AAROHAN 2017Jatin Khurana Khusbhu Das Libin Chacko Priyanshi Sharma Somok Sengupta ... Value stream...
Transcript of AAROHAN 2017Jatin Khurana Khusbhu Das Libin Chacko Priyanshi Sharma Somok Sengupta ... Value stream...
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
FACULTY ADVISOR
Abhijit Bhagwat Assistant Professor
TEAM MEMBERS
Senior Team
Akash Paul Lakra Ankit Srivastava
Ankit Vyas Astha Jain
Durgesh Singh Jatin Khurana Khusbhu Das Libin Chacko
Priyanshi Sharma Somok Sengupta
Junior Team
Aditi Luthra Akash Bidkar
Anirudh Chauhan Jatin Rathod
Kanika Tewatia Mahima Ken
Mohammed Hussain Nakul Mundra Navdeep Saini Reshma Sam
Sumati Gidronia Varun Malik
THE EVENT
The 'Lean and Six Sigma Excellence Awards' is
an effort from SCMHRD to recognize and honor
those Corporates who strive to set new
benchmarks in the sphere of quality and efficiency.
The selection parameters are first decided upon
by a team of eminent panelists followed by the
official invitations to the Corporates for
participation. The projects received are then
evaluated by the panelists on the previously
decided parameters.
The best projects under each category are chosen
and their team members are then invited to
make their presentations at the regional rounds
held at Bangalore, Delhi and Pune. The best
projects under each category from the regional
rounds are then shortlisted and invited to make
the presentations at the final round at SCMHRD,
Pune, where they go through a final round of
scrutiny. At the concluding day of the event, the
winners are felicitated.
In our thirteenth year of hosting this event, we are
proud to say, that the 'Lean and Six Sigma
Excellence Awards' has accomplished new
heights and has gained recognition among the
Corporate to an extent where they have started
considering these awards as a milestone in their
six-sigma journey. We promise to work at
making the LSSEA the most prestigious award in
the field in the years to come.
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From the Desk of Chancellor,
Symbiosis International University
Dear All,
It gives me immense pleasure in welcoming you to the “Lean and Six
Sigma Excellence Awards, 2017”.
Given today' s economic scenario, when organizations across all sectors
are making an effort to minimize the effects of the slowdown on their day
to day operations, it is Six Sigma concepts that hold special importance for
one and all. Consistency in quality while minimizing waste is what will
help us all in this trying period.
Six Sigma is not only about correcting errors but also about
continuously innovating what seems perfect and this is what we strive to
do at Symbiosis.
At Symbiosis, we aim to improve the efficiency and effectiveness of all those
who are a part of the Symbiosis fraternity. Hence Six Sigma is somewhere
at the root of all that we do.
Wishing you all the very best for all your future endeavors.
Best Wishes,
Dr. S.B.Mujumdar
Chancellor,
Symbiosis International University
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From the Desk of Vice Chancellor,
Symbiosis International University
Dear All,
I am pleased to welcome you all to the “Lean and Six Sigma Excellence
Awards, 2017”.
SCMHRD has always worked on improving the quality of its curriculum
year after year to benefit its students. This event is the manifestation of
the same drive.
I am happy to see the respect, this institute, as well as this current event
has drawn from the Corporate. My best wishes for all your future
endeavors.
Best Wishes,
Dr. Vidya Yeravdekar
Principal Director,
Symbiosis International University
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From the Desk of Pro Vice Chancellor,
Symbiosis International University
Dear All,
I am delighted to welcome you to the “Lean and Six Sigma Excellence
Awards 2017” that is hosted by SCMHRD every year.
I appreciate the efforts taken by SCMHRD, to not only felicitate Corporate
who have taken Six Sigma initiatives and reaped benefits from them, but
also to build a platform where everyone who is interested in Quality can
learn a lot from the experiences of others.
We at Symbiosis believe in harnessing and disseminating knowledge to
the youth today for a better-quality tomorrow.
All the very best to all of you!
Best Wishes,
Dr. Rajani Gupte
Vice Chancellor,
Symbiosis International University
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From the Desk of the Director,
Symbiosis Centre for Management &
Human Resource Development
Dear All
Welcome to SCMHRD for the “Lean and Six Sigma Excellence Awards,
2017”.
In today' s crisis struck world, very few think in terms of growth. One
needs consistently improve quality while aggressively reducing cost. Lean
and six sigma methodologies empower organizations to achieve these
goals even in adverse economic situations. The sooner we realize this, the
better.
We strongly believe that Six Sigma is not just a methodology, but a way of
life. The organizations are yet to mature in this concept.
We, as an institute, wish to act as a catalyst in bringing about this
awareness by felicitating those who have reaped the benefits of using six
sigma methodologies.
We, at SCMHRD, constantly strive for perfection in every endeavor that we
undertake. We thank the corporate for enabling us in grooming our
students in this regard and also for making this event a well branded
one in an international context.
Best Wishes,
Dr. Pratima Sheorey
Director,
SCMHRD
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Wipro Technologies
Application of Lean Principles in Automotive Software
Testing Project
Introduction
The Automotive software industry is becoming increasingly complex with
shorter technology cycles, increased number of products and options
and ever evolving technology. Consumer expectations are changing
radically with focus on the ‘connected car’. Tough competition makes
efficiency, inventiveness, flexibility and decisiveness mandatory. The
automotive marketplace is transforming, and so is the relationship
between Original Equipment Manufacturers (OEMs) and suppliers.
Some automotive suppliers are becoming important partners in
innovation; while others are expected to bring in efficiency in the supply
chain. Suppliers that find new, innovative and efficient ways to create
value have a fair chance to prosper. Reducing cycle time with a defect
free product is the need of the hour.
In this case study we present the application of lean principles in an
automotive software testing project how it has helped in achieving an
efficient system by improving customer value and reducing waste. The
team is involved in testing of various software components and carrying
out complete validation of the various IVI platforms
Challenges/Opportunity
1) Low test execution productivity,
2) High cycle time,
3) Failure of Automated testcases
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These challenges faced in the project were impacting the Turnaround
time to Immediate customer and Faster execution results availability to
end customers or OEMs.
Wipro’s solution
Though Lean provides plethora of tenets, four tenets namely Root
Cause Analysis, Value Stream Mapping, Single Minute Exchange of
Dies and TAKT Time were selected and applied in this project for a
duration of 6 months.
