Web Analytics Report Optimization - ASQ...Web Analytics Report Optimization ©2017.eClerx Services...
Transcript of Web Analytics Report Optimization - ASQ...Web Analytics Report Optimization ©2017.eClerx Services...
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
Web Analytics Report Optimization
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
eClerx at a Glance
Deep Domain.We have deep experience and insights into
best practices developed from servicing
multiple industry leading clients
Key Stats :
Automate and Reengineer.We leverage our technology, analytics and
industry expertise to reengineer, automate and
improve functions; focusing on business
outcomes and cost reduction
Complex Functions. We specialize in transitioning, managing and
transforming complex and business facing
“middleware” functions
Offices in London, New York, Philadelphia, India, Silicon Valley, Austin, Dublin, Milan, Munich, Lille, Hamburg & Singapore.
$200MM revenues >9,000 employeesFounded in 2000
FINANCIAL SERVICES
DIGITALCHAT SERVICES
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
eClerx Verticals
eClerx supports core business processes for its clients
▪ Specialist middle and back office support
provided to world’s largest banks and
hedge funds
▪ Asset classes including equity, fixed
income, loans, currencies and
commodities supported
▪ Key services include trade documentation,
reconciliations, confirmations, settlements,
risk management and reference data
management
eClerx Markets
▪ Services provided to leading global
hi-tech, manufacturing, retail, travel
and leisure enterprises
▪ Services include commerce & content,
data management, analytics & insights
eClerx Digital
▪ Services provided to leading cable,
internet and telecom providers in the
US and UK
▪ Services include spend optimization,
customer care monitoring & analytics,
quality control on work orders
eClerx Customer Operations
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
Accolades
Analyst
Recognition
Service
Excellence &
Technology
Knowledge
Management &
HR Practices
Organization
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
Process Background
Client expects accurate and timely delivery
of the metrics reports for various products to
track and predict future trends and
develop their marketing strategy
Over a period of time, the frequent
and ever-increasing ad-hoc requests
from clients have exhausted the
resource utilization capacity
The team was utilizing between 90% to 95%
of the capacity and couldn’t cater to the
additional ad-hoc client requests due to which
the client was dissatisfied to some extent
eClerxDigital Analytics Team
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
Project and Team Selection1
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
1.1.0 | Understanding the Context for Project Selection
Client eClerxOne of the leading
e-commerce websites in
the United States
strategizes its marketing
techniques based on the
Metrics Reports
prepared by eClerx
Service provider
driving client’s
business through
data-driven
Insights for
various metrics
Project Approval
Committee
Marketing Manager (Client) Associate Principal (eClerx)
Program Manager (eClerx)Quality Head (eClerx)
Project Steering
Committee
Associate Principal (Sponsor) Program Manager (Champion)
Sr. Process Manager (Lead) Six Sigma Black Belt (Mentor)
1.0.0: PROJECT AND TEAM SELECTION
1.1.1. 1 – Who was responsible for selecting the project?
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
About eClerx Specialist teamProvides Reports and Insights to
the client business on various
metrics and global regions
Activities InvolvedReports and Insights for:
1. Daily sales,
2. Daily spend,
3. Conversion and retail
business
1.1.0 | Understanding the Context for Project Selection
1.1.1. 2 – What background information on the company or those who selected the project was provided to better understand the context of the project?
One of the
leading e-
commerce
websites in
the United
States
Metrics Report
About the Client
Leading e-commerce
company headquartered
in the US
1.0.0: PROJECT AND TEAM SELECTION
eClerx
Service
Provider
Line of Business
Shoes, Eye Wear,
Handbags, Apparel,
Retail & Café Stores
Sold Online
Shoes, Eye Wear,
Handbags, Apparel
Driving Activities
Marketing Strategies
based on the Metrics
report
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
1.2.0 | Project Selection Process
1.2.1. 1 – How was the gap or opportunity brought to the attention of the project identification group?1.2.1. 2 – What was the opportunity (process improvement)?
1.0.0: PROJECT AND TEAM SELECTION
Voice of the Client“We need to continuously review
and evaluate our marketing
strategies for which we need your
support on timely delivery of the
reports as per our change requests”
Strategic Process
RequirementsReduce the resource utilization in
maintenance activities of the reports and
cater to the ad-hoc client requests
Quarterly Business
Review
Critical Process
Requirements1. Easy incorporation of changes in
the reports
2. Timely delivery of accurate reports
Key Improvement
Opportunities1. Reduce maintenance and report
creation time
2. Eliminate all Opportunities of Errors
Project Goal StatementReduce the report creation and
maintenance time of the reports by
approximately 50% and eliminate all
possible opportunities of errors
related to referencing of formulae by
March 2017
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
LegendSteps with high cycle time & lead time
Tool 1
Tool 2
Database 1
Database 2
Tool 3
Data Cleansing, Standardization
Reporting & insights
Audit
Client
Updates
Client’s Server
II I
Data Extraction
C/T – 475 min
300 min
C/T – 785 min
600 min
C/T – 935 min
600 min
C/T – 460 min
350 min
C/T – 87 min
100 min
Total C/T – 2742 min / week
Lead Time – 1950 min / week
End to end Reporting and Insight Generation Time including the idle time per Week· Per week – 4692 min (approximately 80 hours)· Per Quarter – Approximately 900 hours· Resource Utilization ~ 90%
Business Non Value Adding Activity
Value Adding Activity
1.2.1. 3 – What area of the organization had the gap or opportunity?
1.2.0 | Project Selection Process
▪ Daily sales
reporting
▪ Daily spend
monitoring and
reporting
▪ Conversion
reporting
▪ Retail business
reporting
eClerx Category Specialist Team
AMER
EMEA
Opportunity for Improvement
There was a need to re-look at the entire process to meet the strategic objectives of the client
1.0.0: PROJECT AND TEAM SELECTION
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
1.2.2. 1 – What data was generated to help select the project? 1.2.2. 2 – What methods and / or tools were used to assess or prioritize the need for the project? 1.2.2. 3 – Why were these methods and /or tools used to select the project?
1.2.0 | Project Selection Process
DATA METHOD WHY?
Voice of Customer Quarterly Business Review Feedback
Quarterly Business Review is an opportunity to review the current performance
and understand the client's requirements
Clients feedback on the performance is valuable and is the driving force for the
process to improve the overall customer experience
Critical to Quality Metrics Critical to Quality drill down tree To distinguish the Project 'Y' from Business 'Y'
SIPOC & VSMA SIPOC and VSM was prepared in VISIO
with the help of Subject Matter Experts
To connect the upstream / downstream processes and identify the Value and Non
Value-added activities inherent to the process
Project Selection and Prioritization Pugh MatrixTo gauge viability of the project as per eClerx project selection criteria and set
priority for the Six Sigma project selection
Threat and Opportunity Matrix 4 quadrant Matrix To identify the threats and benefits of taking up a Six Sigma project
Report Maintenance Time Data Process Productivity TrackerTo baseline the maintenance time taken to incorporate the client's changes in the
reports and evaluate the cost of each report
Delivery Delay Data Process Productivity Tracker To baseline the delays
Stakeholder Analysis Stakeholder Analysis MatrixTo identify key stakeholders and their level of support and to measure resistance,
if any
1.0.0: PROJECT AND TEAM SELECTION
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
1.2.3. 1 – What goals (organizational and / or local), performance measures, and / or strategies was the project expected to impact? 1.2.3. 2 – What was the relationship between the stated measures and perceived gap in 1.2.1?
Strategic Goals
Critical Process Goals
Key Improvement Goals
Track sales, predict future trends and strategize
marketing techniques for revenue generation
Easy incorporation of client changes in the reports and
timely delivery of accurate reports
1. Reduce maintenance and report creation time
2. Eliminate all possible Opportunities of
Referencing Errors
Perceived Gap
1.2.0 | Project Selection Process
(1.2.3.2)
Strategic Process Requirements
Reduce the resource utilization in maintenance activities
of the reports and cater to the ad-hoc client requests
1.0.0: PROJECT AND TEAM SELECTION
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
1.2.3. 3 – What was the problem / project objective statement that expressed where the organization wanted to be at the end of the project?
