya Bajpai Section # 2 Current Situation and Root Cause Analysis

14 2.1.1 What specific goals and/or measures is the team trying to achieve with the project? (1/2) What additional potential benefits, other than the specific goals and /or measures, will the project impact? (2/2) Q 1/2 What specific goals? Specific Project Goals Q 2/2 Additional potential benefits? Additional Potential Benefits Metrics As Estimated by Team Increase ECS/NACH Registration Ratios from 65 to 75% Distributor Satisfaction Scores DSAT Scores 65% Improve Persistency from 77.5 to 81.5% Customer Satisfaction Employee Engagement Scores CSAT Scores Employee Engagement Scores 80% 83% Reduce Customer Complaints from 20% to 10% What methods and/or tools were used to identify possible root causes / improvement opportunity (ies)? (1/3) Why were these methods and / or tools selected?(2/3) Q 1/3 & 2/3 What methods & tools were used to identify possible root causes? Why these method? Step 1 - Analysis of current Symptoms Opportunity Tools Why Who? Six Sigma Project Team & Stakeholder Representatives Improvement in ECS/NACH Registration Ratios Reduce Customer Complaints SIPOC Process Mapping To identify input/output customers & suppliers To identify process gaps & improvement areas Improve Persistency Trends Brainstorming To gather potential causes for the problem Qualitative Analysis To identify value added & non value added activities 28 14

15 2.2.1 What methods and/or tools were used to identify possible root causes / improvement opportunity (ies)? (1/3) Why were these methods and / or tools selected?(2/3) Q 1/3 & 2/3 What methods & tools were used to identify possible root causes? Why these method? Step 2 - Root cause detection Opportunity Tools Why Who? Six Sigma Project Team & Stakeholder Representatives Improvement in ECS/NACH Registration Ratios Reduce Customer Complaints Improve Persistency Trends 5 Whys Exploration of causes in depth FMEA Fishbone +Affinity Diagrams Multi Voting Identification of all failure modes associated with the process To categorize the causes in relevant categories & identify sub causes To narrow down the list of ideas 14 Potential Root Causes How was the team prepared to use the methods and /or tools? (3/3) Q.3/3 How was the team prepared to to use these tools & methods? How was the team prepared? Team was prepared to use the methods & tools through education & training interventions Team Building Workshops Why? To Build the cross functional alignment & motivate the team to actively participate in improvement journey Field training & distribution Workshops Type of Training Conducted Classroom Training for six Sigma tools Why? To enable the team to conduct root cause analysis through Historical data On the Job training Why? To Build the awareness for ECS registration process & its importance for timely revenue collection Why? How to improve accuracy in ECS registration Process Scanning Operator training for specific scanning requirements

16 2.2.2 Analysis of Current Symptoms What data was generated and how was the data analyzed to identify the possible root cause(s)/improvement opportunity(ies)? (1/2) Data As Is Process Process Requirements I n p u t SIPOC O u t p u t Process Mapping Input & Outputs Duplicate activities & Process Information Results Complex Process information Process Gaps & rework loops Identification of Potential root causes Data Policy wise ECS registration & rejection data Per Region Per office Rejection Reasons Pareto Scanning Scenarios Top rejection reasons, regions, locations Complex Process Lack of process standardization Results Low Performance areas 5 scanning scenarios operating in western region What were the possible root cause(s) / improvement opportunity(ies)? (2/2) Q2/2 What were the possible root causes? Analysis Of Current Symptoms Identification Of Potential Root Causes Data Analysis of present situation. Opinion of specialist Details of failure modes of ECS registration Process Tools Brainstorming+5 why Cause & Effect Matrix + 5 Why Prioritization of 14 potential causes List of >50 possible causes Selection of causes for affinity Results 14 Possible Potential Causes Sr. Cause No Rejection is high due to Poor Scanning 1 Quality of documents Sign Mismatch on NACH with proposal 2 form causing rejection 3 Incomplete Mandates causing rejection Lack of clarity related to Account 4 number details NACH Rejection is high in case of CC 5 agents NACH Rejection is high in upcountry 6 locations NACH rejection is high in case of combo 7 policies NACH rejection is high in case of 8 monthly & quarterly mode 9 Low MIS frequency on NACH from HO Traction from the GOs is missing after 10 scanning the proposal form Required documents not attached due 11 to oversight at GO HO NACH process not clear to the team 12 ( ECS lifecycle) Lack of education on how to fill the 13 mandate- Agent/ Ops Lack of consistent processes at GOs for 14 sending mandates to HO ( High MNR) 32 16

