Six Sigma Black Belt JOB- Quality Senior Engineer

Location: Bangalore, Karnataka, India

This position will report to the Director of Quality, Client Solutions. The Quality Senior Engineer will perform the necessary tasks detailed below to support field dispatch reduction driving superior Customer Experience primarily in India (Asia Pacific specific countries as needed)

Description
The Quality Principal Engineer is responsible for driving continuous improvement in the quality of Dell systems as experienced by our customers in India. The ideal candidate will be able to successfully lead proactive Quality Assurance plans during the program’s Launch through Sustaining. After the program launches, the candidate will lead the identification of field issues, and program manage their resolution. This job includes pre-launch Quality Engineering, Sustaining Quality Engineering, Quality Program Management, and Early Review Program Management.

·       Ensure successful Launch of Dell products (Notebooks, Desktops) for Client Solutions primarily in India.
·       Developing and tracking progress against newly launched products from the first   Launch phase through sustaining End Of Life of the product in the field.
·       Managing activities that are required to ensure product quality goals and performance measurements are met.
·       Leading teams with the Voice Of Customer (VOC), IPS (International Product Support), CQM (Customer Quality Management), Global Quality Engineering,    Development Engineering, Manufacturing   and ODM’s to ensure that Dell delivers high quality products to customers
·       Coordinate capturing field issues from India Customers, driving failure analysis with IPS and close loop corrective actions with the ODM’s and related extended teams.
·       Drive India specific lessons learned process to ensure issues are proactively addressed for future generation products.
·       Identify and implement projects to improve the Customer Experience and to reduce dispatch rates (FIR/IFIR/Repeat Dispatch Rates).

Requirements:
·  BS Engineering with 10+ years’ experience, Preferred-MS Eng. or MBA   with minimum 6-8 yrs experience
·       Certified Quality Engineer (CQE)
·       Failure Analysis experience
·       BPI Green/Black Belt Certification or Six-Sigma Black Belt Certification

Preferences:
·       Understanding of  Dell core engineering, manufacturing and procurement processes.
·       Understanding of Dell process re-engineering/continuous improvement methodologies.
·        Strong ability and relevant experience working with Dell Data Systems (D3, QDS, etc)
·       Understanding of Dell Quality metrics, business rules/metrics terminology

Preferences:
·       Understanding of  Dell core engineering, manufacturing and procurement, delivery and support processes.
·       Understanding of Dell process re-engineering/continuous improvement methodologies.
·        Strong ability and relevant experience working with Dell Data Systems and tools including SQL/databases

·       Understanding of Dell Quality metrics, business rules/metrics terminology

 

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Six Sigma Black Belt JOB- Manager

Job Description

Responsibilities:

  • Possess skills to define & re-engineer business processes.
  • Define appropriate controls on the process to ensure that the business objectives are met.
  • Improve existing business operations planning &reporting.
  • Analyzing statistics & making reports for the same.
Required Skills:
  • Have strong team building & team management ability.
  • Should have a good leadership Qualities so as to drive a team together.
  • Should have persuasive communication skills.
  • Must be process oriented.
  • Must be IT savvy & proficient in the use of Microsoft Office Tools.
  • Should have quick thinking & problem solving skills.
  • Must be well versed with business analytics tools.
Qualifications:
  • B.tech + M.B.A/ M.B.A will be prefered.
  • Must have 80% in 10th &12th Standard.
  • Six sigma black belt will be prefered.
  • Minimum of 3 years of experience is required.
  • Hands on experience on BI tools.
Salary: Not Disclosed by Recruiter

Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Operations Manager
Role: Operations Manager
Keyskills: six sigma black belt ,Operations ,Team Handling ,business operations ,team management ,good communication skills ,leadership qualities ,process oriented ,Quick thinker ,Business Analytics.

