Assurance Manager

Job Description

Department CF Assurance Services

Reporting to Lead – Assurance Services

Position Summary

  • To govern and manage the enterprise risk management system for Allianz India, including the responsibilities of business continuity management.
  • Actively involved in the risk management and control assessment by periodically testing the key controls for effectiveness of design of controls and its operational effectiveness.
  • Continually seek ways to improve the quality of the established & documented RCSA, ICOFR, QMS, ISMS testing/auditing processes by effectively implementing, monitoring, measuring and reviewing the activities.
  • The person closely works with senior managers of both Allianz India, AMOS and UK.

Main Duties:
Risk Management

  • Develop and drive a sound, open and proactive risk culture.
  • Work closely and collectively with functional units to support management in ensuring their key risks are identified, assessed, reported and managed.
  • Stokeholds RCSA, Top Risk Assessment and ICOFR exercises.
  • Contribute towards developing the maturity of the IRCS, RCSA,TRA and ICOF
  • R at Allianz India
  • Disseminate Enterprise Risk Management awareness throughout Allianz India

Business Continuity

  • Develop and drive business continuity management system
  • Work closely and collectively with functional units to support management in ensuring their key risks are identified, assessed, reported and managed.
  • Stokeholds DR, IBR, Strike management and SRA exercises.
  • Disseminate BCMS awareness throughout Allianz India

Relationship with other divisions / external parties.

  • Maintain professional relationship with stakeholders of other departments within the organization
  • Coordinate the activities with training consultants, certifying bodies etc.
  • Liaise with Internal Audit (UK+AMOS), UK + AMOS Risk Management Team, UK +AMOS business continuity team with regard to matters on key controls and its effectiveness

Testing of Key Controls

  • Conduct testing of key internal controls as required or on a periodic manner for design and operational effectiveness and reporting to top management the results and recommendations.

Salary: Not Disclosed by Recruiter
Industry: Insurance
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Assistant Manager/Manager-(NonTechnical)
Role: Assistant Manager/Manager-(NonTechnical)
Keyskills: Internal Audit, Auditing, ISO 9001, Enterprise Risk Management, Quality, QMS, ISMS, Risk Assessment, Senior Management, Six Sigma, Risk, Risk Management ,BCP, BCM.

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Six Sigma Master Black Belt JOB- Assistant Vice President

Job Description

Specific Competence (Essential)

  • Process excellence / re-engineering / consulting / transformation
  • Strong quantitative and analytical skills
  • Ability to mentor effectively and bring in end-to-end thinking
  • Solution Oriented: Critical thinking, data analytics, bias for solution and execution
  • Excellent communication skills; ability to build and execute the governance rhythm
  • Mature and credible presence with senior leaders; able to engage and gain their professional respect

Specific Competence (Desirable)
GB Certified, experience in the F&A domain

Key Roles and Responsibilities

  • Design and deliver on transformation projects for clients
  • Mentor Black Belts and Green Belt projects on Lean Six Sigma and end-to-end thinking to deliver long term benefits
  • Assist in implementation of practices in different accounts
  • Develop and drive best practices framework, case studies, benchmarking
  • Create commitment across all involved teams and facilitate buy-in from key stakeholders
  • Lead and ensure an effective communication and governance rhythm on our key projects

Knowledge, Experience and Education

  • Competent in Project and Team Management
  • Very strong analytical skills and result orientation
  • Ability to learn very quickly and identify improvement opportunities high energy and self-starting individual.
  • Very good communication skills
  • Ability to work in diverse teams and with multiple stakeholders
  • MBA, Engineering or Post Graduate in Commerce or any other disciplines with Analytical / Statistics / Mathematics

Salary: Not Disclosed by Recruiter
Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Head/VP/GM-Quality Assurance & Quality Control
Role: Head/VP/GM-Quality Assurance & Quality Control
Keyskills: Lean Six Sigma ,Green Belt, Process Excellence ,Quality ,Black Belt ,Finance & Accounts ,F&A ,O2C ,P2P,R2R ,Change Management ,Transformation ,re – engineering ,consulting ,Accounts, Payable Accounts, Receivable ,General Accounting ,General Ledger.

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Six Sigma Leadership – The Efficient Way

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Six Sigma Leadership

Six Sigma is a strategy used in business management and is extensively applied in many industrial sectors across the globe. Motorola is the original creator of Six Sigma.

It has achieved great repute for the ability to produce tremendous performance improvements. In terms of implementation, a few firms understand its advantages.