ImprovementOpportunity
Current Maintenance Hours
Goal
Report Maintenance time ~900 hours Quarterly ~450 hours Quarterly
OFRE** ~76,000 0
Problem Statement
Over a period of time, reports
have become a complex web of
formulae referencing each other,
making it difficult and time-
consuming to troubleshoot and
maintain reports
For the period (Q2 – 15 to Q2 -
16), the amount of time invested
in maintaining reports by
adapting changes requested by
clients was on an average ~900
man-hours on a quarterly
basis.(~90% Resource
Utilization)
1.2.0 | Project Selection Process
Project Objective
The objective is to reduce the maintenance time and cost invested in the
report creation activity by approximately 50% and eliminate all possible
Opportunities of Errors related to referencing of formulae
**OFRE – Opportunities of Errors related to Referencing of Formulae
1.0.0: PROJECT AND TEAM SELECTION
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
1.3.0 | Team Selection and Preparation
1.3.1. 1 – How were the stakeholder groups identified? 1.3.1. 2 – What or who were the stakeholder groups?
What were the Stakeholder Groups? Who were the Stakeholders? How were the Stakeholders identified?
▪ Sponsor
▪ Champion
▪ Master Blackbelt
▪ eClerx defined
structure (1.1.1A)
▪ Project Lead (Green
Belt)
▪ Process SMEs
▪ Knowledge
Management (KM)
▪ Project Lead selected
by Operations Head
▪ Process SMEs –
identified by Senior
Process Manager
▪ KM: Dedicated
knowledge team for
operations
▪ Black Belt
▪ Dedicated Quality
resources mapped
by Program / Vertical
▪ Senior Process
Manager
▪ Process Manager
▪ Analysts /
Sr. Analysts
▪ Using detailed
process flows
mapping all
upstream and
downstream
processes within
eClerx
▪ Manager – Product
and Catalogue
▪ Point of contact from
client organization
Project Steering Committee
Project Team
Quality Team
Process Owners
Client SPOC
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
1.3.0 | Team Selection and Preparation
1.3.2. 1 – What knowledge or skill sets were determined to be necessary for successful completion of the project? 1.3.2. 2 –To what extent did the existing stakeholder groups have the required knowledge or skills? 1.3.2. 3 – What additional knowledge and skills were brought in to make the project successful?
Knowledge and Skills Determined
Project SteeringCommittee
Project Team Process Owners Black Belt
AlreadyTrained
AdditionalAlreadyTrained
AdditionalAlreadyTrained
AdditionalAlreadyTrained
Additional
Domain / Process Knowledge
▪ Knowledge of e-commerce domain ✓ – ✓ – ✓ – ✓ –
▪ Knowledge of Process tools and systems ✓ – ✓ – ✓ – ✓ –
▪ Knowledge of Process Execution steps NA – ✓ – ✓ – NA NA
Quality Knowledge
▪ Lean Six Sigma Methodology ✓ – ✓ ✓ ✓ ✓
▪ Basic Quality Tools ✓ – ✓ ✓ ✓ ✓
Skills
▪ Leadership ✓ – NA NA NA NA NA NA
▪ Communication ✓ – ✓ – ✓ ✓
▪ Project Management ✓ – ✓ ✓ ✓
▪ Decision Making ✓ – ✓ ✓ ✓
▪ Conflict Management ✓ – ✓ ✓ ✓
▪ Team Work ✓ – ✓ – ✓ ✓
▪ Problem Solving ✓ – ✓ – ✓ ✓
1.0.0: PROJECT AND TEAM SELECTION
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
1.3.3. 1 – Before the project started, what specific training was done?
Training
What was done?
Lean Six Sigma Six Sigma Green Belt
Basic Quality Tools
Conflict Management
Project Management
All project team
members undertook the
LSS methodology
training under the
guidance of a Black Belt
An internal 72 hours Six
Sigma GB training was
conducted, as
mandated by eClerx
Quality Framework for
the Project Lead
The team was
familiarized the project
team with various tools /
methods in Quality
which would be used
later in this project
Conflict Management
Training was conducted
to enable the team to
resolve issues that
might arise in any of the
project’s phases
Project Management
tools and methodology
training was conducted
for the Project Lead and
the Project team
members
Conceptual knowledge
of Lean and Six Sigma
methods and tools
Understanding the
DMAIC framework and
how it can be
implemented
Understanding
fundamental Quality
tools and its
implementation
Team’s ability to resolve
any internal issues
which may arise during
the course of the project
Being aware of project
management basics
and toolsOutcome Expected
1.3.0 | Team Selection and Preparation
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
1.3.3. 2 – Before the project started, what was done to prepare the team to work together effectively?
421 3 5
Project plan shared
with team
(GANTT Chart)
Email distribution
list created [email protected]
Common repository
for project documentation
created using SharePoint
Project kick-off
meeting with
Sponsor / Champion
An initial meeting with
the sponsor / champion
was conducted to
reiterate the project
goals and get a formal
sign-off on the same
Project kick-off meeting
with project team and
process owners
An initial meeting with
the project team along
with the project lead was
conducted for
expectation-setting and
to explain the role of
each team member in
the project
A Project Gantt chart was
created to detail steps for
each project phase, their
expected completion dates
and tollgate review dates.
The GANTT Chart was
shared with all stakeholder
groups indicating where their
support will be required
A common email
distribution list with all
project stakeholders was
created so that no team
member is missed out
when sending email
communication
For storing all
documentation related to
the project to be referred
to during the project and
for future reference
purposes, a common
repository was built
Objective
Task
1.3.0 | Team Selection and Preparation
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
1.3.4. 1 – What roles and expectations were determined ahead of the project?
Role D M A I C
Project Sponsor A A A A A
Project Champion A A A A A
Project Lead M M M M M
Team Member M M M M M
Quality Head I I I I I
Blackbelt R R R R R
Client SPOC I I I I I
Knowledge Management R R R R R
Role Expectations of the role
Project
Sponsor
▪ Oversee that process improvement projects are aligned to the company’s business goals and
strategies
▪ Ensure that the right team members are selected for the project
▪ Get buy-in from all the project stakeholders
▪ Approve any financials that are required for completing the project
Project
Champion
▪ Act as a Subject Matter Expert for the process and guide the project team from time to time
▪ Supervise the project team and assist in decision making
▪ Validate how low control – high impact factors identified in the project can be taken forward for solution
Project Lead
▪ Green Belt resource responsible for driving the improvement project
▪ Ensure data availability for analysis
▪ Follow Project Management timelines and ensure timely completion of each phase
▪ Highlight / call out any challenges that may arise in the project and seek guidance from project sponsor
/ champion if necessary
Team Member
▪ Contribute with process knowledge and expertise during the project
▪ Provide helping hand to Green belt for data gathering and analysis
▪ Contribute during brainstorming sessions in identifying causes and solution gathering
Quality Head /
Master
Blackbelt
▪ Oversee organization-wide quality initiatives
▪ Review and approve viable Six Sigma projects taken up in the organization
▪ Provide guidance to Black Belt with their expertise during project phase
Project Mentor
/ Blackbelt
▪ Guidance from Lean Six Sigma Black Belts on process improvement methodologies
▪ Train Green Belts on Six Sigma methodologies prior to project initiation
▪ Guide Green Belts from initiation till completion of improvement projects
▪ Influence people’s decision with respect to process change management
ApproverApproval of team decisions outside their charter /
authorities, i.e. sponsor, business leader
ResourceResource to the team, one whose expertise, skills,
‘clout’ are needed
MemberMember of team, within the authorities and boundaries
of the charter
InformedInterested party, one who will need to be kept informed
on direction, findings
1.3.0 | Team Selection and Preparation
1.0.0: PROJECT AND TEAM SELECTION
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
1.3.4 2 – What deadlines and deliverables did the team have to consider ahead of actually starting the project?