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Project Management -AM (PMP or Six Sigma -trained or Certified)gurgaon

Job Description

  •  Job holder will be responsible for Creating the Scope, Project Charter & Milestones for the Project & manage Progressive elaborates throughout the Project Lifecycle.
  •  Call Cross Functional Meetings, Documenting Minutes, Tracking Actionable and Report progress in various forums, define and/ or creating hard and soft Measures of Success (MOS)
  •  Manage Project Risks , Issues & escalations for quick resolution
  •  Performance of the Job holder will be Measured basis Project Deliverables within Quality ,Time, budget compliance , and degree of the stated Objectives are met
  • The profile requires the Project manager to Build strong working relationship with multiple stakeholders in various departments or function within company, Develop a keen understanding of the business along with upstream, downstream effects of process
Key Roles & Responsibilities:

  • Project Management
  • Analytical and communication skills
  • Manage stakeholder relationships
  • Evaluate and improve project performance

Salary: Not Disclosed by Recruiter
Industry: Insurance
Functional Area: Other
Role Category: Other
Role: Other
Keyskills: Project Management, PMP ,Six Sigma.

Desired Profile

  • Graduate / Post Graduate in any discipline (IT/Computer Science preferred)
  • PMP Trained and/or Six sigma certified
  • Experience in managing Quality Projects & initiatives in an organization
  • Prior Experience in Leading Projects ( Technology enabled Projects /Business Continuity Plan (BCP) experience will be preferred )
  • Prior experience in Insurance Industry preferred
  • Good verbal and written Skills
  • Proficient user of Microsoft Office packages (Excel, Word, PowerPoint, Outlook)
  • Should have experience of 4 to 5 years in project management

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Supplier Collaboration is Critical to Manufacturing Success

These companies developed innovative new products to meet changing customer demands, and adapted to the changing environment by shifting from being organized as vertically integrated organizations to businesses focused on their core competencies while adopting an extended enterprise model that relies heavily on a network of best-in-class suppliers, no matter their size. Additionally, these successful manufacturers embraced lean manufacturing practices, again depending on suppliers to deliver on-time and at required quality standards, and to use new information technologies to manage and monitor workflow and performance.

At Pratt & Whitney, where we are ramping up our plants in the U.S. to meet customer demands for our new energy-efficient, low emission and extremely quiet commercial jet engine, the geared turbofan, we see three connected requirements for our success.

First, we have to keep investing in new manufacturing technologies to improve our efficiencies. For us, that means expanding our use of additive manufacturing (or 3-D-printing of parts), where we have been a pioneer; powder metallurgy, another area where we are a pioneer and which can replace traditional and more time-consuming forging of parts; assembly-line robotics; and the use of intelligent cells to speed up our assembly process.

Second, and this confirms the extended enterprise finding from the Lexington report, we closely collaborate with 450 suppliers in the U.S. and around the world to ensure that they deliver the thousands of parts and components our engines require on time and at perfect quality. This is not rhetoric but is how we must operate to compete. Thirty years ago, we made 50% of the parts we used; today, we make only 20% and depend on our suppliers for 80%.

Our collaboration with suppliers is critical. For a jet engine, you can’t accept parts delivered late, or below required quality. So we have 200 engineers who make regular visits to our suppliers to ensure they are on schedule with what they have contracted for. We sign long-term agreements with our best suppliers so that they have the predictable income to meet our rigorous schedule and they, in turn, can invest in the equipment, people and training we require.

Other tasks are being managed by suppliers (some of which are local to assembly facilities) to produce our engine components more efficiently. They are often smaller companies like Whitcraft, Aero Gear, Polamer Precision and J&L Machine, to name just a few. We transfer our technology expertise to them, and they become more competitive within their marketplace and are often able to expand their business to new customers as a result of this process.