Lean Tenet Reason for Selection
Root cause
Analysis using
Fish Bone
Diagram
Technique
To understand the causes attributed to high
cycle time
Value Stream
Mapping
To understand test execution process and
identify areas for improvements
Single Minute
exchange of Dies
To reduce the cycle time by reduction of set up
time and automating several testcases
Takt time To improve execution productivity by efficient
planning,Silent Hours, Daily huddles and
monitoring through visual board
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Brief Explanation of the Lean Tenets:
RCA addressed 4 major problems that were impacting the Test
Execution Cycle Time:
1. Limited Hardware - Limited Test Accessories and Benches
2. Day Time Execution of Fully Automated Cases - High Failure Rate
3. Dependencies to start test execution - Test Plan Creation, Software
Flashing, Test Run Repository Creation
4. Context Switching - Switching between execution and analysis
whenever there is a failure
Value stream mapping was done to brainstorm the causes of the
NVAs that was resulting in the low test execution productivity.
1. Parallel Execution of Test cases was introduced by procuring new
Benches for Test Execution which helped to reduce the VA efforts
from 1500 mins to 750 mins
2. Standardized the Test Execution Process by performing the
analysis of the Failed Test Cases at the end of all the batches
“VA Time optimized by 32%” and “NVA Time by 94%”
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Single Minute Exchange of Dies addressed problems by performing
several of the Test Setup activities parallelly rather than sequentially,
thereby reducing the Time taken for Test Setup, Script loading and
Flashing by 90 mins.
Also, several of the Test Cases Fully Automated thereby reducing the
Cycle time by 32%.
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In order to maintain further the Process Consistency post improvement
phase, monthly trend analysis of test execution productivity and cycle
time is being continued month on month and focus areas are being
identified to work out as per analysis. Also, visual board is being
maintained to monitor the engineer wise and team wise productivity. End
to end test execution process automation is another focus area being
worked out to further improve on test cycle time and execution
productivity.
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“TAKT Time” = (Net Available Time / Customer Demand)
was used to improve “Test Execution productivity by enhancing the
awareness within the team on the time available to complete test
execution. Levers used were:
➢ Visual Dashboard
➢ Daily Huddle
➢ Silent Hour
By implementing TAKT Time, per hour Test Case Execution target was
set to meet the schedule.
Test execution productivity improved from 4.2 TC per Hour to 12.6 TC.
Improvement by 199%
Summary of Benefits:
At the end of the 6th Month the Productivity, Cycle Time, NVA Time
factors were compared and below are the results:
Objective Baseline Actual Improvement
(%)
Test Case
Execution
Productivity
4.2
TC/Hour
12.6
TC/Hour 199
Cycle Time
Reduction 3.6 PD 2.46 PD 32
TAKT Time 18.79
minutes
4.88
minutes 75
NVA Time 170
minutes 10 minutes 94
Conclusion:
In this paper, we have presented an ongoing experience of application of Lean
principles and few Lean tenets on automotive software testing projects. By
adopting Lean principles, we noticed that waste can be eliminated and the
product can flow continuously as per demand. Overall it enhances the efficiency
of the system, reduces cost and improves cycle time and quality and delivers
value to the customer
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Wipro Limited
Ticket Reduction & MTTR Improvement through Lean
PROBLEM STATEMENT
Continuous Service Improvement (CSI) KPIs – Overall Incident
Volume Reduction and MTTR (Mean Time to Resolve) are the two
important KPIs identified for the customer. Wipro team had to meet the
targets set for these KPIs every month. These KPIs also form the basis
of the improvement in customer satisfaction for the Incident
Management activities.
APPROACH TAKEN
Brainstorming Sessions & Pareto Analysis: Team analyzed the
reasons for high MTTR and areas were the tickets concentration was
more. Below is the output of the Pareto Analysis.
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LEAN TOOLS IMPLEMENTED
RESULTS AND BUSINESS IMPACT
Lean project improvements resulted in meeting the CSI KPIs
consistently.
Wipro team has been successful in achieving 23% Overall incident
reduction and 55% to 65% improvement in MTTR.
Customer has acknowledged the success of the project and appreciated
the team in achieving this milestone.
This Lean project has impacted positively to the overall delivery of the
engagement.
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WIPRO LIMITED
EXECUTIVE SUMMARY
Project Background
✓ Wipro will provide Applications Development Services (ADS) with a
flexible capacity (Flex Team) comprising of engineers of different
skillsets like J2EE,Angular JS,Selenium,MonGo DB etc.
✓ Team should analyze, design, develop, modify, configure, integrate,
test and deploy to live business environments.
✓ Responsibilities include authoring of project and technical
requirement gathering, coding of new and/or modification of current
functionality, app development, effort estimation, documentation,
and reporting.
✓ Team is located across India and abroad.
✓ The project has various flavors of new skillsets to learn and ramp
up.
Challenge
With the rapid growth in business landscape and diversity in technology,
there has always been a challenge to maintain customer eccentricity in
terms of Communication, process and knowledge within the team.
This case study /project focuses on addressing the challenges faced by
the customer and team by making use of the continuous improvements
and practices to create a Win Win situation for the customer and the
organization.
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What was Wipro’s Solution?
Wipro incorporated Lean Tenets and Automation initiatives to address
the challenges and derive the benefits. They were augmented in
1. Development
2. Testing
3. New Product Introduction (NPI)
4. Automation
Benefits and Success Story
There were benefits seen in
✓ Faster time to market
✓ Faster Automation
✓ Better Customer confidence & customer satisfaction
✓ High quality and expedited releases
Please note: A detailed summary of the above information are explained
in the presentation.
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Client and Project Summary
Banking application performance is critical for bank transactions, system
efficiency and analytics for decision-making. Banking application
incidents, delays responses that affects business transactions’ efficiency,
accuracy, leads to business disruption and user dis-satisfaction. Any
incident in core banking solution have direct and indirect impact on six
Lack employees/partner and 25 crores of bank member base. Hence,
Incident reduction become critical area of improvement.
Successful implementation of Ishikawa, Process simplification,
Automation, Visual control and competency enhancement lean tools
enabled us achieve 40% incident reduction.
Wipro ltd is IT industry leaders for lean implementations for waste eliminate and maximum value. Company vision is to earn our client trust & maximize value of their business by providing solution that integrate deep industry insights leading technology & best in class execution. Massive numbers (4500+) of lean implementation experience.