High Level DMAIC Deliverables
Focus Group Segmentation Multi-Voting Feasibility studyFocus Group Measure Analyze Improve Control
▪ Identify and
prioritize possible
Xs (Cause and
Effect Analysis)
▪ Control and Impact
Analysis
▪ Data Collection
Plan
▪ Identify and
validate vital Xs
(Data / Process
Door Analysis)
▪ Root Cause
Identification
▪ Generate possible
solutions
▪ Prioritize and pilot
Solutions
▪ Validate and justify
solutions
▪ Implement
solutions
▪ Process Control
Analysis
▪ Quality Net Saving
calculations
▪ Monitoring and
Response Plan
▪ Institutionalize
and Sign-off
▪ Project Selection
and Prioritization
▪ Project Charter
(with approval)
▪ SIPOC /
Process Flow
Define
August 2016 September 2016 October 2016 February 2017 March 2017
TOLLGATE TOLLGATE TOLLGATE TOLLGATE TOLLGATE
1.3.0 | Team Selection and Preparation
1.0.0: PROJECT AND TEAM SELECTION
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
1.3.4. 3 – Before the project started, what team routines, including communication, were established?
What Team Routines? How? Responsibility Frequency
Project Plan shared in common
SharePoint locationAn alert email triggered to all stakeholders with any change in the project plan Project Lead / Black Belt Need Basis
Update all project documentationThe project documentation for each phase to be completed and update to be
mailed to the entire project teamKnowledge Management On phase completion
Weekly Huddle All team members to meet once a week to discuss the project’s status Project Lead Weekly
Tollgate ReviewsBy the end of each phase, a tollgate review was scheduled with the Sponsor /
Champion / Client SPOCProject Lead / Black Belt On phase completion
Minutes of Meeting MOMs to be circulated to all project stakeholders for every meeting Project Lead As per meeting schedule
Sign-off Procedure All key decisions / changes to be signed off by Sponsor / Champion via e-mail Project Lead / Black Belt Need Basis
Project Gantt Chart
1.3.0 | Team Selection and Preparation
1.0.0: PROJECT AND TEAM SELECTION
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
Current Situation and Root Cause / Improvement Opportunity Analysis
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.1.0 | Key Measures Expected of the Project
2.1.1. 1 – What specific goals and / or measures was the team trying to achieve with the project? 2.1.1. 2 – What additional potential benefits, other than the specific goals and / or measures, was the project expected to impact?
Voice of the Customer
Critical Process requirements
Project Goals
“We need to
continuously review
and evaluate our
marketing strategies for
which we need your
support on timely
delivery of the reports
as per our change
requests”
Easy Incorporation of
client’s frequent
changes with 100%
reporting accuracy
By March – 2017
1. Reduce maintenance
and report creation
time by ~50
2. Eliminate all possible
opportunities of
errors related to
referencing of
formulae
Additional Benefits
1. Generation of
additional work /
business
2. Reduced operational
cost for eClerx
3. Improved client
perception
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.2.0 | Possible Root Causes / Improvement Opportunities
2.2.1. 1 – What methods and / or tools were used to identify possible root causes / improvement opportunities?2.2.1. 2 – Why were these methods and / or tools selected (to identify possible root causes / improvement opportunities)?
Process Map
Why was the tool used?
▪ To understand the as-is
process steps followed
▪ To understand the
involvement of upstream
and downstream teams in
the process
Tool Used
Why was the tool used?
▪ To identify all possible
causes for high
maintenance time and low
efficiency in report making
▪ To identify solutions for
each of the bottle necks in
the process
Brain-storming
Fishbone Diagram
Why was the tool used?
▪ To organize the ideas we
collected during the
brainstorming session into
logical buckets
▪ The buckets were: People,
Measurement, Material,
Method, Machine & Mother
Nature
Why was the tool used?
▪ To identify all possible
wastes hampering the
quality and efficiency of
the process
Value StreamMapping
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.2.1. 3 – How was the team prepared to use these methods and / or tools (to identify possible root causes / improvement opportunities)?
Brainstorming Techniques▪ Training on various
brainstorming techniques
▪ To gauge their understanding
level and readiness for usage,
a generic topic was given to the
team for brainstorming
Process Mapping & VSM using MS Visio▪ Process Flow Creation
▪ Value Stream Mapping
▪ MS Visio 2010 (basic flow
chart / swim lane chart)
3 days –4 hours each
2 Days –3 hours each
2 days –3 hours each Cause and Effect
Diagram▪ Usage of Cause and Effect
Analysis (fishbone diagram)
2 days –2 hours each
Project Lead Process SMEs Process Owners
Methods / Tools –A pre and post training assessment was conducted for the trainees
People Trained
2.2.0 | Possible Root Causes / Improvement Opportunities
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.2.2. 1 – What data was generated and how was the data analyzed to identify the possible root cause / improvement opportunities? 2.2.2. 2 – What were the possible root cause / improvement opportunities?
Bottlenecks leading to high maintenance and waste in the process
All possible causes leading to high maintenance, waste and high Resource Utilization (RU)
Process Mapping
Categorization of possible causes
Tool usedWhat data was
generated?How was it analyzed?
Control Impact
Matrix
SME
Review
HIGH CONTROL
HIGH IMPACT FACTORS
14 possible root causes / improvement opportunities
2.2.0 | Possible Root Causes / Improvement Opportunities
1. Maintenance and report creation activity consumes a lot of
RU
2. Too many ad-hoc requests to cater to along with the normal
day-to-day activities
3. Too many data sources from where the data is fetched
4. Unstructured navigation through reports
5. Complex web of formulae interlinking multiple excel sheets
making it difficult to add or amend the excel sheets
6. Data extraction, collation, cleansing, standardization and
reporting is manual
7. High rework in the process
8. Latency due to huge file size and high processing time
9. Stringent timelines to meet ad-hoc client requests
10. Resource intensive data extraction, collation and reporting
process
11. Too much dependency on the tenured resources for report
making and insights
12. No backup for skilled or tenured resources
13. No cross skilling - new resources are not trained to handle
different reports
14. Complex audit steps that make it difficult to diagnose the
reports for errors
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
Brainstorming
Fishbone
Diagram
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
To validate the root causes using data
2.3.0 | Final Root Causes / Improvement Opportunities
2.3.1. 1 – What methods and / or tools were used to identify the final root cause(s) / improvement opportunities?2.3.1. 2 – Why were these methods and / or tools selected to identify the final root causes(s) / improvement opportunities?
METHODS / TOOLS WHY?
Value Stream Mapping To identify the non-value adding steps leading to waste in the
process
Failure Modes & Effect Analysis (FMEA) To prioritize high-risk areas in the process by calculating RPN for
each step
Attribute Correlation Matrix To identify the key attributes of the product which had maximum
impact and were the key drivers of the client’s requirements
Hypothesis Testing
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.3.0 | Final Root Causes / Improvement Opportunities
2.3.1. 3 – How was the team prepared to use these methods and / or tools to identify the final root causes / improvement opportunities?
Project Lead Process SMEs Process Owners
Methods / Tools
2 days –3 hours each
FMEA▪ Training on FMEA fundamentals
▪ Identifying defects and defect
opportunities
▪ Understanding of RPN calculation
▪ Table of Opportunities
Value Stream Mapping▪ Training on VSM Basics
▪ Identifying VA / NVA in process
▪ Process Cycle Efficiency
3 days –4 hours each
People Trained
5 days –2 hours each
1 day –8 hours
Attribute Correlation Matrix▪ Training on Correlation Matrix
▪ Understanding the gap between
customer’s explicit requirements
and the product attributes
▪ Prioritization of improvement
opportunities
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.3.0 | Final Root Causes / Improvement Opportunities
2.3.2. 1 (1/2) – What data was generated and how was the data analyzed in order to identify the final root causes / improvement opportunities? 2.3.2. 2 (1/2) – What are specific examples of data analysis that led to the final root cause?
How was Data Analyzed?
Specific Examples
What Data wasGenerated?