17 2.3.1 What tools used to identify the final root causes? (1/3) Q.1/3 What tools used to identify final root causes? What tools? Affinity Diagram Hypothesis Testing FMEA 5 Why Analysis Pareto Analysis Cause& Effect Matrix Why were these methods and/or tools selected? (2/3) How was team prepared to use the methods and /or tools? ( 3/3) 5 Why Analysis Q2/3 Tools Why were Q3/3 Why How these tools Selected? Exploration of all the causes in depth How was the team prepared? Classroom Training for Six Sigma tools Cause & Effect Matrix Pareto Hypothesis Testing FMEA Affinity Diagrams To categorize potential causes into high, medium & low impact To Prioritize the causes & identify vital few from trivial many To statistically validate the root causes To shortlist identified failure modes with highest RPN numbers To Identify themes emerging out of collected data Team meetings & discussions Training on basic Six Sigma tools Six Sigma greenbelt training FMEA live workshops Specific tool training 34 17

18 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) Q1/3 What data generated? How was it analyzed? What data Was generated? COPIS Project Scope Input Output Supplier Customer Process maps Detailed Process Sub Processes Handoffs Functions involved Process Gaps VOC Voice of internal customer Voice of external Customer CTQ data System generated data Historic data for project Y & high impact Xs How was the data analyzed? By working together with team defined high level of process Process mapped by all key stakeholders during team workshops Cross functional flow chart VSM Gathering VOC from al the key stakeholders By Preparing data collection plan with the stakeholders Data was tested using minitab & hypothesis testing What are specific examples of data analysis that lead to the final root causes? (2/3) Q 2/3 What specific examples of data analysis for final root causes? Final Root Causes Data Collection Format Policy level Rejection Data 14 possible root causes Sr. No Cause Rejection is high due to Poor Scanning Quality 1 of documents Sign Mismatch on NACH with proposal form 2 causing rejection 3 Incomplete Mandates causing rejection 4 Lack of clarity related to Account number details 5 NACH Rejection is high in case of CC agents 6 NACH Rejection is high in upcountry locations 7 NACH rejection is high in case of combo policies NACH rejection is high in case of monthly & 8 quarterly mode 9 Low MIS frequency on NACH from HO Traction from the GOs is missing after scanning 10 the proposal form Required documents not attached due to 11 oversight at GO HO NACH process not clear to the team ( ECS 12 lifecycle) Lack of education on how to fill the mandate- 13 Agent/ Ops Lack of consistent processes at GOs for sending 14 mandates to HO ( High MNR) Tools 2P Test Chi Square Test Pareto Identification of highest ECS rejection locations Data Analysis of Location Type High ECS rejections were found in upcountry locations Data Analysis of Agent Tenure High ECS rejections were found in new agents 0-12 Months tenure compared to old agents To Identify the most important causes. High Contributing rejection reasons 36 18

19 2.3.2 What was (were) the final root cause(s) / improvement opportunity(ies)? (3/3) Q3/3 what were the final root causes? Potential causes : 11 Validated : 7 14 High Priority Potential causes Analysis Method Final Root Causes 1.Scanning Errors 1. Poor Scanning Quality Of Documents 2. Signature Mismatch.. 3. Incomplete documentation Hypothesis Testing 2. Customer Sign mismatch. 3.Quality check skill of operation executive 4. Agent Tenure 5.Type of Location 6.Low ticket size cases 14. Low awareness in new agents 7. Lack of scanning standardization How was (were) the final root cause(s)/improvement opportunity(ies) validated? (1/2) Q1/2 How were final root causes validated? Example :ECS Rejection Rate in combo policies was not significantly different than single policies Myth Buster Example : ECS rejection rate was not significantly different in monthly mode cases than the other policy modes S. No 7 Validated Root Causes Gemba FMEA Chi Square 2P Test 1 Scanning Errors 2 Customer Sign Mismatch 3 Quality Check Skill of Operation Executive 4 Agent Tenure 5 Type of Location Data Analysis Specialist opinion Own judgment Customer survey Validation by actual observation List of Failure Mode & Causes Severity, occurrence & detection probability. General risk for every failure Prioritization of highest risk index Data collected during measure phase Significance of causes Hypothesis testing with Minitab 6 Low Ticket Size 7 Lack of Scanning Standardization Example Operation team s Quality check skills were not adequate Scanning Error was identified as a high impact failure mode with highest occurrence & severity rating Chi Square proved that ECS rejection rate is higher for the low ticket size cases ( Rs 10,000 to 30,000 Premium size) 38 19