WIPRO LIMITED
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LEAN IDENTIFICATION
• To identify root causes for High Ticket Volume of MIS reportsCause and Effect
Analysis- Ishikawa
• Adopted automating the requirement by Finacle scriptingwherever possible viz. new GL code additions in Trial Balancereports
Automation
• Streamline of reports requirement gathering by removingthe nonvalue add activities and using standard format
Process Simplification
• Track defects reported and to ensure on time closureVisual Control
Competency Mapping
Identify and address competency gap of team members
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Project Benefits
1.1. Business Metric
40% Ticket reduction, hence faster business transactions Improved
Customer Satisfaction
1.2. Customer Metric
Efficient IT transaction, faster requirement closure, and no
dependency on L3 developer for repetitive reporting requirement hence
enhance IT experience and enhanced work efficiency
1.3. Project Metric
➢ 40% reduction in MIS ticket inflow
➢ L3 Developers worked on additional CR of INR 3.13 Mn with
optimized
Bandwidth achieved by ticket reduction
109 108
144 146
74 72 70 73
Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16
Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16
Count of Calls 109 108 144 146 74 72 70 73
MONTHWISE CALLS LOGGED
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1.4. Financial Benefits
• INR 3.13 Mn Additional CR development by with Same Team
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WIPRO LIMITED
Executive Summary:
Wipro Limited (NYSE: WIT, BSE: 507685, NSE: WIPRO) is a leading
global information technology, consulting and business process services
company. We harness the power of cognitive computing, hyper
automation, robotics, cloud, analytics and emerging technologies to help
our clients adapt to the digital world and make them successful. A
company recognized globally for its comprehensive portfolio of services,
strong commitment to sustainability and good corporate citizenship, we
have over 160,000 dedicated employees serving clients across six
continents.
Client is a nuclear major, who is operating in Nuclear plant
commissioning, maintenance, decommissioning mining, renewable
energy etc. Client PROGRAM is a Managed services agreement to
provide SAP application maintenance and development support to
business. Security is a prime concern in this engagement considering
the nature of the business. This imposed major challenge in operating
environment like
• All the desktops, network everything is specific to Client and
controlled by Client as well.
• Consultants can only work from Client safe-site which is setup in
Bangalore.
• Consultants needs to go through Client specific background
verification process before they can be on-boarded into the
program.
• Contracting is not allowed.
• Large amount of customization has been done to standard SAP to
support the client business processes.
Application landscape covers multiple geographies, had about 21,000
plus users and three different languages to interact with end users.
Contract started in November 2015, and Wipro is expected to provide
support within SLA and KPI which measures the complete life-cycle of
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the ticket until the solution is provided to end-user. Hence SLA
performance is very critical to improve customer satisfaction and avoid
penalty. This is also important to sustain the confidence on Wipro by the
customer.
When we realized that, increased effort put by the team is not helping in
improving the customer CSAT, we have decided to start this Six Sigma
Project for “CSAT improvement”
On Successful completion of the Six Sigma project, we improved CSAT
and thereby eliminated the SLA penalty. In-addition to this, we improved
the cost of delivery as well. Post completion of the project, the results
are sustainable for last seven months.
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INTRODUCTION
Client is a leading Technology Company which primarily focuses in
areas of Healthcare, Electronics & Lighting. Wipro has recent won the
consolidation deal in the space of Application Managed services &
promised service transformation initiatives for Business Continuity. To
keep the customer satisfaction score up, Wipro needs to show YoY
productivity improvement with customer as per the master contract.
Wipro needs to ensure the Effort optimization for better profitability and
improved margins without impacting Quality of Service Delivery and
Customer Satisfaction.
PROBLEM STATEMENT
Overall ticket closure productivity is not consistent across sectors. This
results in huge man power cost thereby affecting the cost of delivery.
Currently Wipro AMS team overall productivity is at 3.26 tickets per
person per day, which above needs to be further improved
After identification of Project CTQ that is Ticket Closure Productivity
(Tickets Resolved by FTE/Day) team has decided to take the Six Sigma
approach to improve the Ticket Closure rate as the CTQ is above the
Org norm but in order to further improve parameter team will have to do
a Quantitative deep dive with various factors impacting the Ticket
Closure Productivity.
METHODOLOGY
We have followed the Six Sigma DMAIC Methodology for Improving
Project CTQ.
A) Define Phase
Lean Six Sigma @ WIPRO EXECUTIVE SUMMARY
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Identified the Project CTQ after CTQ Drill down tool, Team has
drilled down from Reduction of Cost of Delivery(Business CTQ) to
Ticket Closure Productivity(Project CTQ)
Productivity = #Tickets resolved / # resources worked/business
days
Goal - To improve the overall Productivity by 20% to 3.7
Tickets/day/person
B) Measure Phase
Date for the CTQ has been collected for 5 Months on a Weekly
basis, as data is collected from ticketing tool directly without any
manual intervention GRR Study or Measurement system validation
is not applicable. A run chart was Plot as the P Values for Clustering,
Mixtures, Trends & Oscillations are less than 0.05 the data is stable.
Also checked the Normality of the data on Minitab by using the
Anderson Darling Test, data came out to be Normal. Also Capability
analysis was under to check the current Sigma value of the process
(Baseline Z Bench-1.20). Finally to check whether improvement
target is statistically significant 2 sample t test was run on the data
to prove that target of 3.7 Tickets/day/person was indeed
statistically Significant.
C) Analyze Phase
Team had a brainstorming workshop for 1 day & come up with list
of 35 causes that could impact the final project CTQ. Potential
causes were identified by using Fishbone technique which was
followed by Contract Impact Analysis to arrive at high impact
causes. Team was able to identify about 8 X’s after this exercise
this were, My Time, %Km usage, %Reassignment, %Training
Compliance, %Vendor Dependency, %Backlog, Cycle time &
%Reopened Tickets.
Correlation Analysis was further done to further narrow the X’s to 5.
With this 5 factors a regression model was built, after booking at the
P-Value, VIF & R Square Values, Team came up with 3 Critical
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factors this was My Time, %Backlog & %Vendor Dependency. For
identifying the 4th factor team did an ANOVA & found team
experience also that to be a Critical X. Finally a Lean rout was used
to identify the 5th Factor which was NVA’s the current process. A
very elaborate Volumetric Analysis was done on 90+ services, also
identified high impact services in the set based on ticket inflow & did
an NVA categorization Domain wise. At the end of Analyze phase
Team was lest with 5 Critical X’s which were My Time, %Backlog,
%Vendor Dependency, Team Experience & NVA
Reduction(Volumetric Analysis)
D) Improve Phase
Individual solution themes were identified for all the 5 Critical X’s. A
multi voting technique was used to arrive at high impact solutions.