And third, we invest in continuous training of our manufacturing workers and those who work for many of our suppliers. Because the performance of suppliers is so crucial to our success, we take an active role in supporting training programs that sustain the skills needed in the supply chain. We frequently partner with community colleges that provide the training to enable machinists and other assembly line workers to keep current with new processes and technologies. In fact, we have invested more than $9 million in these programs over the past five years. Again, the colleges often include names unfamiliar to the general public such as Goodwin College in East Hartford, Conn., and York County Community College in Maine, but these and other superb schools we partner with enable our suppliers in those areas and our company to recruit and train the skilled manufacturing workers we must have.

We think the “extended enterprise” is very real and these smaller companies and community colleges have been essential to the success of larger companies like Pratt & Whitney. That will likely continue as we continue to grow and evolve and our smaller suppliers grow into larger companies.

Ruben Harris, vice president, supply management, provides leadership to ’supply management organization. He and his team are responsible for the supply chain delivery, quality and cost assurance needed to meet production and spares commitments across Pratt & Whitney. Ruben is also responsible for the successful implementation of the regional offices, supplier development, and global strategy and execution across the global supply chain. Ruben has 16 years of experience at Pratt & Whitney. During his time in supply chain, he has held positions of increasing responsibility including director, strategic sourcing, and director, supply chain integration. Most recently, he was director, manufacturing programs, where he was responsible for Pratt & Whitney’s production readiness review and industrialization initiatives. He holds a bachelor’s degree in industrial technology from Central Connecticut State University and a master’s degree in manufacturing and operations from Rensselaer at Hartford.

 

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Project Manager – APAC

Job Description

Job Responsibilities:

* Overall project lead for large, complex and transformational projects within the APAC region.
* Develops and manages detailed project plans and ensures the scope and approach is understood and aligned by all stakeholders.
* Identifies and tracks key project milestones & critical path.
* Employs structured methodology to project planning including change management.
* Appropriately assesses the project risks, constraints, dependencies. Identifies mitigation plans and escalation as required.
* Monitors and communicates the progress of project delivery and ensures timely and effective communication of project status, schedule, cost and assessment of risks/issues.
* Manages the relationship with senior leaders & cross functional teams through the project life cycle.
* Demonstrates superior collaboration skills and techniques to define alternate solutions and resolve conflicts as necessary.
* Ensures effective change control procedures and processes are efficiently used to maintain control on scope, schedule and cost.
* Negotiates and influences cross-functional teams to ensure appropriate resourcing levels are engaged and maintained throughout the project life cycle.
* Completes Project Completion Reviews to ensure that lessons learned are applied for future projects.

Salary: Not Disclosed by Recruiter
Industry: Banking / Financial Services / Broking
Functional Area: Other
Role Category: Other
Role: Other
Keyskills: Project Management ,SCOPE ,Project Delivery ,Project Leading ,Project Planning,Project Life Cycle ,Mitigation ,Change Management ,Schedule ,Change Control ,PMP Certified ,six sigma black belt.

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Six sigma JOB- Senior Manager / Deputy Head – Quality / Continuous Improvement

ob Description

Job Summary:

A key role within the Insurance Operations responsible for central functions focused on managing operational quality measures and governance of relevant processes for Insurance Operations. As a senior member of the Insurance Operations team, this role involves leading the various quality control activities across Insurance Operations to ensure high quality services to our on-shore customers & policy holders.

You will be responsible for planning and analysis within Operations related to quality including quality planning, team management and budget management along with Budget planning and expense control of the Quality Control function. The successful post-holder will be responsible for delivering accurate, relevant, and insightful reporting and analysis in relation to TCF, complaints, risks, call monitoring, and customer satisfaction surveys. This role needs to ensure that we have consistent and world class practices across the various divisions of Insurance Operations to derive customer delight. This role should ensure that our quality practices are kept up to date with the various trends in the industry. The incumbent should ensure consistent and proactive value creation for the customer by actively involved in the journey from control to assurance and from correction to prevention.

You will ensure quality monitoring across Operations, including call monitoring, compliance & sustenance of ISO 9001, ISO 27001, eSCM. Further, set up the right framework for quality control and assurance for Insurance Operations to enable standardisation, continuous improvement and best practice sharing.