20 Potential causes : 14 Validated : What evidence showed that the final root cause(s) /improvement opportunity(ies) were validated prior to solution development?(2/2) (2/2) Validation Tools Used S. No 7 Validated Root Causes 2P Test Chi Square Test Gemba Specialist Validation 1 Scanning Errors Y Y Y Identification of 5 Different scanning Scenarios 2 Customer Sign Mismatch Y Solution proposed post Analysis Y Y 3 Quality Check Skill of Operation Executive Y Y Y Project Team Identified the 4 Agent Tenure Y process standardization opportunities & 5 Type of Location Y Y gave the Y empowerment to 6 Low Ticket Size Y Y GOs to scan their Y own NACH forms & dispatch it from 7 Lack of Scanning Standardization Y GOs especially Y in upcountry locations Q1/4 How was initial scope, deliverables &timings verified? How was the correctness of the initial project scope, deliverables, and timings verified? (1/4) Sponsor, Champion, Master Black Belt & Project Team Make a Project Management Review for the Final Tollgate For The Phase Correctness of Scope, Timings, Deliverables Define & Measure Phase Deadline Deliverable Scope 10/19-11/ Months from the project startup Successfully completed Project charter CTQs Sponsor & team in tollgate Process mapping Causes found within initial scope Data collected & MSA No need to change the scope Process performance All approved at tollgate with checklist Analyze Phase 12/01-12/ Month after the Measure phase completion Successfully completed Hypothesis testing of historic data Customer need analysis Validation of root Causes All Approved at tollgate with checklist Governance, Reviews & Project Team Meetings Conducted At Every Key Milestone Stage of the Project 40 20

21 2.4.1 How were the stakeholders involved and/or communicated within the root cause opportunity phase of the project? (2/4) Stakeholder Who How Involved or communicated? Steering Team Sponsors & Champions Provided the expert guidance at root cause opportunity phase Quality Team Quality Experts & coordinators Ensured correct methods & Usage of DMAIC techniques for root cause identification Q2/4 How were the stakeholders involved at a root cause opportunity stage? Distribution Team Operation Team Experts in sales & distribution Service delivery Team Were involved through team meetings & conference calls where they validated the identified root causes by sharing on the job facts & challenges Involved through weekly rhythms for the project updates Learning & Development Team Training managers who support the training requirements Sharing training needs for identified root causes Sharing audit plans External Customer Policy Holder who gives the ECS mandate for paying policy premium Validation of customer needs derived from KJ analysis What stakeholder resistance was identified and /or addressed in this phase of the project? (3/4) Stakeholder Resistance (Anticipated & Verified) New Identified Influencing Strategy Steering Team Quality Team Q3/4 What stakeholder resistance was identified in this phase of project? Distribution Team Lack of accountability for ECS rejections We can t contribute in reducing ECS rejections Conducted team meetings, created shared need, shared vision & common purpose Operation Team Multitasking in the front office bound to cause QC errors Validated the identified root causes by sharing on the job facts & challenges Learning & Development Team External Customer 42 21

22 2.4.1 How was the appropriateness of the initial team membership and management routines confirmed?(4/4) Q4/4 How was appropriateness Team Members of the initial team membership and management routines confirmed? Project Leader (Black Belt) Project Sponsors Project Champion Distribution team Branch Operation & central operation team Cross Functional Team Additional Team BPMA Team Finance Team FORMING STORMING NORMING Establishing Expectation Identify similarities Common Goals Team contact Trust Interdependent Authority & Responsibility Identify Resources Expressing Ideas/feelings Reacting Counter Dependent Agreement on Roles and processes during project Negotiation Consensus building PERFORMING Achieving effective results Finding solutions Work Collectively Caring Establish unique Identify SKILL SET MAPPING + TRAINING+ ENGAGEMENT Team Alignment through GRPI Management Routine Confirmation Executive Management Team Monthly review Senior Leadership Team Monthly to Fortnightly Operations Head Weekly reviews GRPI Score Define Measure Define Measure 43 Section # 3 Solution/ Improvement Development 44 22