Vital Xs Solution Theme Improvement X’s
MyTime KPI Tracking & Reporting 5.3Hrs to 5.8Hrs
Avg Experience
(This cannot be
targeted directly)
Cross Trainings/
Competency Improvement
Competency score
improved, which
helped in release of
FTE’s
Open Backlog Automation/Standardization Improved from 10%
to 8%
%Vendor
Dependency
Improve Governance Improved from 10%
to 7%
Volumetric
Analysis & Non
Value added
activities
Automation / Optimization Ticket Reduction in
LI Area, NVA
Reduction
All the improvements were statistically significant, proved by 2 sample
t test. There were about 40+ Service Improvement Initiatives that was
completed this an output of Volumetric Analysis done at program
level. Team was able to reduced outage through multiple service
improvement initiatives, Cross Skilling of resources, Reduced
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Monitoring efforts through Visual Control boards, VSM, Automation
and Parallel job processing proposals. A cognitive assist BoT was
also used based on the Wipro Holmes Platform which optimized the
L1 Support & helped FLS/SLS team.
The productivity improved to 3.88 Tickets/FTE/Day along with
significant improvement in process capability.
E) Control Phase
Weekly data (6 Data Points) was plotted on I-MR charts & all data
was found to be in control.
Contingency & Risk plan has been made & is tracked by Green Belt
& Quality Team
BENEFITS:
• Team was able to optimize the resources by 70 due to productivity
improvement, this resulted in the Cost Saving of $ 3,58,068 which
interned improved the Cost of delivery of the engagement. The
annual ACSAT survey team got 100% Top2Bos & improve the NPS.
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WIPRO LIMITED
Executive summary of Lean project to Improvement in
Weekly and Nightly regression
Project Details
Central Test team is accountable for Nightly and Weekly regression on
the images provided by the customer.
Testing shall complete and results shall be shared at end of the day and
at the end of week respectively for Nightly & Weekly
• To run 2 images every day in Nightly and 1 release every week
• Weekly involves 135 scripts with maximum run time of 72
hours/Release
• Nightly regression run involves 75 scripts across 6 releases with run
time of 36 hours for 2 release at any time
Problem Statement
• Not able to meet weekly execution and Debugging target
• Unpredictable time taken to complete regression cycle leading to
high project efforts and stretched working hours for team
• High failures
• Dependency on shared testbeds
Approach
Lean Tenets used
• Theory of Constraints helped identify project constraints and how
to exploit, subordinate and elevate the constraint
• Go See Yourself helped see Scripts missing topology,
Unnecessary reloads & user mistakes eating up router time,
Sequential execution costing testbed runtime
• Brainstorming provided solution for low router utilization by logical
split of master testbed, shared testbeds and solution for test bed
issues
• SMED improved utilization of Cards/Ports/Switch ports
• Standardization helped arrive at logical testbeds across all
releases and scope for ad hoc release based on coverage
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Benefit
• Execution improved by 33%
• Debugging improved by 52%
• Nightly Runtime reduced by 60%
• Customer was WIPRO’s "Promoter” in ACSAT survey
• 45K $ per year saving for the customer.
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Wipro Limited
Lean implementation at Wipro Promax Analysts Solutions
PROBLEM STATEMENT
Cloud technology is the latest and efficient way to host applications and
infrastructure solutions in scalable manner. Wipro Promax is an
analytical solution in Trade promotion management space hosted on MS
Azure cloud. Wipro Promax Analysts Solution (WPAS) team was
dependent on cloud implementation (internal Wipro team) for cloud
infrastructure creation and deployment for their (WPAS) customers.
The cloud team was creating the infrastructure using user interface
manually, which was leading to very high cycle time and multiple re-work
leading to high Turn around Time (TAT).
GOAL
Improve process efficiency and reduce cycle time for cloud
infrastructure creation and deployment.
Solution
Lean project was initiated to improve the cycle time. Team analyzed that
dependency on other team (Cloud implementation team) and related
manual work is leading to high cycle time for infrastructure creation and
deployment.
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LEAN TOOLS IMPLEMENTED
RESULTS AND BUSINESS IMPACT
Improvement from 320 hours to 2 hours lead to faster Turn Around Time
(TAT) for cloud infrastructure creation & deployment.
300+ hours of manual effort has been saved per customer infrastructure
implementation leading to faster deployment & quality of deliverables for
customers.
12-15% cost (12000 USD approx.) savings per new customer by
eliminating development and configuration fees paid to cloud operations
team.
License prices reduced for WPAS solutions for new customers making
Wipro Promax (WPAS) products/solutions more competitive in Trade
Promotion Management & Optimization space leading to more deal
wins.
This Lean project has positively impacted the infrastructure delivery
timelines & Quality of Deliverables.
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WIPRO LIMITED
Increase Productivity in Procure to Pay Process
BACKGROUND
GBS is a captive shared services for all JSW Group companies covering
F&A, Commercial and HR operations, it is in operation since last 2 years
for 6 business, 17 plant for spend of 65K Crore with 62 type of invoices.
This project is taken to enhance vendor satisfaction, simplify and
standardized sustainable process with increase in Productivity in
Procure to Pay function.
BUSINESS CASE
The Project was expected to deliver following business benefits: -
➢ Reduce overall PO cycle to increase vendor participation
➢ To pay vendor on time and increase JSW Brand in the market
➢ To get better rate based on payment credibility for 65000Crore
expense base
➢ Simplify purchase process and enhance internal customer
satisfaction
➢ Utilise system and enhance productivity
➢ Enhance employee learning and ESAT Score
TARGET CONDITION / GOAL
Operational definition for Y was defined as no of POs released (for CP)
and Invoices Posted (for AP) per person per week (pppw). which is 63.6
Invoices Posted pppw for AP and 8.6 POs (Purchase Orders) released
pppw.
All sub activities in CP and AP, were considered as small Ys, weightage
to each activity and weighted productivity was found to be 2.2 Purchase
Order Equivalents (POE) and 12.1 Invoice Posted Equivalents (IPE).