Over the time, several firms have failed to incorporate it. This failure is not due to the tools, but because of key failures in leadership, management, project implementation, and company integration.

The Lean Six Sigma Leadership course is a foundation for a profound exploration of the vital success factors and the elements to succeed in this effort.

Programmers have designed, advanced, and organized this course in three simple levels:

1. The Company level
2. The Project level
3. The Program level

This course certainly helps business people search the most efficient way among all these three basic levels along with a fourth factor “Leadership” bisecting all these three levels.

One major element of this course is the distinctive Situational Simulation procedure, wherein people discover actual life situations, leadership, decisions, and conversation as tools to untangle the keys to victory in process using Six Sigma.

Six-Sigma Leadership Course Description:

Six Sigma helps to handle customer requirements, reduces inconsistency, addresses ineffectiveness and poor quality, and streamlines processes to motivate a more sustainable and lucrative business.

To attain all these, the leadership and the growth of an efficient team is very vital. An efficient Six Sigma team includes appropriate people using their talents in teamwork to concentrate on the requirements of the project and customers.

A leadership course offers prospective team leaders with techniques to opt for the appropriate team members and employ them with suitable tasks. After the formation of a team, a team leader plays a role of a motivator, catalyst, or leader.

The course also offers the strategies and skills needed by a firm to create an efficient team that may deliver the Six Sigma oriented project for that firm.

This course is apt for people looking for executives / administrators supervising employees engaged in the incorporation of Six Sigma principles in their companies, and for consultants engaged in incorporation of a Six Sigma tender.

Key Advantages:

  • The course provides an outline to evaluate the recent condition of the lean Six Sigma efforts and search for opportunities to enhance the business or project.
  • It offers important lessons in the leadership requirements for success.
  • The course also teaches ways to link resources and actions to the crucial tasks to make sure that intended profits are attained.
  • The course also provides solution for more efficient incorporation of Six Sigma and lean manufacturing all through the organization.

Assistant Vice President – Quality MBB F&A

Job Description

Specific Competence (Essential)

  • Process excellence / re-engineering / consulting / transformation
  • Strong quantitative and analytical skills
  • Ability to mentor effectively and bring in end-to-end thinking
  • Solution Oriented: Critical thinking, data analytics, bias for solution and execution
  • Excellent communication skills; ability to build and execute the governance rhythm
  • Mature and credible presence with senior leaders; able to engage and gain their professional respect

Specific Competence (Desirable)
GB Certified, experience in the F&A domain

Key Roles and Responsibilities

  • Design and deliver on transformation projects for clients
  • Mentor Black Belts and Green Belt projects on Lean Six Sigma and end-to-end thinking to deliver long term benefits
  • Assist in implementation of practices in different accounts
  • Develop and drive best practices framework, case studies, benchmarking
  • Create commitment across all involved teams and facilitate buy-in from key stakeholders
  • Lead and ensure an effective communication and governance rhythm on our key projects

Knowledge, Experience and Education

  • Competent in Project and Team Management
  • Very strong analytical skills and result orientation
  • Ability to learn very quickly and identify improvement opportunities high energy and self-starting individual.
  • Very good communication skills
  • Ability to work in diverse teams and with multiple stakeholders
  • MBA, Engineering or Post Graduate in Commerce or any other disciplines with Analytical / Statistics / Mathematics

Salary: Not Disclosed by Recruiter
Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Head/VP/GM-Quality Assurance & Quality Control
Role: Head/VP/GM-Quality Assurance & Quality Control
Keyskills: Lean Six Sigma ,Green Belt ,Process Excellence ,Quality ,Black Belt ,Finance & Accounts ,F&A ,O2C ,P2P, R2R,Change Management ,Transformation, re – engineering ,consulting ,Accounts Payable ,Accounts Receivable ,General Accounting ,General Ledger.

