Deputy Manager/senior Manager-quality & Knowledge Management


ISO 9001 process documentation, process audits and audit closures at HO, CBO and Branches
Designing and setting up Management Information System for Key Metrics
Identifying and Implementing Process improvement Initiatives using Lean & Six Sigma Methodology
Working closely with Functional Quality Representatives (SPOCs) to achieve Process Standardization, Documentation & Updation of standardized processes, Implementation of standardized processes, Preparation of departmental dashboards and review with respective HoDs, MISs & Data collection need basis, Root cause analysis for escalated/important complaints – need basis and Improvement Initiatives
Working closely with internal/ external agencies to schedule and conduct Process Audits, Quality related Trainings, ISO Certification, Six Sigma/ Lean implementation etc.
Designing Dashboards for CEOs Dashboard reviews
Facilitate CSAT surveys and action plan implementation
Manage Idea Express Initiative for the organization


No of projects/ process improvements completed
No of audits and effective verification of closures of findings shared by SPOCs
No of ideas implemented
Revenue realised/ cost saved
External customer satisfaction survey score;
Implementation (with automation) of Standardized Processes & Internal Measurement Systems

Salary: INR 4,00,000 – 8,00,000 P.A
Industry: Banking / Financial Services / Broking
Functional Area: Financial Services, Banking, Investments, Insurance
Role Category: Marketing Manager
Role: Marketing Manager
Keyskills: Lean Six Sigma ,Quality ,ISO 9001 ,CSAT ,Metrics ,Process Improvement, Initiatives ,Lean Implementation ,Root Cause Analysis,Process Audit ,Process Standardization.


Requirement for Quality Assurance Engineer – Hyderabad & Bangalore.

Job Description

Greetings from CYIENT LTD !!

Requirement for Quality Assurance Engineers – Hyderabad location.

Experience:  3 –  8 Years.

  • Ensure implementation of organization processes
  • Interact with process owners to standardize and map processes.
  • Capture need for process & quality related trainings and deliver independently.
  • Perform process compliance reviews and report out.

Domain Knowledge:

  • Knowledge of basic quality tools. Preferred Six Sigma Green Belt certification.
  • Ensure implementation of QMS and customer specific processes in projects
  • Conduct QMS / Process Improvement trainings to the project teams
  • Analyse metrics (Defects, FTR, OTD, CoPQ etc) and facilitate necessary actions
  • Drive process improvements in the CoE
  • Monthly projects performance review with leadership
  • Baseline and benchmark performances of the projects & functions with respect to the organizations baselines
  • Review release audit of work products along with the associated QC or QA personnel

Preferred skills / Added Advantage:

  • Excellent communication (writing & verbal) and presentation skills.
  • Good Team player.
  • Ability to think out-of-the-box.
  • A person with Go-getter attitude

Work Location: Hyderabad & Bangalore.

Salary: INR 4,50,000 – 9,50,000 P.A
Industry: IT-Software / Software Services
Functional Area: IT Software – QA & Testing
Role Category: Quality Assurance/Quality Control Executive
Role: Quality Assurance/Quality Control Executive
Keyskills: QA ,Six Sigma ,Quality Assurance, Engineering ,QCQ ,MS ,Process, Quality ,Process Improvement ,

Quality Tools ,Green Belt Process, Compliance.


Is This a Six Sigma, Lean or Kaizen Project?

This is a familiar question that is often addressed by organizations. In fact, it is the wrong question. These concepts are nothing more than tools in your management toolbox. You don’t fix a watch with a hammer, and you get the same results when you deploy Six Sigma, Lean and Kaizen incorrectly. The fact is, a business problem is a business problem, and it needs to be fixed. Understanding the application of these tools to various improvement opportunities is the key to success. The figure below provides a perspective on how to integrate Six Sigma, Lean, and Kaizen into a total business improvement strategy.