Annual Operating Plan (AOP) envisages to improved productivity by
20%, and targets for POE and IPE were taken as 3 and 16 pppd
respectively
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ROOT CAUSE ROOT CAUSE ANALYSIS (by CE Dia, FMEA, Control
Impact, VSM, Data Stratification)
Accounts Payable
➢ Lack of standardized inputs and processes
➢ NVAs like unnecessary Queries from vendors/Plants
➢ Unnecessary 100% double checking of invoice
➢ Difficulty in monitoring individual productivity
➢ Lack of automation (like auto parking, mass upload)
➢ Poor scanning /OCR performance
➢ Unstandardized work allocation (motion waste)
➢ First pass yield is lower due to SRN/GRN not approved, PO not
released & Missing documents.
Commercial Process
➢ NVA steps reduced, Total from 40 steps to 34)
➢ NVA like NFA (Note for approval) requirement, even for low value
PRs (over processing)
➢ Delay in response from User & supplier
➢ Insufficient visibility on Productivity data & reporting, resulting into
underutilized recourses.
➢ Incomplete and inadequate vendor data base
➢ Automation opportunities in Comparative statement & reporting
(Poor design/Motion waste)
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
RECOMMENDATIONS/IMPLEMENTATION
Time wasted in Query handling reduced, making 20% more time
available by improving information flow by
➢ automated daily WIP reports,
➢ creating information portal,
➢ providing and extending Helpdesk at Plants,
➢ initiating sms info to stakeholders for acknowledging input receipts
and tracking progress on processing,
➢ implemented ROBOTICS (CHAT BOT, MINI BOT, VOICE BASED
SOPs)
Accounts Payable
➢ Auto Invoice Processing initiated (15% savings)
➢ Pre-audit abolished for <100K (2% Savings)
➢ Teams redefined (4%)
➢ Advance adjustment clubbed with Posting (1%)
➢ OCR success rate improved (1%)
➢ ERS (Auto Posting) implementation (7%)
Commercial Process
➢ 6 NVA steps removed, (20% saving in processing time)
➢ NFA abolition for PRs of <50K value (4.75% saving in time)
➢ Technical Rating step eliminated for repeated & regular purchases
and for OEM suppliers (1.5% Saving).
➢ Creation of Annual rate contracts and Automation
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
Pictures (Portal, Mobile App Chat Bot)
SUSTAINABILITY AND SCALABILITY
Improvements are sustained for last 6 months, only with exception
of a month, when GST came in place
➢ Daily/Weekly and monthly reports were developed to provide better
visibility of outstanding for better prioritisation and timely resolution.
➢ Regular Governance mechanism was established with business for
issue resolutions.
➢ SOPs are clearly set in place with Control Plan & RACI defined for
managing escalations
RESULT REPORT
➢ Improved POE and IPE were 3.4 and 15.6 pppd respectively.
(improvement statistically verified by NP test and 2t test).
➢ Pppw for both PO made and for Invoices posted are 10.57 and
86.17 in the improved phase and are further improved to 12.7 and
106.3 in the Sep-Oct 2017 data post system implementation
(improvement statistically verified).
➢ Additional Volumes of 25% are now absorbed with same FTE
strength, also temp staff (22 Nos) have been released
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
➢ Vendor queries reduced drastically
➢ Internal organization query reduced due to self-service Portal and
Chat BOT
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AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
Wipro Limited
Workload Optimization through Lean
PROBLEM STATEMENT
To optimize on the workload, it was observed that the Project Velocity
was low. Goal is to improve Velocity by 80%.
APPROACH TAKEN:
Brainstorming Sessions: Team analyzed the reasons for low Velocity
through Brainstorming.
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
LEAN TOOLS IMPLEMENTED
RESULTS AND BUSINESS IMPACT
Lean project resulted in Velocity & Competency skill improvement.
Implementation of this Lean resulted in achieving an improved Velocity
by 90%. In addition, Competency index improved to 27%.
Customer has acknowledged the success of the project and appreciated
the team.
This Lean project has impacted positively to the overall delivery of the
engagement.
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
WIPRO TECHNOLOGIES
Wipro technologies Applies Continuous improvement (LEAN and Six
Sigma ) as Way of doing business with customers. It strives to improve
quality of services thus by making process more efficient. WIPRO
understands the philosophy of efficient and effective services and drives
for improved customer satisfaction.
Expectation from one of key WIPRO customer, who is one of the biggest
Construction Service Providing Company in Europe. The customer
provides services to various site construction in the Europe. The
customer needs improved and efficient processes by removing Non
Value Adds to service its end customers . This forms the objective of this
LEAN project.
Challenge in this account was there was inherited NVA’s and there was
need to analyze them through LEAN Tenets. LEAN Tenets like 5-Why,
Value stream Maps, Visual Controls, 5-S Standardization were used for
this project. Baseline of 1.33 ticket per person per day productivity
was way below the organization norm of 2.5 tickets per person per
day. Also customer was not happy about the efficiency of
processes.
Post implementing actions, process efficiency for ORACLE tower/team
improved from 33% to 66.95%, for NON ORACLE tower improved from
42% to 57% and for the Service desk efficiency improved from 21% to
68%. Overall Productivity improved from 1.3 tickets per person per day
to 2.63 Per person per day.
Executive Summary
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
Tower/Team Pre-Lean Process Efficiency
Oracle 33%
Non Oracle 42%
Service Desk 21%
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AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
WIPRO LIMITED
Delight customer by improving ticket turnaround time
using Lean
PROBLEM STATEMENT
Wipro is a major strategic partner, for an US based leading international
apparel and footwear firm with more than 30 well-known brands, owning
end-to-end responsibilities of 100+ applications and infrastructure
support in SAP, Mainframe, Data Warehousing, BI, EDI, PeopleSoft
spanning across multiple lines of business with a support team of 500+
Team is resolving 7000+ tickets per month including 40% of the tickets
pertaining to critical batch job process. Consistently the team is
meeting the contractually agreed SLAs. However, proactively it has been
decided to delight customer by improving the turnaround time especially
where tickets are owned by WIPRO and has got dependencies with
other third party vendor.
It was observed that 43% of the tickets are resolved during the same
day irrespective of the priority or severity. The main objective of this
project is to improve the Same Day Fix % compliance by at least 5% [i.e.
>=47%] there by improving the overall SLA compliance before
exemption, improving the productivity, reduce the ageing ticket count.
GOAL STATEMENT
• Improve customer satisfaction by increasing the percentage of ticket
resolved on the same day from current performance of 43% to >47%
• Reduce ageing tickets by 50%
• Improve the ticket productivity per person per day and achieve a
target of 2.6
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
APPROACH TAKEN:
Following are the lean tenants we have used to achieve our goal.