Value Stream Mapping
▪ Grouping of VSM Observations and FMEA RPNs
▪ Listing of common Process Xs
▪ Validation of possible Xs with grouped Xs in VSM
and FMEA
▪ RCA was done on validated possible causes
▪ Validated root causes taken ahead as final root
causes
▪ Non Value Adding steps
▪ Process Waste
▪ Duplicate entries pulled from multiple
columns, resulting in an increase of formulae
and file size
▪ Multiple references in formulae to extract
simple data
▪ Multiple redundant sheets and unnecessary
tabs added to extract data, creating a
complex web of formulae
▪ Hard coding of data in an excel sheet
FMEA
▪ Process Failure Modes
▪ Effects of Failure
▪ Criticality and Severity
▪ Failure Causes
▪ Occurrence and Detection
▪ RPN Number
▪ Manual process with high risk of extracting
incorrect data
▪ Complex web of formulae interlinking multiple
excel sheets, making it difficult to add or amend
the excel sheets
▪ Complex audit steps making it difficult to
diagnose the errors if any
Attribute Correlation Matrix
▪ Complex navigation of reports
▪ Too many data point linkages
▪ Too many tabs to refer to, making it difficult
to read and interpret
▪ Mapping of client’s requirements versus
product design features
▪ Product attributes that are critical to our
customers
▪ Design parameters that are important in
driving those customer’s requirements
▪ To-be design parameters
▪ Explicit customer requirement mapped vis-
à-vis the product features
▪ AS-IS product attributes driving the explicit
customer requirements are highlighted and
further worked upon to incorporate the
client’s requirements
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
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©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.3.0 | Final Root Causes / Improvement Opportunities
2.3.2. 3 – What were the final root causes / improvement opportunities?
Possible Root Causes / Improvement Opportunities (2.2.2. 2)
1. Too much dependency on the tenured resources for report making and insights
2. No backup for skilled or tenured resources
3. Unstructured navigation through reports
4. Complex web of formulae interlinking multiple excel sheets, making it difficult to add or
amend the excel sheets
5. Too many data sources from where the data is fetched
6. Latency due to huge file size and high processing time
7. Complex audit steps that make it difficult to diagnose the reports for errors
8. Resource intensive data extraction, collation and reporting process
9. Stringent timelines to incorporate requested client changes
▪ FMEA
▪ Value Stream Maps
▪ Attribute Correlation Matrix
1. High dependency on the tenured resources
for report making and insights
2. Complex audit steps that make it difficult to
diagnose the reports for errors
3. Complex web of formulae interlinking multiple
excel sheets, making it difficult to add or
amend the excel sheets
Final Root Causes
Analysis (Tools / Methods – 2.3.1.)
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.3.0 | Final Root Causes / Improvement Opportunities
2.3.3. 1 – How were the final root causes / improvement opportunities validated? 2.3.3. 2 – What evidence showed that the final root causes / improvement opportunities were validated prior to solution development?
How was Data Validated?
Evidence
What Was Done?
Hypothesis Testing for root cause # 1,2,3
▪ Two-way ANOVA test was conducted to
confirm if there is any impact on the report
creation and maintenance activity due to
different resources and report types
▪ Hypothesis Testing was done to test
if the tenure of the resource impacts
report creation and insight
generation
▪ Report creation data was collected
for different types of reports
▪ Two way
ANOVA
Attribute Agreement Analysis for root cause # 1,2
▪ Conducted individual process assessment of the resources
▪ Individual execution steps scores v/s process standard was noted
▪ AAA
▪ Attribute Agreement Analysis done for resources scores v/s the
standard to confirm if there was any knowledge gap
Report Type
Tenure
Who
lesa
le re
port
Searc
h Ana
lysis
Rep
ort
DSR
Conve
rsion Rep
ort
> 1 yea
r
< 1 yea
r
> 1 yea
r
< 1 yea
r
> 1 y
ear
< 1 yea
r
> 1 yea
r
< 1 yea
r
150
125
100
75
50Re
po
rt M
akin
g T
ime
Boxplot of Report Making Time
21
100
90
80
70
60
50
Appraiser
Pe
rce
nt
95.0% C I
Percent
21
100
90
80
70
60
50
Appraiser
Pe
rce
nt
95.0% C I
Percent
Date of study:
Reported by:
Name of product:
Misc:
Assessment Agreement
Within Appraisers Appraiser vs Standard
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
16
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.3.0 | Final Root Causes / Improvement Opportunities
2.3.3. 1 – How were the final root causes / improvement opportunities validated? 2.3.3. 2 – What evidence showed that the final root causes / improvement opportunities were validated prior to solution development?
Evidence
Hypothesis Testing for root cause # 1,2,3 using 2-way ANOVA
Report Type
Tenure
Who
lesa
le re
port
Searc
h Ana
lysis
Rep
ort
DSR
Conve
rsion Rep
ort
> 1 yea
r
< 1 yea
r
> 1 yea
r
< 1 yea
r
> 1 y
ear
< 1 yea
r
> 1 yea
r
< 1 yea
r
150
125
100
75
50Re
po
rt M
akin
g T
ime
Individual Value Plot of Report Making Time vs Report Type, Tenure
Report Type
Tenure
Who
lesa
le re
port
Searc
h Ana
lysis
Rep
ort
DSR
Conve
rsion Rep
ort
> 1 yea
r
< 1 yea
r
> 1 yea
r
< 1 yea
r
> 1 y
ear
< 1 yea
r
> 1 yea
r
< 1 yea
r
150
125
100
75
50Re
po
rt M
akin
g T
ime
Boxplot of Report Making Time
Interpretation
Tenure of the
resources and
report types had a
significant impact on
the Reporting and
Insight Generation
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.3.0 | Final Root Causes / Improvement Opportunities
2.3.3. 1 – How were the final root causes / improvement opportunities validated? 2.3.3. 2 – What evidence showed that the final root causes / improvement opportunities were validated prior to solution development?
Hypothesis Testing for root cause # 1,2 using Attribute Agreement Analysis
21
100
90
80
70
60
50
Appraiser
Pe
rce
nt
95.0% C I
Percent
21
100
90
80
70
60
50
Appraiser
Pe
rce
nt
95.0% C I
Percent
Date of study:
Reported by:
Name of product:
Misc:
Assessment Agreement
Within Appraisers Appraiser vs Standard Interpretation
Based on this data,
we infer that there is a
knowledge gap and
that these resources
need additional
refresher’s training
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
Evidence
17
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.4.0 | Project Management Update
2.4.1. 1 – How was the correctness of the initial project scope, deliverables, and timing confirmed (or, what changes were made)?
Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 Wk12 Wk13 Wk14 Wk15 Wk16 Wk17 Wk18 Wk19 Wk20 Wk21 Wk22 Wk23 Wk24 Wk25 Wk26 Wk27 Wk28 Wk29 Wk30 Wk31 Wk32 Wk33 Wk34 Wk35 Wk36
3-Nov 10-Nov 17-Nov 24-Nov 1-Dec 8-Dec 15-Dec 22-Dec 29-Dec 5-Jan 12-Jan 19-Jan 26-Jan 2-Feb 9-Feb 16-Feb 23-Feb 2-Mar 9-Mar 16-Mar 23-Mar 30-Mar 6-Apr 13-Apr 20-Apr 27-Apr 4-May 11-May 18-May 25-May 1-Jun 8-Jun 15-Jun 22-Jun 29-Jun 6-Jul
Start Date End Date
Gather VOC data 3-Nov 8-Nov
Define the Bus iness Case 10-Nov 22-Nov
Understand Stakeholders 17-Nov 22-Nov
Define Problem and Goals 17-Nov 29-Nov
Develop project charter 24-Nov 6-Dec
Define the Process (SIPOC) 24-Nov 6-Dec
Describe the Key Customer and Process Requirements 1-Dec 13-Dec
8-Dec 13-Dec
Map As-Is State of the process 15-Dec 27-Dec
Time Series Plot of Primary Metric 22-Dec 27-Dec
Veri fy Data Qual i ty 22-Dec 3-Jan
Col lect Process Data 15-Dec 11-Jan
Understand Process Behavior 29-Dec 17-Jan
Basel ine Process Capabi l i ty 5-Jan 24-Jan
Conclus ions / Issues / Next Steps 19-Jan 31-Jan
26-Jan 31-Jan
Root Cause - Potentia l Cri tica l X's 26-Jan 14-Feb
Analyze Process Data - Identi fy Signi ficant X's 9-Feb 21-Feb
Root Cause va l idation 16-Feb 7-Mar
Conclus ions / Issues / Next Steps 2-Mar 14-Mar
16-Mar 21-Mar
Generate Potentia l Solutions / Future State VSM 23-Mar 11-Apr
Demonstrate Potentia l Solutions 6-Apr 18-Apr
Select & Test Best Solutions (Pi lot tests ) 13-Apr 23-May
Implement Solutions w/ Action Plan 18-May 30-May
Statement of Y=f(x) 18-May 30-May
Conclus ions / Issues / Next Steps 25-May 30-May
25-May 30-May
Clear Indication of Improved Primary Metric 1-Jun 6-Jun
Formal Control Plan - Control Methods Appl ied 8-Jun 20-Jun
Project Approval by Champion or equiva lent 15-Jun 27-Jun
Discuss Financia l Va l idation 22-Jun 27-Jun
Provide Project Closure Documents 22-Jun 27-Jun
Conclus ions / Issues / Next Steps 22-Jun 27-Jun
29-Jun 4-Jul
29-Jun 11-Jul
Define Tol lgate Review
Week
PHASE ActivitiesStarting
DEF
INE
CON
TRO
L
Control Tol lgate Review
Assessment & Panel Interview
MEA
SUR
E
Measure Tol lgate Review
AN
ALY
ZE
Analyze Tol lgate Review
IMPR
OV
E
Improve Tol lgate Review
Project
deliverables
completed as per
planned dates
Toll Gate
Review + email
Sign-off
Six Sigma Steering
Committee
Quality
Team
Project
Team
Process
Owners
Scope Confirmed, No change Identified
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.4.1. 2 – How were stakeholders involved and / or communicated with during the root cause / improvement opportunity phase of the project?
Stakeholders How They Were Involved
Project Steering
Committee
▪ Participated in Project Steering Meetings
▪ Supported by ensuring resource availability as planned
▪ Provided guidance during project discussions
Process Owners
▪ Actively participated in brainstorming sessions
▪ Helped the project team identify possible root causes
▪ Ensured team attendance in process tests
▪ Helped with required historical data for various analyses
Quality Team
▪ Conducted Quality-specific trainings
▪ Facilitated team on the use of Quality tools / methods
▪ Administered DMAIC phase implementation
Knowledge
Management
Team
▪ Facilitated process tests
▪ Managed all project documentation
▪ Assisted in the creation of process flows
How They Communicated
By When
Steering Committee Meetings Monthly
Tollgate Meetings After each phase of DMAIC
Team Connect Weekly
Email CommunicationBased on project finding and
validation
2.4.0 | Project Management Update
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
18
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.4.1. 3 – What stakeholder resistance was identified and / or addressed in this phase of the project?
Stakeholder Group What Resistance? How was it Identified? How was it Resolved?
Project Steering Committee No Resistance
Process Owners No Resistance
Quality Team No Resistance
Knowledge
Management TeamNo Resistance
Client SPOC No Resistance
2.4.0 | Project Management Update
2.0.0: CURRENT SITUATION AND ROOT CAUSE ANALYSIS
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
2.4.1. 4 – How was the appropriateness of the initial team membership and management routines confirmed (or, what changes were made)?
▪ Stakeholder Analysis
▪ Project deadlines achieved as planned
No Changes
▪ Routine checks done on planned dates v/s actual
implementation dates
▪ KM team audited availability of required documentation
▪ Feedback and support received from Sponsor /
Champion
▪ Minutes of meeting published after each meeting
▪ Received email sign-off on phase completion
▪ Routines administered and approved by MBB and BB
No Changes
Team Membership and Management Routines How did we Confirm Appropriateness? What Changes were Made?
Initial Team Membership
Management Routines
2.4.0 | Project Management Update
19
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
Solution / Improvement Development
3
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.1.0 | Possible Solutions or Improvements
3.1.1. 1 – What methods and / or tools were used to identify the possible solutions / improvements?3.1.1. 2 – Why were these methods and / or tools selected?
5 S was used to re-organize and
optimize the entire process by
eliminating wastes while
improving Quality and Efficiency
5 S
This tool is easy to use and is
capable of generating multiple
solution proposals for a single
cause
Brainstorming
This tool helps us highlight the
attributes or improvement areas
of the product which in turn helps
to meet the client’s expectations
Attribute Correlation Matrix
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
20
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.1.0 | Possible Solutions or Improvements
3.1.1. 3 – How was the team prepared to use these methods and / or tools?
5 S▪ Understanding the
fundamentals of 5 S
philosophy
1 day –4 hours
Brainstorming Techniques▪ Training on using
brainstorming for arriving at
solutions
▪ To gauge their understanding
level and readiness for
usage, a generic topic was
given to the team for
brainstorming
2 days –3 hours each
Project Lead Process SMEs Process Owners
Methods / Tools
People Trained
1 day –8 hours
Attribute Correlation Metrix▪ Understanding the gap
between the customer’s
explicit requirements and
the product attributes
▪ Prioritization of
improvement opportunities
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.1.2. 1 – What data was generated and how was it analyzed?
What Data was Generated?
Attribute Correlation Matrix
Future State VSM was prepared to
analyze the alignment and relevance
of solutions generated by the team
Technical assistance was taken from
the Software team for automation
opportunities in the process
▪ To remove redundancy of data▪ Identify and Eliminate waste in the system
▪ Optimize formula referencing and various process steps▪ Implement data tables▪ Create auto column detection logic
▪ Improve on the visualization▪ Easy navigation menus and dynamic charts▪ Automate Data Extraction, Collation, Reporting and Auditing
▪ Standardize data table structure to eliminate duplication▪ Standardize column structure▪ Implement a dynamic range of formulae
▪ ‘Version Control’ to roll back to the previous version in case of failure▪ ‘Change Log’ to track all changes for future reference
3.1.0 | Possible Solutions or Improvements
List of potential solutions relating to specific areas in the process
were generated using the 5S methodology as below
Sort
Set in order
Shine
Standardize
Sustain
What Data was Generated?
Attribute Correlation Matrix
Brainstorming for idea generation was done
on the data generated through 5S and
Correlation Matrix
Product Parameters
that needed attention
and improvement were:
Too many tabs Too many cell references
Size of the file End to end manual preparation of the reports
21
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.1.2. 2 – What are the possible solutions / improvements?
15 Possible Solutions
1. Auto-scheduler for data extraction
2. Automated data collation, cleansing to identify and remove duplicate and redundant entries
3. Automated report creation
4. Automated audit mechanism
5. Automation to send the reports to the respective clients
6. Advanced navigation and graphics for better user interface
7. Design a new reporting template
8. Develop an automation software for the entire process
9. Remove people dependency by cross-training all the users
10. Build more domain expertise by providing extensive training and personal development in terms of
communication and capability-building
11. Develop a governance framework to ensure that process changes are incorporated in the SOP
12. Conduct Refresher training on concept-clearing, doubt-solving and risk-associated areas that have high impact
13. Build checkpoint mechanisms to ensure that all steps are covered during audits
14. Standardize the reporting template for all regions
15. Initiate regional cross process audits to maintain integrity, ensure standardization and get better results
3.1.0 | Possible Solutions or Improvements
All of these possible solutions were categorized into different segments using an Affinity Diagram
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
Final Root Causes
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.1.2. 2 – What are the possible solutions / improvements?