23 3.1.1 What methods and/or tools were used to identify the possible solutions (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) Q1/3 What methods or tools used to Identify possible solutions? Tools Brainstorming & Affinity Diagrams Q2/3 Why were these methods selected? Why used? Due to ease of generating multiple solutions Q 3/3 How was the team prepared? How was team prepared? 3 Day Lean Six Sigma training for selected team FMEA Solution Selection Matrix Pilot Testing Hypothesis Testing Benchmarking To propose solutions on failure modes with high RPN To Prioritize the identified solutions To gage the results in controlled environment Validation of results To gather industry data & validate On the Job training with live examples Guidance on how to select a appropriate solution Do s & Don t of pilot testing training by external consultant 3 Day Lean Six Sigma training for selected team 1 day innovation workshop for selected team with focus on 7 thinking hats, scamper Step 1 Step 2 Step3 Generation of possible solutions Prioritization of possible solutions Validation of shortlisted solutions Conducted various exams for testing team s knowledge on various tools What data was generated and how was the data analyzed to determine the possible solution(s) / improvement(s)? (1/3) Tools Data How Analyzed Brainstorming & Solution Selection Matrix List of improvement ideas prioritized with Solution selection matrix In Team Meeting 7 Validated Root Causes 1. Generate Ideas for possible solutions Consultation with Subject Matter Expert Benchmarking End to end process steps till the final registration point List of best practices from competition Estimate contribution of each idea in improving ECS registration Understand replication opportunities FDC & FMEA for understanding Hand offs & failure modes List of process gaps & rework loops Understand impact of each gap if bridged on the CTQ List of 21 Possible solutions 46 23

24 3.1.2 What are the possible solution(s) / improvement(s)? (2/3) Q 2/3 What are the possible solutions? 1.Scanning operator training in every region 2.Testing of scanning machines in every region 3. ECS Process Awareness sessions for GO executives 4. Awareness sessions sign mismatch scenario 5. Education series on top 5 discrepancies 6. Proactive control & signature verification at scanning centers 21 Possible Solutions 7. Conference calls to increase awareness regarding account number related discrepancies 8. Sharing MICR code list with all the offices in the zone 9. Automated premium calculator with tax calculation inbuilt in it. 10 Sharing Case studies & discrepancy scenarios 11Governance & review for upcountry location 12.Circulation of RBI approved bank lists for NACH registration for upcountry locations 13Special awareness series for upcountry locations 14Case Studies & scenarios sharing 15.Scanning standardization for every RM region 16. Governance & review by cluster officers for their respective regions 17.Motivation & R&R for highest NACH registrations 18.Stringent QC checks for the cases between 10 to Highlighting frequent defaulters & creating visibility 20.Special follow ups for 10 to cases from regional SPOCs 21.Agent awareness sessions for importance NACH registrations from persistency perspective What evidence showed that the solutions(s) / improvement(s) identified were possible instead of final? (3/3) Q 3/3 What evidence showed that solutions identified were possible I instead of final List of Possible solutions 1.Scanning operator training in every region 2.Testing of scanning machines in every region 1. Improvement ideas were identified free of paradigms & using creativity 3. ECS Process Awareness sessions for GO executives 4. Awareness 2. sessions All the sign team mismatch participated scenario in idea generation activities 5. Education 3. series Level on top of 5 each discrepancies variable was determined to maximize the results 6. Proactive control & signature verification at scanning centers 7. Conference calls to increase awareness regarding account number related discrepancies 4. Key ideas upon which solutions to be built identified 8. Sharing MICR code list with all the offices in the zone 9. Automated 5.Solutions premium calculator integrated with tax calculation inbuilt in it.1 10 Sharing Case studies & discrepancy scenarios 11Governance & review for upcountry location 12.Circulation of RBI approved bank lists for NACH registration for upcountry locations 13Special awareness series for upcountry locations 14Case Conducted Studies & scenarios sharing Solutions & data came from creative ideas & meeting 15.Scanning Pilot standardization Tests for every RM region with stakeholders & still needed further analysis 16. Governance & review by cluster officers for their respective regions 17.Motivation & R&R for highest NACH registrations 18.Stringent QC checks for the cases between 10 to Highlighting frequent defaulters & creating visibility 20.Special follow ups for 10 to cases from regional SPOCs 21.Agent awareness sessions for importance NACH registrations from persistency perspective Solutions Validated & solution implementation plan created 48 24