Go See your
self
Get the first hand information from direct observation
w.r.t potential causes for delay in resolving batch jobs
and other high priority tickets.
5-Y Analysis A group discussion was initiated, inviting all the SMEs
and team members to identify the potential causes in
resolving the tickets on the same day.
VSM End to End batch job process was arrived at to identify
the opportunities to eliminate waste and improve
process efficiency.
Standardize Standardized process w.r.t Batch/ESP jobs
Work Load
Leveling
Improve the work load levelling thereby increasing their
productivity and create visibility
Automation Automate and stabilize the sales and supply business
process
RESULTS AND BUSINESS IMPACT
• CSAT - Improved from 6.4 to 6.6
• Improved Same Day Fix% from 43% to 51% which has helped in
improving SLA compliance (before exemption) from 91% to 96%
• Reduction in ticket inflow by 9% and reduced P1/P3 tickets by >30%
• Improved “overnight batch processing completion SLA” from 35% to
79%.
• Delivered Additional CRs/SOWs with same team
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
SUSTENANCE PLAN:
• Daily huddles to understand the challenges and track the progress
• White boards on the floor to track individuals’ productivity and
encourage teams’ performance
• Cascading best practices as part of KM session
• Appreciate and applause individuals’ performance.
• Increase threshold limit
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AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
Wipro Limited
Productivity Improvement through Incident reduction in
Support program
PROBLEM STATEMENT
Productivity on Incidents was a concern from customer. Upon analysis, it
was observed, that ~54% of Incident inflow was due to false alerts
leading to customer escalations and Major incidents
APPROACH TAKEN
Brainstorming Sessions: Team analyzed the reasons for Low
productivity on how to reduce the high volume of false alerts where
around 150 hrs. /month of efforts spent in addressing these incidents
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
LEAN TOOL IMPLEMENTED
Value Stream
Mapping
The time taken in resolving the incidents across the
team members in the project. A need to list the
proper flow required in order to standardize,
automate and thereby improve on
Visual Control Visual control was used to highlight the top 5
contributors based on the Categorization and the
type of incidents that causes the false alerts.
Standardization Standardization of SOPs for the workflow of
incidents, issues and problems. Improved on
Tool based
automation
Automation was used to configure in the monitoring
tool based on the business approved parameters,
parent-child mapping for updates
RESULTS AND BUSINESS IMPACT
• The $62400 (Recurring benefit till date) has been saved with the
application of Lean Alert based Incident Management process
• Increase in Same day fix for P3 Incidents towards maintain ZERO
backlogs on weekends (peak sales volumes during weekends)
• Dependency on multiple teams involved in Incident handling was
reduced
• 100% Dependency for the jobs were created to ensure no void
tickets (tickets created for jobs running without data)
• 1.5 hrs. / day of Support teams effort which spent on Incident
Updates / closure was eliminated
• No unplanned outages for past 5 months resulted in ZERO Major
Incidents from Wipro end
Customer commendation for ZERO Major incidents:
• Zero MAJOR Incident we have achieved and striving for. Thanks to
this GREAT Team!!!!
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
WIPRO TECHNOLOGIES
Incident Reduction at SNXT – Unix Domain
The Client
SNXT is a remote support center where infra-management is done
remotely for multiple customers on shared basis. One of the
domain/technology supported is Unix domain. Under Unix domain
multiple technologies are supported like Redhat Linux, OVM, Aix, Solaris
& HPUX. Customers supported by domain are from all the different
vertical i.e. BFSI, Government, ENU & Retail.
Deliverable
As part of Unix domain support from SNXT, support team has to
start Identifying the root cause for the Incident and try to resolve the issues
with in SLA defined. Ensure to maintain the server/service availability for
the customers DC Infra.
VOC:
There were C-SAT reduction from customers on:
• Unplanned disruption/degradation of service cause DC server
availability time is less.
• An incident is an unplanned disruption or degradation of service
caused to Customer’s DC Operations which eventually results in
DC Operations downtime.
• DC operations downtime can affect businesses from lost revenue
to reputation damage to lost productivity.
• Entire IT services it is important and critical that these incidents
should be brought under control, to improve the Cost of operation
and CSAT.
Business Situation
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
As engineer have to accept the incident ticket and start working on
towards the incident resolution process. Incident /CI ratio is high & causes
the DC unplanned disruption & server/service less availability time.
Prioritization of the tickets.
• Productivity of engineers reduced in terms of effectiveness.
• Reduction in C-SAT due to DC unplanned outage/disruption.
• Increase in Cost of Operation.
• Non-technical work done by L1/L2 engineers.
• Mundane tasks on resolving non-value add incidents are high.
How we Helped…
Standardization: Standardization of Unix monitoring parameters,
Configuration issues, bucketing tickets properly, Threshold increase,
Communication issues & Sample increase for the servers.
Capacity Planning: Increasing the server resources such as CPU,
Memory, Swap & File space,
Heijunka: (Work-level load balance) Shared the HUB server load
balancing for server monitoring, Migrated the HUB server from far place
to near customer DC infra,
Poka-Yoke (Mistake Proofing) – Corrected the incorrect settings on
monitoring parameters, Version bug correction, CMDB mismatch
correction, disabling unwanted scripts, fixing the long running queries at
DB level, Removing the incorrect monitoring.
Challenges faced
• Convincing all the customers to enable the work-level load
balancing (Heijunka) to have a separate server near DC Infra
location for monitoring.
• Convincing the customers with data to fine-tuning on the long
running application/database queries with app/db team.
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
Benefits
• Incident / CI ration reduced from 3.00 to 2.04.
• 33% Incident reduction achieved for 13 customers
• Overall 29% Incident reduction in Apr’17 for all Unix domain.
• 3.35 MN INR Per Annum overall cost saving achieved.
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
CUMMINS INDIA
Reduction in Consumable Tools Spend of CHBU 1. Project Details :
Reduction in consumable tools spend by 10% in top 70% cost
contributors (from CPC Rs.137 to Rs.120) of Cylinder Head Line
without impacting quality.
2. Problem Definition :
We have observed that in 2015 the Tool Cost Per Component of Cyl.
Head Line had significantly increased from 2014 which is Rs.196.70
against Rs.186.80. Also found average monthly issuance is Rs.16.28
Lacs against Rs.13.17 Lacs.
High cost per component is also impacted or affected in following areas:
1. Its increases production cost as result BU profitability will
reduce.