3.1.0 | Possible Solutions or Improvements
Process Automation
▪ Auto Scheduler for data extraction
▪ Automated data collation, cleansing to
identify and remove duplicate and
redundant entries
▪ Automated report creation
▪ Automated audit mechanism
▪ Automation to send the reports to the
respective clients
▪ Advanced navigation and graphics for
better user interface
▪ Develop an automation software for the
entire process
Training
▪ Remove people dependency by cross-
training all the users
▪ Conduct Refresher training on concept-
clearing, doubt-solving and risk-
associated areas that have a high impact
▪ Build more domain expertise by
providing extensive training and personal
development in terms of communication
and capability- building
Standardization
▪ Design a new reporting template
▪ Develop a governance framework to
ensure that process changes are
incorporated in the SOP
▪ Build checkpoint mechanisms to ensure
that all the steps are covered during
audits
▪ Standardize the reporting template for all
regions
▪ Initiate regional cross process audits to
maintain integrity, ensure standardization
and get better results
Possible solutions categorized into their respective groups
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
22
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.1.2. 3 – What evidence showed that the solutions / improvements identified were possible instead of final?
Solution Identification and Prioritization
Technical Consultation
SME Validation
Example: Standardizing of
reports across
regions is not
possible due to
region-specific client
change requests.
3.1.0 | Possible Solutions or Improvements
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.2.0 | Final Solutions or Improvements
3.2.1. 1 – What methods and / or tools were used to identify the final solutions / improvements? 3.2.1. 2 – Why were these methods and / or tools selected?
Solution Identification
and Prioritization
Payoff Matrix
Future State Value
Stream Mapping
Focused Group
Discussion
FMEA
Multi-Voting
To identify viability of automation in the process
To narrow the list of solutions and know which solutions most of the
team members agree upon
To detect possible opportunities for defects in solutions generated
To prioritize and eliminate non-feasible solutions from the list of possible solutions
To analyze the alignment and relevance of solutions generated by the team
To identify implementable solutions based on risk and payoff
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
23
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.2.1. 3 – How was the team prepared to use these methods and / or tools?
Multi Voting▪ Team was trained on N/3
voting technique
1 day –4 hours
Solution Identification and Prioritization▪ Prioritizing and scoring methodology
for solution identification
▪ Training and practice sessions done
1 day –4 hours
Pay off Matrix▪ Training and practice
sessions done
1 day –2 hours
Project Lead Process SMEs Process Owners
Methods / Tools
People Trained
* VSM, FMEA and Focused Group Discussion training and preparation were already covered in previous project phases
3.2.0 | Final Solutions or Improvements
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.2.2. 1 – How were the methods or tools used to determine the final solutions? 3.2.2. 2 – What was the final solution?
Number Final Solutions
FS1 Auto scheduler for emails, data extraction
FS2 Data collation and cleaning using advanced VBA macro
FS7 New reporting template using advanced graphics and navigation
FS9 Reduce people dependency by cross-training all the users
FS11Governance framework to track the changes in the process to
ensure its incorporation in the SOP
Focused Group Discussion
Multi-Voting
Pay Off Matrix
3.2.0 | Final Solutions or Improvements
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
24
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.2.3. 1 – How were the final solutions validated?
Number Final SolutionsSME
ValidationFuture State
VSMFMEA
Hypothesis Testing
Pilot Testing
FS1Auto-scheduler for emails, data
extraction✓ ✓ ✓ ✓
FS2Data collation and cleaning using
advanced VBA macro✓ ✓ ✓ ✓
FS7New reporting template using
advanced graphics and navigation✓ ✓ ✓
FS9Remove people dependency by
cross-training all the users✓ ✓ ✓ ✓
FS11
Governance framework to track
the changes in the process to
ensure its incorporation in the SOP
✓ ✓ ✓
3.2.0 | Final Solutions or Improvements
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.2.3. 2 – What evidence showed that validation was performed prior to implementation?
Attribute Agreement Analysis Future State Value Stream Map
3.2.0 | Final Solutions or Improvements
21
100
95
90
85
80
75
70
Appraiser
Perc
ent
95.0% C I
Percent
21
100
95
90
85
80
75
70
Appraiser
Perc
ent
95.0% C I
Percent
Date of study:
Reported by:
Name of product:
Misc:
Assessment Agreement
Within Appraisers Appraiser vs Standard
MO NTH
Q UA RTER
Jul
Jun
May
Apr
Mar
FebJa
nDec
NovO
ctSep
AugJu
lJu
nM
ayApr
Mar
Feb
Jan
Dec
Nov
Oct
Sep
AugJu
lJu
nMay
Apr
Q3-17
Q2-
17
Q2-1
7
Q2-1
7
Q1-17
Q1-1
7
Q1-1
7
Q4-16
Q4-
16
Q4-1
6
Q3-16
Q3-
16
Q3-1
6
Q2-1
6
Q2-16
Q2-1
6
Q1-1
6
Q1-16
Q1-
16
Q4-1
5
Q4-15
Q4-15
Q3-1
5
Q3-1
5
Q3-15
Q2-1
5
Q2-1
5
Q2-15
120
100
80
60
40
20
Ind
ivid
ua
l Va
lue
_X=23.5
Pre-Project During Project P ilot C ontrol Phase
Resource Utilization by Project Phase
~90% 88.4%
24.7% Pilot results showed that the resource
utilization for the month of Jan and
Feb had reduced significantly due to
the automation (~24%)
Resource Utilization Trend
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
LegendCycle Time and Lead time can be reduced in these process steps
Tool 1
Tool 2
Database 1
Database 2
Tool 3
Data Extraction, Cleansing,
Standardization
Reporting & insights
Audit
Client
Updates
Client’s Server
I I
C/T – 0 min
0 min
C/T – 207 min
200 min
C/T – 160 min
200 min
C/T – 87 min
100 min
Total C/T – 454 min / week
Lead Time – 500 min / week
End to end Reporting and Insight Generation Time including the idle time per Week· Per week – 1298 min (approximately 16 hours)· Per Quarter – Approximately 200 hours· Resource Utilization ~ 22% - 25%
Business Non Value Adding Activity
Value Adding Activity
Improvisation
25
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.2.4. 1 – What additional potential benefits were anticipated from the final solutions? 3.2.4. 2 – Were the additional benefits anticipated prior to implementation?
FS1, FS2Improvement in
efficiency & accuracy
Helped client to meet their strategic
objectives
FS7Improved
visualization and easy navigation
Eliminated audit and reduced clarification calls from the client
FS9Reduced rework and resource dependency
Employee satisfaction
FS11Process control and
governanceMet the strategic goals
of the process
Additional Benefits
1. We were able to cater to the
additional reports along with the
day-to-day activities
2. We experienced reduced resource
utilization
3. We experienced improved client
perception
3.2.0 | Final Solutions or Improvements
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.2.5. 1 (1/3) – What data was generated and analyzed to justify implementation?3.2.5. 2 (1/3) – What evidence showed that justification was performed prior to implementation?
Manual Extraction of
data
Manual Data Collation & Cleansing
Manual Data Standardization
Manual AuditingManual Reporting,
Insights and Mailing
Multiple Data SourceseClerx Specialist Team
Automated Extraction of data
Automated Data Collation, Cleansing,
Standardization, Visualization and Report
Creation
Insights and Updates
Multiple Data SourceseClerx Specialist Team
3.2.0 | Final Solutions or Improvements
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
Client
Client
26
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.2.5. 1 (2/3) – What data was generated and analyzed to justify implementation?3.2.5. 2 (2/3) – What evidence showed that justification was performed prior to implementation?