Integrate Six Sigma, Lean and Kaizen

Integrate Six Sigma, Lean and Kaizen

People spend months drilling the Six Sigma process and statistical tools into their heads until they look at every situation as a Six Sigma problem. Why not? It was a very successful and rewarding experience for these individuals. But it is also easy to make mountains out of molehills. You don’t want the organization running around performing DOEs on the internal mail system or the quality of cafeteria food. On the other extreme, some high anxiety managers tend to look at very complex process variation or larger scale strategic problems as a Kaizen blitz that can be fixed by tomorrow. They are looking for instantaneous improvements in more complex areas such as variance reduction, customer returns, or forecast accuracy. For these situations, one question to reflect upon is “How long did it take us to get into this situation?”

The most important drivers of breakthrough improvement are leadership, creativity and innovation. Executives must lead and mentor their people in the right directions and assure that their actions are linked to strategic performance. They need to deploy limited resources to the highest impact areas and not try to solve every problem in the company. To accomplish this, they need to understand Six Sigma, Lean, Kaizen and other improvement methodologies, and how to integrate these tools into an overall business improvement strategy.

Refer to the framework in the figure above: Every strategic improvement initiative requires the following infrastructure shell:

Leadership, Creativity and Innovation
This element aligns strategy and deployment, mentors the organization through the right execution path, and drives cultural change. When the leadership team understands Six Sigma, Lean and Kaizen they can provide clearer focus on what needs to be done to improve profitability and competitiveness.

Teaming and Employee Involvement
This element provides the connection between concept and reality. People understand the need to change, they are equipped with the right tools and they are empowered to take action.

Closed-Loop Performance
This element pegs accountability and process ownership. Real-time performance measurement also allows people to better understand the cause-and-effect relationship between their actions and the improvement goals.

Some improvement opportunities are fruit on the ground or low hanging fruit, and can be harvested through several quick-strike Kaizen blitz efforts. These are the obvious localized no-brainers that we trip over everyday. The solution is not rocket science. It is simplicity, action and common sense.

As you move from left to right in the figure above, the scope and complexity of the improvement opportunity increases, but so do the potential benefits. Lean manufacturing typically focuses on speed, elimination of waste, standardization, and flexibility/responsiveness. Most Lean efforts begin on the production floor, however, the philosophy and tools are equally applicable in soft process areas such as new product development, distribution/logistics, supply chain management, accounting/finance and customer service.

On the right side of the above figure is Six Sigma. These are the highest impact opportunities because we are deep core drilling into the hidden cost of poor quality (COPQ). Making a dent in these areas often results in cost reductions of 2 percent-7 percent of annual revenues for successful organizations. Six Sigma is a data-driven methodology that strives for perfection in the organization’s entire value chain. Six Sigma examines variation and root causes of current performance, with a focus not only on the production floor, but on all key business processes. With Six Sigma, the entire organization is placed under the microscope. The methodology and statistical tools provide structure, discipline and a logical progression for achieving breakthrough improvements.

Six Sigma Green/ Black Belt JOB-Quality Assurance/Quality Control Manager






Relevant exp

“4~6 years of relevant experience

8-11 yrs of overall experience

Preferred Skills

“Six Sigma Black Belt with good knowledge of Lean practices

Strong Knowledge of Quality Principles and Techniques essential

Needs to have worked in a BPO Operational Excellence (or similar) function

Certification in Lean and other quality practices added advantage

Strong communication and presentation skills”

Position Objectives

“1. Drive Improvement projects on processes to improve

a. Productivity

b. Improve SLA performance

2. Interact with client/ internal stakeholders to drive and influence improvement objectives

3. lead a global projects in OE

4. People manager for a team

5. Drives the OE program for a client/ clients in a site/ across sites

6. Acts as a mentor to Six Sigma and Lean projects for his influence”

Salary: Not Disclosed by Recruiter
Industry: IT-Software / Software Services
Functional Area: Production, Manufacturing, Maintenance
Role Category: Quality Assurance/Quality Control Manager
Role: Quality Assurance/Quality Control Manager
Keyskills: bpo ,operational excellence ,opex ,oe ,presentation skills ,six sigma black belt ,drives ,graduate ,experience ,objectives.