25 3.2.1 What methods and/or tools were used to identify the final solution(s) / improvement(s)? (1/3) Why were these methods and/or tools selected? 2/ Q 1/2 What methods & tools were used to identify final solutions? Tools Q 2/3 Why were these methods selected? Why Used Solution Selection Matrix To select high impact solutions FMEA To assess solutions basis RPN numbers Pilot Results To select high impact solutions from customer s perspective Team Meeting with MBB & key stakeholders To deploy strategic criteria into operational matrix for the project. Decide Best Solution Considering Criteria CTQ Impact Project Performance Indicator Time Impact Time to Implement Cost /Benefit Impact Cost / Benefit of Implementation Ease Simple to Implement How was the team prepared to use the methods and/or tools? (3/3) Q3/3 How was the team prepared to use the methods & tools? Team Preparation for Using Selected Tools Internal & External Focus Black belt Greenbelts & Maximizers Lean Six Sigma Improve Phase Special Training on Do s & Don'ts of pilot FMEA 3 day training by experts 2 day training by external consultants Techniques & Tools Brainstorming with creativity techniques like scamper, 6 thinking Hats Cost benefit analysis How to select a appropriate solution Pilot Testing Refine the solutions Solution validation with selection matrix Live demo for FMEA Exam 50 25

26 3.2.2 How were the methods and/or tools used to determine the final solution(s) / improvement(s)? 1/2 Internal Focus 21 possible solutions Step 2 Prioritization of possible solutions Solution Selection Matrix Q1/2 How were tools used to determine final Solutions? CTQ Impact Time Impact Cost / Benefit Impact Ease Solution Selection Priority Number Final Solutions What is (are) the final solution(s)/improvement(s)? (2/2) Q 2/2 What are the final solutions? Final solutions and implementation planning : 13 final solutions planned to implement Sr No 1 2 Scanning operator training in every region Testing of scanning machines in every region 3 ECS Process Awareness sessions for GO executives 4 Awareness sessions sign mismatch scenario 5 Education series on top 5 discrepancies Action Item Responsibility Start Date Completion date Frequency Ops Training Nov 15 Dec 15 Ongoing Project Team Nov 15 Dec 15 Ops Training Nov 15 Dec 15 Ops Training Nov 15 Dec 15 Ops Training Nov 15 Dec 15 6 Proactive control & signature verification at scanning centers Cluster Officers Oct 15 7 Circulation of RBI approved bank lists for NACH registration for upcountry locations 8 Sharing MICR code list with all the offices in the zone Project Team Oct 15 Nov 15 Nov 15 Project Team Oct 15 Nov 15 9 Scanning standardization for every RM region Project Team Nov Agent awareness sessions for importance NACH registrations from persistency perspective 11 Motivation & R&R for highest NACH registrations Dec 15 0n going 0n going 0n going 0n going 0n going 0n going 0n going Ongoing Cluster Officers Oct 15 Nov 15 Ongoing Cluster Officers Nov 15 Dec 15 0n going 12 Automated premium calculator with tax calculation inbuilt in it Narendra Kulkarni Nov 15 Dec 15 Completed 13 11Governance & review for upcountry location Zone Officer Nov 15 Dec 15 Ongoing 52 26

27 3.2.2 What is (are) the final solution(s) / improvement(s)? (2/2).. continued How were the final solution(s)/improvement(s) validated? (1/2) Q1/2 How were the final solutions validated? Conducted Pilot 1 Potential solution Prioritized solutions Pilot and implement Pilot Result Verification Full Scale Implementation Conducted Pilot 2 Conducted Pilot 1 Customer Validation for Prototype Pilot Result Verification Full Scale Implementation Conducted Pilot

28 3.2.3 What evidence showed that validation was performed prior to implementation? (2/2) 1 2 Evidence : Solution Conversion Funnel Evidence : Pilot Log Records for Pilot Validation Identified total 21 Solutions Q2/2 What evidence showed that validation was done prior to Implementation? Selected 13 final solutions Conducted Multiple pilot tests 3 44% 60% 73% ECS/NACH Registration % 84% 81% 80% 80% 81% 80% 80% 81% 70% Pilot 1 Pilot 2 Results Sustained Final Implementation What additional potential benefits were anticipated from the final solution(s)? (1/2) Q1/2 What additional potential benefits were anticipated from final solutions? Final Solutions Benefits As per Benefits Anticipated Projected Results How Obtained? Distributor Satisfaction Scores Customer Satisfaction Scores >=80% >=88% Timely commission disbursement & reduction in ECS related customer complaints Reducing Customer Complaints & timely policy renewals, cover continuance Employee Engagement Scores Customer Complaints >=85% <=10% Increased Operational Efficiency through reduced rework & improved productivity By Improving timely ECS registrations 56 28