3.2.0 | Final Solutions or Improvements
Automation and
improvements in the below
steps improved efficiency
and quality of reports and
eliminated dependency on
the skilled resources
▪ Data Extraction
▪ Data Consolidation
▪ Data Cleansing
▪ Data Standardization
▪ Report Making
▪ Mailing reports to the client
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
Future State VSM
LegendCycle Time and Lead time can be reduced in these process steps
Tool 1
Tool 2
Database 1
Database 2
Tool 3
Data Extraction, Cleansing,
Standardization
Reporting & insights
Audit
Client
Updates
Client’s Server
I I
C/T – 0 min
0 min
C/T – 207 min
200 min
C/T – 160 min
200 min
C/T – 87 min
100 min
Total C/T – 454 min / week
Lead Time – 500 min / week
End to end Reporting and Insight Generation Time including the idle time per Week· Per week – 1298 min (approximately 16 hours)· Per Quarter – Approximately 200 hours· Resource Utilization ~ 22% - 25%
Business Non Value Adding Activity
Value Adding Activity
Improvisation
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.2.5. 1 (3/3) – What data was generated and analyzed to justify implementation?3.2.5. 2 (3/3) – What evidence showed that justification was performed prior to implementation?
Resource Utilization by Project Phase
3.2.0 | Final Solutions or Improvements
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
MO NTH
Q UA RTER
JulJunMay
A prM arF ebJanDec
NovO ctSep
A ugJulJunMayA pr
MarFebJanDecNov
O ctSepA ugJul
JunMayA pr
Q 3-17
Q 2-17
Q2-17Q2-17
Q 1-17
Q 1-17Q1-17
Q 4-16
Q 4-16
Q4-16Q 3-1
6Q 3-1
6Q 3-16
Q2-16Q 2-1
6Q 2-16
Q1-16Q 1-1
6Q 1-1
6Q4-15
Q 4-15
Q 4-15
Q 3-15Q3-15
Q 3-15
Q 2-15Q2-15
Q 2-15
120
100
80
60
40
20
Indiv
idual
Value
_X=23.5
Pre-Project During Project P ilot C ontrol Phase
Resource Utilization by Project Phase
~90% 88.4%
24.7%
27
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.2.5. 1 (3/3) – What data was generated and analyzed to justify implementation?3.2.5. 2 (3/3) – What evidence showed that justification was performed prior to implementation?
AAA Test of the resources – Before Improvement AAA test of the resources – After Improvement
Attribute Agreement Test Results
3.2.0 | Final Solutions or Improvements
21
100
90
80
70
60
50
Appraiser
Pe
rce
nt
95.0% C I
Percent
21
100
90
80
70
60
50
Appraiser
Pe
rce
nt
95.0% C I
Percent
Date of study:
Reported by:
Name of product:
Misc:
Assessment Agreement
Within Appraisers Appraiser vs Standard
21
100
95
90
85
80
75
70
Appraiser
Pe
rce
nt
95.0% C I
Percent
21
100
95
90
85
80
75
70
Appraiser
Pe
rce
nt
95.0% C I
Percent
Date of study:
Reported by:
Name of product:
Misc:
Assessment Agreement
Within Appraisers Appraiser vs Standard
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.3.0 | Project Management Update
3.3.1. 1 – How was the correctness of the initial or updated project scope, deliverables and timing confirmed?
Project
deliverables
completed as per
planned dates
Tollgate
Review + email
Sign-off
Six Sigma
Steering
Committee
Quality
Team
Project
Team
Technical
Team
Addition in Scope: Technical Team On-boarded
Process
Owners
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
28
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.3.1. 2 – How were the stakeholders involved and communicated with during the solution phase of the project?
Stakeholders How they were Involved
Project Steering
Committee
▪ Reviewed progress of the team
▪ Provided support by getting technical team onboard
Process Owners
▪ In bringing up solutions and ideas during Brainstorming, Affinity
diagram, Team Leads and Process Managers in Multi-voting,
Payoff Matrix, Pilot tests
▪ Coordinating in the Solution Generation phase, Conducting and
analyzing VSM, Analysis of Pilot test results
Quality Team
▪ Conducted Quality-specific trainings
▪ Facilitated team on the use of Quality tools / methods
▪ Administered DMAIC phase implementation
Knowledge
Management Team
▪ Assisted with Training Need Analysis and Team Competency
Mapping review
▪ Updated project documents
Technical Team▪ Provided technical guidance on process automation
▪ Supported in pilot-testing of automation
How they Communicated
BY WHEN
Steering Committee
MeetingsMonthly
Tollgate Meetings After each phase of DMAIC
Team Connect Weekly
Email CommunicationBased on project finding
and validation
3.3.0 | Project Management Update
3.0.0: SOLUTION / IMPROVEMENT DEVELOPMENT
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.3.1. 3 – What stakeholder resistance was identified / addressed in this phase of the project?
3.3.0 | Project Management Update
Stakeholder Group What Resistance? How was it Identified? How was it Resolved?
Project Steering Committee No Resistance - -
Process Owners No Resistance - -
Quality Team No Resistance - -
Knowledge Management Team No Resistance - -
Client SPOCResistance to accept
automated reports
One of the project
update meetings
Explained the benefits
of automation
29
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
3.3.1. 4 – How was the appropriateness of the initial or updated team membership and management routines confirmed (or, what changes were made)?
▪ Stakeholder Analysis
▪ Project deadlines achieved as planned
Technical team added to
project scope
▪ Routine checks done on planned dates v/s actual implementation dates
▪ KM team audited availability of required documentation
▪ Feedback and support received from Sponsor / Champion
▪ Minutes of meeting published after each meeting
▪ Received email sign-off on phase completion
▪ Routines administered and approved by MBB and BB
No Changes
Team Membership and Management Routines How did we confirm Appropriateness? What changes were made?
Initial Team Membership
Management Routines
3.3.0 | Project Management Update
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
Implementation and Results Verification
4
30
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
4.1.0 | Stakeholder Considerations in Implementation
4.1.1. 1 – How were stakeholders involved in planning the solution / improvement implementation? 4.1.1. 2 – How were stakeholders involved in implementing the solution / improvement?
Sr. No. Stakeholders Contribution in Planning Solution Contribution in Implementing Solution
1.
Project
Steering
Committee
Sponsor: Ensured availability of all resources on scheduled
meeting dates
Champion: Liaised with client SPOC to get required
accesses and approvals
Sponsor / Champion: Acted as change agents to make the improvements a part
of
the process
2. Project Team
Project Lead ensured required stakeholder’s presence
while planning the solutions
Process SMEs contributed with their knowledge and
experience on planning solutions
Project Lead: Took the onus of training the entire team on the new procedures
Process SMEs built new process flows for the revised procedures
2. Quality TeamEnsured team readiness for usage of various Quality tools
Facilitated solution planning sessionsHelped with statistical validation and justification of implemented solutions
3. Technical Team
Helped with identifying the areas in the process that can
be automated
Helped in troubleshooting various automation options
Built the automation for the process
Technical team helped fix bugs that were identified in the pilot phase
They also supported the team with initial training on using the new automation
4.
Knowledge
Management
Team
Helped in creating training need analysis based on
proposed solutions
▪ Worked with the Project Lead and SMEs in updating the Standard Operating
Procedures, Process Checklists, Process Training Plans and assessments
▪ Carried refresher trainings and conducted post training assessments for the
process team
6. Client SPOC NASupported us by providing required backend accesses to the tools used in the
process for automation
4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
4.1.2. 1 – What was done to anticipate resistance before it occurred?
▪ Tollgate reviews were
conducted with the project
Sponsor / Champion and the
Master Black Belt after
completion of each phase
▪ Stakeholder’s concerns were
thoroughly discussed
during reviews
Tollgate Reviews
▪ Stakeholder Analysis
was conducted
▪ For each stakeholder, we
tried to anticipate where and
what phases of the project
could be resisted
Stakeholder Analysis
▪ Email sign-offs were
taken from stakeholders for
each important decision
taken in the project. This
was also followed for tollgate
reviews and solution
implementation plan
Email Sign-offs for Each Phase
4.1.0 | Stakeholder Considerations in Implementation
4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION
31
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
4.1.2. 2 – What types of resistance were actually encountered during the course of solution / improvement implementation? 4.1.2. 3 – How was the actual resistance identified?