Lean Six Sigma Black Belt

Six Sigma Black Belt JOB- Quality Assurance/Quality Control Manager

Job Description

Aon is looking for Black Belt


The Ops & Quality Black Belt supports aligned BU business partners in effectively managing and improving operational performance & in meeting their productivity goals through a culture of continuous improvement.

Your Impact as Black Belt

Identify, Initiate, facilitate & Mentor continuous improvement projects based on DMAIC, Lean, BPMS and other quality methodologies, for the aligned cluster/ organization
Provide analytics support to Business Leaders both onshore and offshore.
Drive a continuous improvement culture
Manage the innovation/ idea generation platform
Conduct audits for processes to check conformance to Quality Management system standards
Facilitates Six Sigma, Lean, BPQMS & other Trainings
Support the business with Quality/Operational excellence initiatives.


Graduate in any  stream

Y ou bring knowledge and expertise

Required Experience

Total work experience of 3-5 years in Quality / Process Improvement Role.
Green Belt certified/Trained
Experience in Process Improvement

Preferred Experience:

Exposure to ISO, TQM and other Quality methodologies/systems
Knowledge of Minitab
Knowledge of Access

Work Conditions:

Shift timings as per process / business need
Willing to work India day/ Night shift
Mobility between India locations basis team alignment/ meetings
Participation in training sessions, business management routines in office/ offsite

We offer you:

Attractive Reward and recognition program celebrating successes and achievements
Frequent training and development opportunities to acquire and enhance new skills
Fun workplace where people bond and stay motivated
Career opportunities that are quick and offers varied exposure

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: green belt ,process excellence ,Quality Tools ,Quality Improvement ,lean six sigma ,process improvement ,business excellence ,business improvement ,process quality ,green belt certified ,Quality Management ,DMAIC ,lean ,lean improvement ,projects.


Responsibilities/ Authorities
Operational understanding of I2P, I2C in BPO environment. However people with functional knowledge in F&A preferred
Analytical thought process, Ability to play with large data files
Ability to convert data into information, perform Root cause analysis and give operationlisable recommendations
Expert level MS Excel skills. Knowledge of MS Access & Automation capabilities will be preferred
Identify project ideas, create project plans and run them as per the timelines
Ready to work with the Ops team for the successful implementation of ideas
People with experience in data modeling are preferred
Knowledge of Oracle 11i/ R12 preferred
Six sigma green belt certified will be preferred
Good communication & Inter-personal skills
Ready to work in shifts and long hours
Dynamic personality should be able to relate the theory with practical day-to-day deliverables
Computer savvy working knowledge of Excel, word, Power point, outloo

Salary: Not Disclosed by Recruiter
Industry: IT-Software / Software Services
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Business/EDP Analyst
Role: Business/EDP Analyst
Keyskills: bpo ,analytical ,data modeling ,ms access ,operational ,automation ,outlook ,ideas,six sigma green belt ,knowledge of excel.


Six Sigma JOB- Quality Manager

Job Description

Job description

1. Meet and exceed Client Metrics: External and Internal Quality Metric should be consistently Green
2. Take complete responsibility of performance on the Quality and SLA/KPI metrics
3. Drive/identify improvement areas in assigned area/project
4. Drive customer impacting projects and bring efficiency and effectiveness.
5. Be able to collaborate with operations, Training and other stake holders for the delivery as per SOW requirements.
6. Develop controls to minimize external and internal escalations.
7. Overall implementation, planning and improvement of the Transactional Quality Framework
8. Set up, improve, drive and streamline monitoring, feedback and other internal processes related to Training and Transactional Quality.
9. Introduce metrics to monitor quality and report to the management on improvements necessary to meet customer and industry standards.