As a senior manager, this role requires high level of regular interaction with senior stakeholders at on-shore and the Insurance Operations Management to ensure consistent alignment of delivery with expectations. You will support the Insurance Operations leadership and act as an important conduit between the customers and the employees through best practice sharing, proactive value creation using various quality tools and Knowledge Management.
The successful post holder will provide support, guidance and training to manager operations, supervisors and other team members as required on quality.

Main Duties and Objectives:

The role consists of leading, managing and being accountable for the performance of the Quality Control function in Insurance Operations, apart from being a member of senior team responsible for and supporting Insurance Operations.
Develop the corporate plan for the Quality Control function and be responsible for actions from Corporate plan and tactical and strategic initiatives arising from the Corporate plan or special events
Measure, Analyse and Report quality of all the processes in Insurance Operations including independent call monitoring. The successful candidate will also be expected to ensure quality issue trends are identified and fed back to relevant business areas to take action
Work closely with Business Standards & Compliance to ensure we meet our regulatory obligations
Develop the optimum structure and processes for quality control & quality assurance in Insurance Operations and to participate & drive the various quality improvement initiatives within Insurance Operations
Drive sustenance of various certifications / frameworks like ISO 9001, ISO 27001, eSCM within Insurance Operations and ensure closing of audit observations across BP and act as a risk champion for Insurance Operations.
Demonstrate in-depth knowledge of processes e.g. being visible on the floor, scheduling appropriate and regular reviews, proactively discussing improvements etc. Monitor the health of the business with a view to identifying and acting on development needs, trends and improvement opportunities
Delivery and presentation of monthly quality control insights along with relevant root cause analysis to Insurance Operations Management, SLMs, ECM and Trading Boards
Driving forward Risk management in the organisation through collaboration with various divisions within Insurance Operations and other departments. Ensuring root cause analysis of complaint trends / compliance issues and action taken to resolve provides relevant insight for the business
Development of CSAT actions plans and driving the same
Explore new trends in quality and develop frameworks for successful implementation
This role involves managing the expectations of stake holders at the customer location and at Insurance Operations. Liaise continuously and consistently with the various stakeholders
Responsible for coordination of budget management activities for Quality control
This role will be responsible for ensuring all the quality related information is indexed, stored and re-used with the help of KWEST.
Implementation / Design of appropriate KPI metrics and Service Level Management to manage at all levels with the department and individual level. Usage of innovative methods like predictive modelling wherever appropriate for KPIs.
Accountable for the Engagement levels in the team, Conduct performance reviews for the team and be responsible for their development

Technical Skills:

High level of understanding of the quality systems and processes with hands on exposure to quality tools & quality management in a BPO environment coupled with strong business acumen.
PC literate with knowledge of Excel and understanding of Word. Knowledge of Minitab will be desirable
Six Sigma / OPEX Certifications

Experience:

Proven Quality management and people management skills
Graduate in any field with 14+ years of overall experience. 4+ years in handling Quality Management like Quality Control, quality assurance & improvement related activities
A good understanding of the insurance sector would certainly be an advantage.

Qualifications:

Graduate/Educated to degree or relevant equivalent.
Six Sigma / OPEX Certifications.

Salary: Not Disclosed by Recruiter
Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Quality Assurance/Quality Control Manager
Role: Quality Assurance/Quality Control Manager
Keyskills: quality ,quality control ,six sigma ,qa ,OPEX ,business excellence ,process improvement ,process quality ,operational excellence ,continuous improvement ,business improvement.

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Benchmarking – The Acceptable Face Of Cheating

What is the ultimate route to business success? There are those who assert that hard work and dedication are the answer to this question. Business gurus though, might, deride such a simplistic view. It is almost unheard of, for a newly launched product to be immediately profitable. Instead, every aspect of the product from design, through manufacture to marketing, customer service and supply must be experimented with until a formula is reached which moves the balance sheet from the red to the black. The problem with this time consuming process is that, somewhere along the line the company is highly likely to run out of money and go bust, before that magic formula is determined. The irony is that in any case the product may never have proved profitable anyway.