29 3.2.4 Were the additional potential benefits anticipated prior to implementation? (2/2)? Additional Benefits Agent Loyalty Index Customer Satisfaction Employee Engagement Flagging Anticipated Anticipated Not Anticipated Q2/2 Were the additional potential benefits anticipated prior to implementation? Potential Benefits Estimated During Pilot Test Later Presented to Sponsor, MBB & Other Stakeholders for Validation Less Customer Complaints Anticipated D A T A What data was generated and how was the data analyzed to justify why the chosen final solution(s) / improvement(s) should be implemented? (1/2) What evidences showed that justification was performed prior to implementation?(2/2) Possible Solutions Pilot 1 Pilot Q 1/2 What data generated? How data was analyzed to justify why the chosen solutions are final? 24 Possible solutions Eliminated 11 solutions during pilot 1 Added 1 solutions After Pilot Q2/2 What evidences showed that justification done prior to implementation? = =13 Evidences of pilot test which were performed prior to implementation

30 3.3.1 How was the correctness of the initial project scope, deliverables, and timings verified? (1/4) Q1/4 How was the correctness of the initial project scope deliverable & timing verified? Sponsor, Champion, Master Black Belt & Project Team Make a Project Management Review for the final tollgate for the phase Deadline Deliverable Scope Improve Phase Correctness of Scope, Timings, Deliverables 01/01-01/ Months after Analyze Phase Ends Successfully Completed Solutions Designed & Tested Cost Benefit & Risk Analysis Implementation Plan Final solutions implemented All verified at tollgate with checklist Governance, Reviews & Project Team Meetings Conducted At Every Key Milestone Stage of the Project Sponsor & Team in Tollgate initial scope found adequate No need to change the scope How were stakeholders involved and / or communicated within solution / implementation stage of the project?(2/4) Q2 / 4 How were the stakeholders involved & communicated within solution implementation phase? As per Stakeholder Involved In How Involved Steering Team Approvals for final solutions & suggested modifications Taking part in tollgate meetings Degree Of Involvement High Quality Team Assuring correct use of tools & techniques Weekly meetings High Distribution Team Idea Generation, Iteration Pilot implementation By participating in a activity as a team member High Operation Team Idea Generation, Iteration Pilot implementation By participating in a activity as a team member High Learning & Development Team Pilot handholding & support Validation of solutions On the job observations & training Medium External Customer Validation of final solutions Pilot Feedback Rating solution In sighting, surveys & telecalling Medium

31 3.3.1 What stakeholder resistance was identified and / or addressed in this phase of the project? (3/4) Q 3/4 What stakeholder resistance was identified/ addressed in this phase of project? How? Steering Team Using stakeholder analysis & Holding meetings between team & stakeholders Stakeholder Designations Positive Impact +Ve Resistance Business Head Finance Head Ops Head BH: Will help in reduction of customer complaints thereby increasing Customer Loyalty Finance Head-Budget constraints to replace faulty scanning machines Quality Team Master Black Belts Black Belts Promotion of quality tools through improvement initiatives Distribution Team Zone Head Regional Sales Head Office Head Sales Manager ZH-Through improved ECS process, we can increase CSAT which will improve sales Operation Team Learning & Development Team ZO Regional Ops Head Operation Team Learning & Development Compliance team Due to process improvement in ECS, lot of rework will be saved Training- Training Scanning Operators all across the region is not practical. External Customer External Customer Timely Policy renewal/ Hassle free payment option How was the appropriateness of the initial team membership and management routines confirmed?(4/4) Team Membership (GANTT Chart) Stakeholder Analysis Matrix ( Document Review) Management Routines ( Document Review) How: Assessment in Tollgate Team with Sponsor & Master Black Belt Workload manageable so need to change any team membership No change in the knowledge & scope so no need to change or add members MBB approved use of DMAIC Updated stakeholder feedback Increase communication with stakeholders Meetings held Deadline& deliverables achieved GRPI Management 3.3.1Q4/4 How was the appropriateness of initial team membership & management routines confirmed? Maintained momentum with support of cross functional team FORMING STORMING NORMING Establishing Expectation Identify similarities Common Goals Team contact Trust Interdependent Authority & Responsibility Identify Resources Expressing Ideas/feelings Reacting Counter Dependent Agreement on Roles and processes during project Negotiation Consensus building PERFORMING Achieving effective results Finding solutions Work Collectively Caring Establish unique Identify

