The primary objective of the operational excellence team is to deliver on, monitor, engage and promote the use of continuous improvement methodologies.
a) Delivery on financial targets i.e. each individual within the OpEx team is responsible for certain targets which vary depending upon the role and seniority of the team member. However, for a typical:
i. Black Belt Annual target of at least 2 projects a year with a combined savings of $200k in realized benefit. Generally they are responsible for improving process CSAT, SLA, Productivity and / or any other areas within the organization.
ii. Master Black Belt Provide leadership and mentorship to black belts along with an annual target of $1mn in realized benefit. They are aligned to verticals and are responsible for improving the productivity within that vertical e.g. Travel, Shipping, and Healthcare etc.
iii. Quality Leader Engages with the client and leads the entire team to deliver contractual process improvement obligations.
b) Driving contractual benefit committed as per SOW / MSA as well as deliver the value add benefit for the client measured in terms of productivity pass back, innovation and continuous improvement in service level metrics. This team works very closely with operational leaders.
c) Setting up baselines, Quality Assurance standards for the process, Service Level metrics, Dashboard etc. for all new & existing processes
d) Conducting workshops / training seminars for the entire organization in order to improve quality DNA throughout the organization and promote the use of six sigma, and other approaches.
e) Monitoring and tracking the ongoing continuous improvement projects being undertaken by the separate vertical and exercise control over the certification of quality projects.
f) Maintain and build the value portal which is responsible for disseminating information about lean six sigma, kaizen and also facilitating idea generation and execution.
The OpEx (Operational Excellence) team uses the following tools to identify business improvements:
1. BPMS Mapping of end to end process in order to identify both upstream and downstream gaps which helps build a holistic perspective regarding improvement opportunities.
2. VA / NVA Analysis Using the created process maps we segregate each step into value add and non-value add to identify low hanging fruits which could be converted into black belt or green belt projects.
3. Baseline We baseline current process capability and develop a continuous improvement roadmap which talks about the process improvement targets we want to achieve over a quarter and what are the steps required in order to achieve those targets.
4. Workshops / Project Identification Exercise Conducting workshops with the employees to identify all opportunity areas and then conducting the PUGH metric assessment to prioritize those. This helps identify Green Belt, Black Belt or Master Black Belt projects which could be initiated.
5. DMAIC , DFSS & Change Management
The team will also be responsible for:
1. Business Process Re-engineering
Some key responsibilities of this team include:
a) Recommend consulting approach for onshore engagements
b) Creation of collateral, frameworks, methodologies which enable us to improve our clients business processes
c) Work very closely with Operations Leader, Business Sponsor from the client and Account Director from to identify re-engineering opportunities with the client who might or might not have an impact on services delivered.
d) Work very closely with the Technologies team to identify transformation opportunities using Robotic Solutions or ERP (SAP) based implementation etc.