Key Skills Needed

1. Six Sigma, Master Black Belt, Quality Initiatives, Process Excellence, Strategy Program Management, Continuous Improvement, Business Process, Minitab, MS Excel and PowerPoint
2. At least 6 years of driving independent BB Six sigma projects including Six sigma trainings US RCM Industry knowledge is a MUST

Salary: Not Disclosed by Recruiter
Industry: Medical / Healthcare / Hospitals
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Quality Assurance/Quality Control Manager
Role: Quality Assurance/Quality Control Manager
Keyskills: Six Sigma, Projects ,Quality Management ,Strategy ,Process Excellence ,Operations ,Training ,quality ,team lead,RCM, revenue cycle management ,AR follow up ,green belt ,black belt ,us healthcare health care US.


ITIL JOB- Help Desk Engineer

Designation Help Desk Engineer – L1 Support
Job Description Responsibilities :-
Provide hardware / software / network problem diagnosis / resolution via telephone/email/chat for customers end users
Route problems to internal 2nd and 3rd level IT support staff.
Coordinate and manage relationships with vendors and support staff that provide hardware / software / network problem resolution.
Administer and provide User account provisioning.
Use the Incident Management System to document and manage problems and work requests and their respective resolutions and circumventions.
Responds to telephone calls, email, instant messages, and assigned tickets from users; Assign work orders / incidents to appropriate support teams and follow up until closure.
Respond to, and diagnose, problems through discussions with users, including problem recognition, logs, research, isolation, resolution, and follow-up steps; Provide level 1 remote desktop support and perform other activities based on SOPs
Perform user account management activities
Escalate complex problem to appropriate support specialists
Responsible for activities relating to the evaluation, analysis, and setup of PC-based software products (e.g., word processors, spreadsheets, presentation graphics, database management systems, electronic mail, and communications)
Troubleshoot client software and basic network connectivity problems.
Identify, evaluate and prioritize customer problems and complaints
May train users and operators on a limited basis and/or may write training procedures
Participate in on-going training and departmental development
Routine maintenance updates with other IT staff and business units
Provide all required documentation including standards, configurations and diagrams
Provide knowledge transfer of EUC operations

Certification requirements
ITIL knowledge of V2 or V3 especially on Service Desk, Incident, Problem, and Change Management preferred

Desired Profile
Experience 0 – 2 Years
Industry Type IT-Software / Software Services
Role Customer Support Engineer/Technician
Functional Area IT Hardware, Technical Support, Telecom Engineering
Education UG – Any Graduate – Any Specialization

PG – Any Postgraduate – Any Specialization

Doctorate – Doctorate Not Required

Compensation:  Not disclosed
Location Mumbai
Keywords Networking Service Desk Helpdesk Hardware Desktop Support ITIL Incident Management IT Support Change Management Remote Desktop
Contact HR
IDC Technologies INC

7 Pitfalls of Process Automation to Avoid at All Costs



In recent years, many businesses have lived by the notion ‘automate or die’ when it comes to their processes. With the growing ease of business process automation software, many companies and consultants feel their job is not done until every inch of the office is covered with automation.

BPA software has undoubtedly helped companies cut down costs and improve efficiency. By minimizing human error and allowing systems to speak to each other, business process automation has given some significant improvements to the way business is done.

However, a blanket approach to automation can leave a trail of wreckage and a bitter taste for business owners. Automation is not a one-size-fits-all solution to fix business problems, and when applied to every situation, it can create more problems than it solves.

Shockingly, some processes can even run better when freed from restrictive business process automation software. Productivity can suffer when processes are subjected to improper automation, thereby negating any perceived benefit. And with the cost of most automation tools, these struggles are more than just an annoyance.

Here are seven pitfalls to watch out for when you are implementing automation.