So what is the answer? It may be relevant to ponder on the business model that consistently outperforms all others following launch, that is the franchise. Franchises are so many times more likely to be successful than other businesses because their purchasers have cheated the system. In attaining the rights to a business model that has already been tested rigorously and optimized for maximum profitability, they have side stepped the risk factors normally associated with new business.

In the conventional business world, “cheating,” too has its use.  Why re-invent the wheel? If we seek to emulate the processes of the most successful companies in our industry, surely, we, too, will become successful? This very concept is now routinely practised by businesses in a procedure known as benchmarking. The aim ofbenchmarking is to close performance gaps that exist between organisations.

Benchmarking is a technique used for comparing processes carried out by other, “best in the class,” companies. Efforts can then be made to align in house processes more closely to those practised by better performing companies. The process allows companies to gauge their position in relation to others in the field and to plan for performance improvements which aspire to best practice. Suitable processes to ear mark for benchmarking are those procedures which are perceived to be underperforming within the organization

Companies chosen to take part in a benchmarking exercise are known as benchmarking partners. It is advisable for a company to be clear on what their company is seeking to learn and to perform full data analysis on their own process before seeking out benchmarking partners. The choice of partner is critical. A suitable partner may be a company that operates in a different field but uses identical equipment to perform a process. However, a company operating in the same field that uses different equipment may not be such a good match. Benchmarking alongside a company operating in the same field is known as performance or competitive benchmarking and is often enabled via third parties so that confidentiality is protected. In process benchmarking process maps are made used to enable comparison.

Data is gathered during the benchmarking process via carefully worded questionnaires which aim to extract information relevant to the process in question. It is highly likely that direct competitors will be unwilling to participate as benchmarking partners because of the sensitivity of the information gathered. However, closely related or even unrelated industries may provide just as valuable information and multinational are often willing to participate since they don’t perceive the little guys as a threat and to some degree because they like to blow their own trumpet.

So there we have it. Benchmarking is not only hot but it is also seen as a perfectly legitimate way for your company to cheat its way to the top. Can we ask any more of the system?

Go to www.mainvalue.in to learn more about our training and certification solutions.

 

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Customers: How Well Do You Know Them?

Uncovering the Cover Up

Customers. What do they really know? Fact is, my business is doing just fine and am pretty confident  there aren’t any issues. Oh, I have a few ‘difficult’ customers, but I really don’t worry about them. They cause us more problems than there are worth in sales, so it really doesn’t matter what they think because they are going to be negative no matter what. Our business works just fine on a core base of customers that are pretty happy and they are like family. If there were problems, I am pretty sure they would tell us… wouldn’t they?

How many times have these statements been made in a business situation? It happens far too many times. Leaders and entrepreneurs sometimes are far more willing to take the easy way out. Stick their heads in the sand and ignore the feedback being provided on their operations. They are depending on a core group of customers who are loyal for various reasons. When they get feedback from customers outside this group, these leaders/ entrepreneurs label those customers as ‘difficult’ or ‘impossible to please.’ This is the BIG cover up in customer relations that many suffer dearly from.

Customers Provide Facts

Understanding customers and gaining insight from their concerns is truly crucial to the success of any business. Fact is, customer comments are concerns are ‘golden nuggets’ for any business. That customer may not be very articulate or tactful in how they voice their opinions, but those words are exactly how they feel about your service or product. The key to success for any business is to hear the voice of the customer and filter out the static. Those customers are telling you exactly what is wrong with your business.