2. Its increase the inventory value and inventory carrying cost.
3. Its increases indirect purchasing cost and activities.
4. High CPC is restricted in implementation of new tooling
concepts.
5. High CPC is also affected the purchase of non-perishable items:
Like – Tool Holders, Cutter Body etc.
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
3. Project Methodology : Adopted DMAIC methodology and for Identification & elimination of all the potential causes is routed through Fault Tree Analysis (FTA). Initiated separate FTA for each high cost contributor for identify the probable root cause. Total 11 FTAs initiated in this project. In analysis phase used following tools to identify the solutions.
a) Fault Tree Analysis b) Anova GLM c) Chi-Square d) PUGH Matrix e) Test for equal variances & Two Sample T-test
a) Fault Tree Analysis b) Annova GLM
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
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c) Chi – Square d) PUGH Matrix
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e) Test for equal variances & Two Sample T-test
2. Improvements : ▪ Reduction in Tool Cost per component. ▪ Improves BU profitability. ▪ Reduction in inventory value and inventory carrying cost. ▪ Alternate suppliers developed for critical and OEM tools. ▪ Replaced old Tool & Cutter bodies without increasing of tool cost.
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
3. Results & Benefits: ▪ Cost per component of top cost contributors is reduced from Rs.137 to
Rs.118. ▪ Improve BU profitability by annual PBIT saving of Rs.31.83 Lacs. ▪ Reduced CH inventory value from 1.37 crore to 1.25 crore, as result
improve inventory turns from 2.1 to 2.3. ▪ Developed alter Localized vendors for imported items. ▪ Implemented High speed tools for productivity improvement without
impacting tool cost.
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
CUMMINS TECHNOLOGIES
DESIGN UPFIT PROCESS TO CATER 1000 ENGINES MONTH
FROM 835 ENGINES FOR HIGH VOLUME SO’S AT IMEP
Project Details:
To design process flow at TCPL-IMEP to manufacture high volumes
upfit SO’s to cater 1000 upfit engines per month from current 835
eng/months with no significant investment
Problem Definition –
There was a strategic decision to setup CFS plant in Megasite, Phaltan
location and existing PMUC infrastructure was finalised for CFS
operations. This was an opportunity to streamline the upfit activities
done at PMUC as 90% of base engine was supplied by TCL. Due to
complexity the production was done in batch type in bay build area but
maximum production done was not exceeding 20 in a shift where
requirement was more than 40 engs.
There are multiple complexity in project to improve the production from
20 to 40 because of below reasons:-
▪ Product range upfit operations migrated for - B series ,QSLe,
QSBe , C Series & B Gas
▪ Major Customers - JCB, Hyundai, Tata Hitachi, Elgi, Atlas Copco,
Sany, Leeboy, Luigong, KBL etc.
▪ Multiple stage Legal approvals from DISH, CTO, Fire NOC
based on project stage & CPCB 2 Type approvals for Genset
engine built
▪ New 402 Shop orders added against existing 16 SO
▪ Cycle Time for Upfit Varies from 25 mins to 75 mins
▪ Warehouse management for additional 3000+ parts
▪ Inbound and outbound process with Vendor registration of 124
new suppliers & 38 customers into TCL accounts
▪ Complex business model – Drop ship & Value add model under
same umbrella
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
▪ Space constraint to accommodate plant production and warehouse
under one roof
▪ Ramp-up production level & Adherence to delivery with limited
workforce
▪
Project Methodology– DMAIC VST Methodology
1. Project Y – Base Line / Initial Capability
2. Current State VSM
3. TIMWOOD – WASTE WALK
4. VSM with Starbursts
5. Current state Spaghetti Mapping
6. Funneling Effect - Ease & Effect , 4M matrix , Pareto Chart
7. Simulations :- Future state Spaghetti Mapping
8. Future State VSM
9. RACI
10. Improvement projects
11. Financial Impact / Benefits
12. Final Capability of Project “Y
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
3. Improvement phase - Improvement action points
1. Layout Design to create PEEP for Base Engine Storage
2. Synchronized process flow by optimal Workstation Design to
reduce engine touch point and travel time
3. Linkage of engine build with CMES on New Upfit operations
for tracking end to end build status
4. Reducing Engine Testing Time
5. Improve communication methodology between team at dock
audit area
6. Relayout kit area and improve the ergonomic condition from
existing condition
7. Improve skill set of operator for working on complex shop
orders and plot their skill matrix using TBWS methodolog
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
4. Final Capability results and benefits
1. Capacity of line improved from 20 engs / shift to 50 eng/shift
with improvement of 150%
2. Throughput time reduced from 3754 mins to 870 mins
reduction of 77%
3. BIS PPM level reduced from 6100 to 3500 ppm improving first
time OK
4. Process time reduced from 70 mins to 41 mins with
improvement of 42%
5. Overall Line Efficiency improved by reducing manpower from
48 MP to 31 MP , which was transferred to TCL-2
6. Operator travel time reduced from 525mtrs to 201 mtrs per
engine
7. Linkage with CMES from TCL -2 block dropping station till
dispatch end
8. System Driven Workflow for Better Governance
9. Lean Process created with minimum engine touch points
10. System Generated Reports for better analysis
11. Utilization of Existing resource for Data review and analysis.
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
5. Cost
PBIT Avoidance saving for this project = $ 78, 996 (Rs. 5
Millions)
6. Awards
a) Best Six sigma project in TCL
b) Awarded in ISCM meets forum for significant contribution for
delivery improvement
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
Project Details :
Achieve honing surface finish within 80% of the tolerance on average value from
Cylinder Block Line 2, TCPL Jamshedpur
Problem Definition :
✓ Cylinder bore surface finish is most critical parameter of the Cylinder Block and
consequently for Engine performance, in recent past cylinder bore defect due to
surface finish got increased, resulting productivity loss, increase in operational
cost, poor quality and non-value added activities like segregation, rejection and
additional inspection.
✓ It had also been observed that surface finish is one of the reason for High Engine
Oil Consumption (HEOC)
✓ Productivity of the line reduced to 50% as production form the defective
machine had been stopped to investigate root cause analysis consequently
reflect in delivery and fulfilment of customer demand.