32 Section # 4 Implementation and Results Verification How were stakeholders involved in planning the solution / improvement implementation? (1/2) How were stakeholders involved in implementing the solution/improvement? (2/2) Q1/2 How were stakeholders involved in planning solutions? As per Stakeholder How were they Involved in Planning? How were they Involved in Implementation? Q2/2 How were stakeholders involved in solution implementation? Steering Team Approved the planning timetable & tasks with list of resources proposed Ensured cross functional availability of resources from the departments involved Quality Team Approved the planning timetable & tasks with list of resources proposed Validation of methodology used in new processes & implementation Distribution Team Actively participated as a team member in implementation planning Accepted the new working ways by signing on the new process checklist Operation Team Actively participated as a team member in implementation planning Accepted the new working ways by signing on the new process checklist & supervised new process Learning & Development Team L&D -Actively involved in training initiatives for implementing solutions By preparing required training calendars & training the required resources External Customer Surveys, Feedback NA

33 Q 1/3 What was done to anticipate resistance before It occurred? Q2/3 : What type of resistance encountered during solution implementation? 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) As per How? Using stakeholder analysis Holding meetings between team & stakeholders Stakeholder Steering Team Positive Impact Improvement in ECS registration process will result in improved persistency & CSAT scores What we did to anticipate resistance? Resistance Quality Team Promotion of quality tools Distribution Team Contributes in improved persistency & lesser customer complaints Some resistance to adopt to the new processes & practices Operation Team Direct contribution in revenue generation, improved productivity Time management due to multitasking at front end Learning & Development Team NA Periodically training the scanning operators across regions is challenging External Customer Improved customer experience How was the actual resistance identified? (3/3) Q 3/3 How was the actual resistance Identified? As per Resistance Stakeholder Resistance Anticipated actually Detected identified? How Identified? encountered How Steering Team Quality Team Distribution Team Resistance to adopt to the new processes & practices Delay in implementation of new practices Interactions & Feedbacks through conference calls Operation Team Time management due to multitasking at front end Non adherence to QC Checklists Observation & talks during office visits Learning & Development Team Delay in training scanning operators Some regions not covered Training records & interaction with the team External Customer

34 4.1.3 How was the actual resistance addressed (1/2)? How did the team know it was successful in addressing the resistance?(2/2) Q Q ½ How was the actual resistance addressed? Q 2/2 How did the team know it was successful in addressing resistance? As per Stakeholder Resistance Detected Influencing strategy Steering Team Confirmation of success Quality Team Distribution Team Delay in implementation of new practices Technical, cultural & political resistance Identification by doing a survey monkey. Adoption of new practices observed during office visits Operation Team Non adherence to QC Checklists Sharing Common Purpose, Advantages of process Adherence Improved Adherence to QC Checklist in surprise audits conducted Learning & Development Team Scanning operator training not conducted for some regions Sharing the importance of skilling & training to improve process Confirmation on pending trainings External Customer What was the evidence of stakeholder buy in? (1/2) Q1/2 What was the evidence of stakeholder buy in? As per Who? Sponsor & Champion Six Sigma Team Stakeholder How? Evidence of Buy In Team Observations Meetings with stakeholder Steering Team Project phase completion approval at every tollgate stage of DMAIC journey H Quality Team Project phase completion Approval at every tollgate stage of DMAIC journey H Degree Of Buy In H Distribution Team Positive feedback during meetings Enthusiasm expressed during pilot results H Promotes Changes Operation Team Active support during pilot tests High degree of cooperation in the definition of roles Open approvals & communication of results H M Accepts Changes Learning & Development Team Acceptance expressed at the end of pilot meetings M L Doesn t accept changes External Customer Positive feedback for pilot testing Expressed enthusiasm with pilot results H

35 4.1.4 What evidence showed that buy-in was obtained prior to implementation(2/2) Evidence of buy in prior to implementation Q 2/2 What evidence showed that buy in was obtained prior to implementation Communication to team members regarding shortlisted solutions prior to implementation Communication on Supervisor accountability by champion to the operation leadership team What processes or system were changed or created to implement the solution / improvement? (1/2) What processes or systems were changed or created to implement solution improvement? What Processes & Systems? 2 Process change: Improvised ECS registration process documented & circulated 1 3 ECS Registration Ratios Embedded in the goal sheet of Operations team Designed New ECS/NACH Quality Check Checklist 70 35