Turning Sour Grapes into Gold

A Voice of the Customer (VOC) program is a crucial tool to a Six Sigma practitioner. When defining the voice of the customer (VOC), one must  understand how to assess whether a process is operating effectively and efficiently. The effectiveness of the output of the process is typically a concern of the customer, while efficiency is typically a concern of the business. To properly identify the customers requirements, Six Sigma practitioners need to gather and understand the customers needs. Once you understand these needs, then the Six Sigma practitioner must translate those items into critical-to-quality-requirements (CTQs). The customer needs should be detailed. This will allow the Six Sigma practitioner to align and design all efforts with VOC.

To learn more about turning sour grapes into gold with Six Sigma and VOC, go to www,mainvalue.in

 

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Project Manager – Apac(pref from Travel Industry)

Job Description

Job Responsibilities:

* Overall project lead for large, complex and transformational projects within the APAC region.
* Develops and manages detailed project plans and ensures the scope and approach is understood and aligned by all stakeholders.
* Identifies and tracks key project milestones & critical path.
* Employs structured methodology to project planning including change management.
* Appropriately assesses the project risks, constraints, dependencies. Identifies mitigation plans and escalation as required.
* Monitors and communicates the progress of project delivery and ensures timely and effective communication of project status, schedule, cost and assessment of risks/issues.
* Manages the relationship with senior leaders & cross functional teams through the project life cycle.
* Demonstrates superior collaboration skills and techniques to define alternate solutions and resolve conflicts as necessary.
* Ensures effective change control procedures and processes are efficiently used to maintain control on scope, schedule and cost.
* Negotiates and influences cross-functional teams to ensure appropriate resourcing levels are engaged and maintained throughout the project life cycle.
* Completes Project Completion Reviews to ensure that lessons learned are applied for future projects.

Salary: Not Disclosed by Recruiter
Industry: Strategy / Management Consulting Firms
Functional Area: Site Engineering, Project Management
Role Category: Project Manager-Production/Manufacturing/Maintenance
Role: Project Manager-Production/Manufacturing/Maintenance
Keyskills:  Project Management ,SCOPE ,Project Delivery ,Project Leading ,Project Planning ,Project Life Cycle ,Mitigation ,Change Management.

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Manager -black Belt, Quality & Process Excellence

Designation Manager -black Belt, Quality & Process Excellence
Job Description Role: Drive process transformation and continuous improvement initiatives for insurance /utilities clients while building a process excellence culture and ensuring an effective quality program for clients.

 

Role:

  1. Drive process management rigor to ensure superior service delivery by meeting / exceeding customer SLAs. This requires extensive interaction with clients to understand and capture all requirements to assist in set up of SLAs and continuously benchmark processes, baseline performance and target setting
  2. Supporting in development of process improvement and innovation strategy for client business
  3. Planning and execution of projects; managing process improvement program for client engagement(s)
  4. Act as business interface for client transformation teams, EXL transformation, technology and operations teams
  5. Build relationships with key business leaders and other stakeholders to drive improvements
  6. Facilitate the sharing of best practices from within and outside the organization and implement them and drive performance benchmarking
  7. Train / Mentor leadership on quality tools and concepts and mentor GBs and BBs
  8. Business development in select areas; support in RFP, RFI responses from quality perspective
  9. Active participation in client visits, showcasing transformation case-studies
  10. Responsible for ensuring smooth set up and functioning of QA to meet business, internal and certification requirements; this involves gathering client requirements for building QA plan, supporting migration team for implementation of QA plan for new client processes and ensuring consistent delivery on QA program

 

Role: 50% PE & 50% TQ

 

 

 

Desired Profile
  1. Must have led process improvement / transformation program with significant savings (with at least 2-4 projects led individually)
  2. Must have mentored at least 3 6 GB / BB projects
  3. Minimum 1 year in current role / assignment
  4. Excellent communication and client relationship skills required
  5. Insurance/utilities domain knowledge preferred
Experience 8 – 12 Years
Industry Type BPO / Call Centre / ITES
Role Quality Assurance/Quality Control Manager
Functional Area ITES, BPO, KPO, LPO, Customer Service, Operations

 

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