1. Don’t Overspend


Process automation is designed to cut costs and time. So when the software you choose ends up costing more than it’s worth, only to result in employees trying to hack their way around the process, you know you have a big problem. This is when automation becomes a liability instead of an asset.

When companies spend big for a large automation initiative, they want to get their money’s worth and apply automation to as many processes as possible. However, when applied incorrectly, automation is going to hurt a company much more than it helps it.

2. Watch Out for Insufficient Gains

no gain

A company’s reasonable expectation out of any business process automation initiative is to deliver results that surpass the previous manual processes. But many companies don’t gather the data to substantiate this claim. Anautomated process can give the feeling of speed only because it is digital, but if you are not getting the right results, or if you spend most of your time trying to fix the process, you’ve wasted your time and money.

Automation can take some time to show significant improvement as people get used to a new system. However, if you can’t demonstrate a clear time and efficiency advantage after a few months, you need to either make changes to your automated process, or consider going back to manual. The gains from any automation initiative should not only show in terms of improving efficiency, but also justify the cost it takes to implement the solution in the first place.

3. Don’t Let Dehumanization Kill Intelligence


In the customer service sector, automated voice service has become so ineffective that many customers will give up at the thought of going in circles and not finding a solution. One key is that most automated voice services don’t have any intelligence built in. They are merely a catalogue of resources searchable by voice. The system can’t deal with nuances or make quick adjustments. In many situations of dealing with customers, manual processes involving human interactions give a better experience.

The key lesson here is not to miss out on the opportunity to optimize workflow by draining out intelligence from a process. Automation trumps human errors, but some processes must have a bit of human inefficiency built into them to ensure that the final experience is positive. Processes can lack accountability when human intervention is out of the equation. Customers/partners might feel ignored if they are left at the mercy of going through an automated process.

4. Automation Can be Inflexible

Depending on the type of software you use, automation solutions can create a rigid structure where, if one thing goes wrong, the result might be a series of errors that might take time to discover and fix. Similarly, some small changes might also be difficult to implement.
All these can be a source of employee dissatisfaction and discouragement if not addressed. Automation is great for an organization’s overall efficiency; however, it also risks adding useless steps along the way that are very difficult to change later on.

5. Automation Requires Expert Teams


In addition to the lengthy process and sizable budget required to implement automation in an organization’s process, a company needs to appoint a dedicated team to monitor and maintain it. Members of the team will need to go through training to understand the implementation and how it works.
As an investment, the process is necessary and is usually worth the cost. However, it can have repercussions like employee replacement issues, lack of a talent pool, etc. When you are spending more to maintain and optimize an automated solution than it provides in value, there is a big problem.

6. Change is Difficult


Automation is a fixed process applied to repetitive, structured tasks. When there is a change in an organization’s core business processes, it is difficult for the company to replicate the change in its automation. BPM, in a way, is a form of change management and cannot resist change in processes. Similarly, human processes can easily adapt to changes in the environment and can create improvised solutions.
Reshuffling automation can be a tough challenge for an organization and teams within it when a there is a requirement for transitioning a business.

7. Automation Cannot Fix Everything

Companies often seek automation for processes that are better off being human-driven. Even if an automation process is customized to fit a company’s needs, it can be counterintuitive to apply something to a process that is better left unruffled.
In enterprises, automation cannot capture every process correctly. If 70% of process is automated, for example, the remaining 30% might not be fit for automation, creating disorder in the existing organizational process. The forced automation might required a high cost of quality assurance and maintenance expense, adding to the woes of the C-suite management.
Also, automation cannot fix office politics, poor infrastructure, insufficient training, and bad management.

One way to overcome most of these challenges is to choose a human-centric software solution. You can find reasonably priced software that make it easy for business leaders to create, edit, and optimize their own automated business processes. This significantly reduces a lot of the cost issues and the inability to quickly change a process.
If you are considering using a business process automation tool, be aware of the dangers of trying to apply automation to everything. You will end up in worse shape than you began.