Project Methodology :
✓ Adopted DMAIC Methodology
✓ Fault Tree Analysis
✓ Identification of KPIVs
✓ Validation of KPIVs by using Statistical tools
✓ MSA of surface finish gauge
✓ Preparation of SOP
✓ Implementation and control on KPIVs for sustenance
Project Analysis :
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
7. Analysis Output :
Improvement :
Based on the study and surface finish report, stage wise stock prerequisite had been
determined,
Rough honing 55 µm, Base honing 45 µm and Plateau honing 8 µm ~ 10
µm.
There were more than 100 honing parameters for every spindle but for regular operation one
few are required, and consequently the possibility of inadvertent alteration of parameters will
always be there, which could also be a cause for the honing quality issue
✓ Parameter which are being used for regular production made visible to the operators
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✓ All the other important parameters kept hidden with password protection of user level
3
Result after Improvement :
Interpretation of Box Plot: It is clear from the above graphs that Rz of Bore #1, #3 & #5
which honed in Machine-1
(CB 690) are still more than the USL (> 0.65 µm) even after pump change, but the Rz of
Bore #2, #4
& #6 are within LSL and ULS which are honed in Machine-2 (CB 695)
To check the stock removal during plateau honing, 2 Sample t-test had been conducted
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
Since we didn’t achieve the desired surface finish result after replacing the
plateau honing hyd.
pump, therefore we decided to revisit FTA
Action plan after revisit of FTA
S/N KPIV Action Identified Effect on Surface Finish
1 Hydraulic pump of plateau honing .
Plateau honing pump-1 of CB 695 to be connected with the Spindle-2 (Finish honing spindle) of CB 690
No Improvement
2 Gear box mechanism of Spinle-2 (CB 690) .
Toggle link of Spindle-2 (Finish honing spindle) of CB 690 to be connected to the Spindle-1 of CB 695
No Improvement
3 Flow rate of Plateau honing hydraulic pump
LPM of plateau honing hydraulic pumps to be checked in CB 695 (Machine in which we are getting desired surface finish as per the specification)
Significant Improvement
8. Implementation of additional control
a) Modification of hydraulic circuit of CB 690
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b) Implementation of plateau honing pressure interlock
✓ Pressure switch added to provide plateau honing pressure feedback and control
✓ PLC logic modified to stop the machine in abnormal condition
✓ Alarm generated
c) Restoration of level sensor
✓ Level sensors of both the machines have been restored ✓ PLC logic modified to stop the machine in abnormal condition ✓ Alarm generated
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
Results & Benefits
After implementation of all the action plan we are able to save $31,979
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
Capgemini Technology India Pvt Ltd. Project Title: Delivery Transformation Through Lean Tenants
Goal Statement: Reducing Incident by atleast 10% & Incident(P3&P4)
Turn Around Time by atleast 12%
Major findings:
• Unstructured Delivery Model & Lack of standardized process
• Multiple input source, Inefficient allocation of tickets / work
orders & poor coordination between vendors & sub
contractors
• Lack of end to end view of associated processes & KPI
• Communication challenges resulting to delay in Knowledge
transfer due to multilingual teams(French, Spanish) across
locations
• Knowledge loss or incomplete knowledge transfer due to
attriting SMEs
• Poor coordination & control impacting delivery due to
distributed teams across locations(France, Spain, India)
• Lack of KPIs, relevant dashboards & consolidated view on
delivery performance
• Application performance stability
• Repeat incidents
Major conclusions: Need to improve
• Delivery Model structure
• Communication & Knowledge transfer challenges within
teams
• Team coordination & Transparency
• Visual Management for better control & delivery
performance(Representation of delivery performance via
KPIs, dashboards etc at every level)
• Application performance stability & reduced repeat incident
Actions implemented:
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SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
➢ Delivery Model Transformation: Structured delivery model with
standardized processes
➢ Implemented below levers to improve communication & address
Knowledge transfer challenges
• Swift Sustain
• Translation Factory
• Knowledge Database
• Knowledge Academy
➢ Team coordination, Transparency & better control: Operation
Meeting Framework(OMF) & Visual Management using JIRA
➢ Application performance stability & reduced repeat incident :
Application Renovation & Failure Mode Analysis(FMA)
Results achieved: Reduced Incidents (tickets) by 12% & Incident
Turnaround Time for P3 tickets by 20% & P4 Tickets by 14%
Actions to be implemented: Improvement learning’s will be leveraged
proactively in future for smooth transitions & delivery excellence.
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
Capgemini Technology India Pvt Ltd.
PROJECT DETAILS
One of our new strategic clients in Europe is a leading group of company
in automobile sector in Europe and around the world. Capgemini
undertakes Application Development & Application Maintenance of over
1500+ IT applications for the client comprising of 600+ FTE.
o This is a newly transitioned account & as part of our
contractual obligations under continuous improvement, YOY,
Capgemini needs to give 10% improvement on key business
parameters
o It was a very challenging task to transition business from
existing 140+ sub vendors & contractors ,to stabilize the
delivery post transition as per the client expectations & drive
business improvement as per contract
Project Name
Delivery Transformation through Lean tenants
Business Case
• Challenges during transition due to multiple vendors, locations,
size of the project, non standardized structure & processes
• As a part of contracts continues improvement clause, Capgemini
Transition Dec’15 to May’16
Improvement Implementation June’16 to Apr’17
Sustenance May’17 to July’17
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needs to deliver 10% year on year delivery efficiency to the client
Expected Benefit
• Contractual adherence • Cost reduction
Delivery challenges (Waiting, Defects, Inventory, Transport,
Intellect) targeted via Visual Management – Operation Meeting
Framework, Real Time Dashboard
Lack of communication & Poor coordination due to multilingual teams
(Indian, French, Spanish) across locations affecting delivery
Lack of consolidated view on delivery performance for management
due region/country view & lack of performance control mechanism
resulting to negative impact on business metrics resulting to
penalties
PROBLEM SOLUTION
OMF – The Operation Meeting Framework builds a closed loop
communication system to steer operation effectively and embed
continuous improvement in to “Business as usual”
Real Time Dashboard - offer service transparency, right- time and
on-demand insights on state of service. These reporting
dashboards are mobility enabled dashboards of key metrics driving
overall application performance
AAROHAN 2017
SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT
BENEFITS
• To visualize clearly and quickly the current activity workflow
• Transparency and accessibility of the relevant information for
teams across location
• Better Communication, coordination & involvement of all levels of
the team
• Day to day tracking of project progress & quick identification of
gaps, issues/challenges
• Optimize & improve team performance
• The consistency of the OMF avoid useless and extended
meetings.
• Effectiveness of the meetings
• Team spirit development