36 4.2.1 What systems were changed or created to measure and manage the performance of the implementation? (2/2) System Enhancements Customer Management System Q2/2 What systems changed or created to measure/ manage performance? Customer Management System Able to view customer details Special category to capture ECS/ NACH related details Introduced IT system validation for critical fields Introduced documented Improvised Process Introduced improvised process map & IT Validations for critical fields MIS & Daily Performance Updates Zone wise Special MIS by BPMA Business Process Management System What were the results? 1/2 How did the results compare to the specific project goals/measures from Item (2.1.1)?(2/2) ECS/NACH Registration Trend MTD Registration % YTD Registration % Target YTD 75% 44% 44% 58% 60% 65% 73% 68% 84% 68% 70% 71% 73% 74% 75% 74% 75% 77% 81% 80% 80% 81% 80% 80% 81% July'15 August'15 Sept'15 Oct'15 Nov'15 Dec'15 Jan'16 Feb'16 March'16 April'16 May'16 June'16 ECS/ NACH Registration improved from 65% to 75% & is sustained for 3 months after the project closure Business Impact through this Project :12.3 million INR 12.3 Million INR 82.00% 81.00% 80.00% 79.00% 78.00% 77.00% 76.00% 75.00% 77.50% Pre Project Persistency 81.50% Post project Persistency 72 36

37 4.3.2 What additional benefits were realized from the project? ( 1/3) How did the team measure any of the additional benefits that were "Soft? (2/3) How do the actual additional benefits that were realized compare to the expected?(3/3) What additional benefits? Additional Benefit seen in What expected? Actual Expected additional Achieved How Measured? benefit achieved?? How measured? Distributor Satisfaction Scores >=65% 70% Agent Satisfaction Survey Soft Customer Satisfaction 85% 87% Customer Satisfaction Surveys Soft Employee Engagement >=81% 83% Employee Engagement Survey ( Kenexa) Soft Customer Complaints 10% 13% Dashboards Section # 5 Preservation and Stakeholder Communication 74 37

38 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) Q1/2 What was done to make sure that system changes were continued to be followed? Who? Project team How? Process Control System developed with Mitigation plan 16 final solutions for Internal Focus & 11 for Failure mode External Focus Adherence to process control systems Process control systems not followed Mitigation Plan Mystery audits to keep the checks on adherence ECS/ NACH Registration made part of goal sheet for Operations Lack of periodical goal sheet review Documentation mandate & review by supervisor Launch of new customer management system Usage of old version IT rights disabled for old system Introduced IT system validation for critical fields New verified system not used IT rights disabled for old System Reward & Recognition Delay in R&R SPOC appointed for R&R coordination Dashboards & governance System issues/ delay in MIS Manual dashboards circulated in case of failure What evidence showed that this became part of the organization s culture /operating strategy? (2/2) Q2/2 What evidence showed that this became the part of operating strategy? Who? Project Team Evidence Replication of new systems & improved process versions in other zones New Customer Management System Monitoring the sustainability of the result : all process indicators meet or exceed objectives MIS & Reports Team members share monthly results with Steering committee Governance& Dashboards 76 38

39 5.1.2 What was done to make sure the benefits obtained from the implementation (Item 4.2.1) were maintained?(1/2) Q1/2 What was done to make sure that benefits obtained from implementation were maintained? Who? How? Project team & Process Owner Dashboard System Indicators Data Source How we measure? How we control? Dashboard ECS/ NACH Registration Ratios Project management updates & MIS Number of ECS/ NACH registered policies/ Total no. of policies inforced on direct debit * 100 Process Control Sheet What evidence showed that this became part of the organization s culture Operating strategy?(2/2) Reward Recruitment & Training Controls Strategy Key Performance Indicators Reward Recognition Select Train Report Review and Improve Strategic planning Process VOC Leadership Commitment Communication Role Modeling Empowerment 78 39

40 5.2.1 How did the team communicate the results to the various stakeholder group? (1/2) Stakeholder How were results shared? Feedback Steering Team Project closure Presentation. All learning's & results shared. Appreciation for successful completion Quality Team Project closure Presentation. All learning & results shared. Project selected for POY at PAN India level Distribution Team Daily dashboards. News letters, Trainings, Reviews, R&R High motivation levels, Shared vision, Common objective, Acceptance of newer ways of working 5.2.1Q1/2 How did the team communicate results to various stakeholder groups? Operation Team Learning & Development Team Daily dashboards. News letters, Trainings, Reviews, R&R Monthly updates, Newsletter, Business quality councils Appreciation on improved customer management system, High motivation levels Commitment & collaboration for continued support in training & audits External Customer Newsletters, Company updates, s, Mailers Confirmation on improved ECS Registration Process 79 Project Won Project of the Year Award in Year 2015 in Customer Category Project Of the Year Award at Max Life 80 40