4.1.2 C: How was it identified?4.1.2 B: What resistance?
▪ Identified during solution discussion with
client and technical team
▪ Delayed email sign-off from process
owners
▪ Low attendance in new process trainings
▪ Client – Resistance to provide continued
backend access to a certain database
▪ Knowledge Management - No
Resistance
▪ Process Team – Resistance to follow new
process / resistance to change management
▪ Project Steering Committee - No
Resistance
4.1.0 | Stakeholder Considerations in Implementation
4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION
NA
NA
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
4.1.3. 1 – How was the actual resistance addressed? 4.1.3. 2 – How did the team know it was successful in addressing the resistance?
▪ Project team conducted 1X1 discussions
with all team members
▪ Shared pilot results with the team which
clearly showed the project benefits
▪ Project Champion motivated the team to
go ahead with changes
▪ Sponsor / Champion intervention
▪ Multiple meetings with client to explain
the benefits of automation
▪ Received approval from Senior Marketing
Management
▪ Process team supported end-to-end
implementation of changes once the
initial resistance issues were sorted
4.1.2 2: What resistance? 4.1.3 1: How was it addressed? 4.1.3 2: Success confirmed?
Team Resistance
Client SPOC Resistance
4.1.0 | Stakeholder Considerations in Implementation
4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION
32
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
21
100
95
90
85
80
75
70
Appraiser
Pe
rce
nt
95.0% C I
Percent
21
100
95
90
85
80
75
70
Appraiser
Pe
rce
nt
95.0% C I
Percent
Date of study:
Reported by:
Name of product:
Misc:
Assessment Agreement
Within Appraisers Appraiser vs Standard
21
100
90
80
70
60
50
Appraiser
Pe
rce
nt
95.0% C I
Percent
21
100
90
80
70
60
50
Appraiser
Pe
rce
nt
95.0% C I
Percent
Date of study:
Reported by:
Name of product:
Misc:
Assessment Agreement
Within Appraisers Appraiser vs Standard
4.1.4. 1 – What was the evidence of stakeholder group buy-in? 4.1.4. 2 – What evidence showed that buy-in was obtained prior to implementation?
AAA Test of the resources –
Before Improvement
AAA test of the resources –
After Improvement
4.1.0 | Stakeholder Considerations in Implementation
Sign-off from Senior Marketing Management
(Client) over conference call and mail
Sign-off from the Project Steering Committee
post improvement seen in audit results and
addressing the process issues
4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
4.2.0 | Solution / Improvement Implementation
4.2.1. 1 – What processes or systems were changed or created to implement the solution / improvement?
Automated report making process
4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION
Saved time for Insight generation
LegendCycle Time and Lead time reduced in these process steps
Tool 1
Tool 2
Database 1
Database 2
Tool 3
Data Extraction, Cleansing,
Standardization
Reporting & insights
Audit
Client
Updates
Client’s Server
I I
C/T – 0 min
0 min
C/T – 207 min
200 min
C/T – 160 min
200 min
C/T – 87 min
100 min
Total C/T – 454 min / week
Lead Time – 500 min / week
End to end Reporting and Insight Generation Time including the idle time per Week· Per week – 1298 min (approximately 16 hours)· Per Quarter – Approximately 200 hours· Resource Utilization ~ 22% - 25%
Business Non Value Adding Activity
Value Adding Activity
Improvisation
33
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
4.2.1. 2 – What systems were changed or created to measure and manage the performance of the implementation?
4.2.0 | Solution / Improvement Implementation
System Changes
Centralized Repository
(SharePoint)
Macro Governance Framework
Control Plan
Macro files to be saved on the centralized shared location so
that the team can access it and run the report
Approval process in place for version control of the VBA macro
Manual execution of the report every month to ensure
sustainability incase of automation failure
4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
4.3.0 | Project Results
4.3.1. 1 – What were the results? 4.3.1. 1 – How did the results compare to the specific project goals / measures fromitem 2.1.1? 4.3.2. 1 – What additional benefits were realized from the project?
Pre - Project TargetWhat were the results? Achieved
Maintenance activity of the reports
~900 man hours ~50% improvement~700 man hours reduction
(78% reduction)
OFEs~76000 OFREs 100% reduction 100% OFREs eliminated
Additional Benefits
~90% -~75% reduction in the
Resource Utilization
Avg. maintenance time on the reports per Quarter
Opportunities for Referencing Errors
Avg. Resource Utilization per Quarter
34
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
4.3.2. 2 – How did the team measure any of the additional benefits that were soft?
Simplified process helped
reduce people dependency
Employee Satisfaction
Improved Client’s perception
Strengthened client
relationship
Employee
feedback
Client
feedback
Employee
feedback
Additional
value-add
projects
4.3.0 | Project Results
4.0.0: IMPLEMENTATION AND RESULTS VERIFICATION
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
4.3.2. 3 – How do the actual additional benefits that were realized compare to the expected additional benefits identified in item 3.2.4?
Reduction in the maintenance activity of the reports ~900 man hours
Elimination of Opportunities of Errors ~76000 OFEs
Expected Actual Realized
~450 man hours
100%
~700 man hours
100%
Project Benefits
4.3.0 | Project Results
35
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
Sustaining and Communicating Results
5
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
5.1.0 | Sustaining Results Over Time
5.1.1. 1 – What was done to make sure the process or system changes made during the implementation (4.2.1.) continued to be followed?
System Changes Sustenance Plan
Monitoring and Response Plan
Change Management
Refresher Process Training
Fortnightly Audits
Process Checklists
Responsibility
Project Lead
Process Owner
(Manager)
Knowledge
Management
Project Lead /
Black belt
Process Owner
(Manager)
What was Done?The project metric was measured and
monitored regularly to track and respond to
any situation causing process service delivery
related issues
The Process Manager regularly addressed
issues related to the change in the process
to ensure adherence
Knowledge Management team conducted
process knowledge tests as per the ops
requirements
Fortnightly audits of the process were done to
ensure conformance to the new process
Process Audit checklists were simplified
and updated on the centralized repository
for the team to refer to
5.0.0: SUSTAINING AND COMMUNICATING RESULTS
36
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
5.1.1. 2 – What evidence showed that this became part of the organizations culture / operating strategy?
5.1.0 | Sustaining Results Over Time
5.0.0: SUSTAINING AND COMMUNICATING RESULTS
Monitoring and Response Plan Change Management Macro Governance Model
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
5.1.2. 1 – What was done to make sure the benefits obtained from the implementation (Item 4.2.1.) will be maintained?
The SOP was updated with the latest changes and was saved on a SharePoint Document Library which made it easier for the process team to access.
Version Control to be implementedApproval process in place for change managementFMEA document reviewed at regular intervals
This plan basically assesses team’s current skill and process knowledge to required skills / knowledge. Based on the assessment, every team member is rated as N,B,I or E
Macro files to be saved at an eClerx shared location. Anybody from the team can access it and run the report
Manual execution of report every monthTo be updated with manual steps to make a report for a contingency situation
Standard Operating Procedure
Risk of Process Change
Refresher’s Training
Centralized Storage of Macro
Dealing with Technology Failure
5.1.0 | Sustaining Results Over Time
5.0.0: SUSTAINING AND COMMUNICATING RESULTS
To communicate the process performance in a clear and concise manner to the process owners
Visual Management System
37
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
5.1.2. 2 – What evidence showed that this became part of the organizations culture/operating strategy?
5.1.0 | Sustaining Results Over Time
Centralized Storage for Documents, SOP, FMEA, Macro, etc… Training Plan
5.0.0: SUSTAINING AND COMMUNICATING RESULTS
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
5.2.0 | Communication of Results
5.2.1 2 (1/2) – How did the team communicate the results to the various stakeholder groups?
Project Steering Committee
Client SPOC
Process Owners
▪ Project Review Meeting
▪ Project closure email
▪ Tollgate sign-off
▪ Project closure email
▪ Quarterly Business Review
Meet
▪ Formal project presentation by
Project Lead
▪ New process walkthrough
sessions
5.0.0: SUSTAINING AND COMMUNICATING RESULTS
38
©2017.eClerx Services Ltd. An ISO/IEC 27001:2013 Company
Thank You