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Six Sigma JOB – Six Sigma Consultant

Designation Black Belt – Six Sigma Consultant
Job Description Job Responsibilities:

? Facilitate & drive Six Sigma quality culture in the organization? Coach/ consult executive management in creating proper infrastructure for successful deployment and support? Guide Champions with project selection and scope, assuring linkage between projects and business and partner priorities? Deliver Champion training and Green Belt training/ coaching. ? Mentor and coach Champions, Black Belts and Green Belts in the use of Six Sigma tools and methodology to ensure timely completion of projects with expected results? Executive Management oversight and questioning measures the degree to which the project is progressing toward its objectives. Translate broad organization goals to specific projects. ? Conduct reviews of work in progress and anticipated future progress. ? Allocate resources to projects in accordance with the organizations priorities and commitments. ? Collaborate well with US quality & operations teams. ?Mentor six sigma projects using DMADV, DMAIC and Lean. ? Six Sigma Tools, viz. , Process Mapping, FMEA, GAGE R&R, Process Capability, Cause Effect Analysis, Pareto Analysis, Correlation & Regression Analysis, Hypothesis Testing, Control Charts, etc. ? Hands on Experience on Statistical tool Minitab ? Excellent command over MS Visio, Excel, Word, PowerPoint etc ? Results based focused skill set with strong impact and influencing skills. ? Tenacity and energy in leading change towards an effective work environment. ? Ability to communicate effectively to direct and motivate team and others, maintaining a persuasive and credible presentation style at all levels of the organization. ? Strong analytical skills and process focus ? Progressive, flexible and team oriented person required. ? Excellent training and presentation skills

Desired Profile Qualification and Skills :
? Certified Six Sigma Black Belt, Must have mentored Black Belt, Green Belt and Lean project in his previous organization? Candidates must have minimum a graduation degree? PMP / MBA? Candidates must have IT background. Candidates must have 5 plus years of Six Sigma implementation experience and overall experience should be between 8 years to 10 Years.
Experience 8 – 10 Years
Industry Type Pharma / Biotech / Clinical Research
Role Transitions/Migrations Manager
Functional Area ITES, BPO, KPO, LPO, Customer Service, Operations
Education UG – Any Graduate – Any Specialization

PG – Any Postgraduate – Any Specialization

Doctorate – Any Doctorate – Any Specialization, Doctorate Not Required

Compensation:  Not disclosed
Location Hyderabad / Secunderabad
Keywords Black Belt – Six Sigma Consultant

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Innovation: Where Is The Value?

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Where is the value of innovation? If you ask business leaders to define value, you are going to get a dizzying variety of answers. Why is it so hard to define the term? Value means different things to different people. The definition depends on what they see as value in their organization. Finding value is equally elusive. Applying a value to innovation can be difficult for many organizations.

Understanding Value of Innovation

Understanding the value is like any other process. An organization needs vision and a clear understanding of their values and mission. It begins with a idea or a vision of where an organization would like to be and what the path looks like to get there. In the beginning, the true value of innovation will only be perceived. That perception though is a powerful force that moves the innovative idea forward. Never underestimate the value of perception with innovation. It creates possibilities and fires imaginations. Perception creates visions of excellence and success. As momentum builds moving the idea forward, measurable results begin to develop. Organizations then can begin to compare performance data, benchmarking against established best practices. Now, real value can start to be applied. As innovations grow and age, real value can be assessed and applied. Organizations will suddenly find that the innovation is resulting in continuous quality improvement.

Inspiration That Produces Value

Organizations that embrace and encourage true innovation reap the benefits on so many levels. They are willing to put forward new ideas and ways to create value for the organization, without fear of failure. These organizations understand that value in not only in perception but also in measurable results. One hidden value is the change in culture. The culture of an organization begins to change in the perception period of innovation, because people believe and are inspired. Perception can create excitement and faith in the creation. They develop a strong vision of what is possible. As things mature, these beliefs then are quantified and qualified through measurable results. The energy created encourages more innovative ideas to be brought forward and executed. Innovation creates vision, hope and faith in what is possible and what the organization can achieve!

Project Manager

Job Description

The Network Engineering & Optimization (NEO) team drives extraordinary service value and engagement through new insights, strategic partnering, and disciplined delivery. This role will be responsible for reengineering initiatives and to enhance existing capabilities/processes across larger GSN corporate servicing, merchant and open space.
Driving various projects aimed at achieving reengineering and customer targets.
Redesign of work-flow and process mapping, process defect identification and elimination.
Track and report process performance.
Develop and maintain strong relationships with clients and process owners.
Collaborate with others to deliver reengineering targets, improve customer experience, and meet compliance mandates.
Evaluate feasibility of projects using financial and statistical tools.
Create proposals to gain buy-in/support based on analysis
Provide Support for Business Projects and Presentations Offer of employment with American Express is conditioned upon the successful completion of a background verification check, subject to applicable laws and regulations

Salary: Not Disclosed by Recruiter
Industry: BPO / Call Centre / ITES
Functional Area: Site Engineering, Project Management
Role Category: Project Manager-IT/Software
Role: Project Manager-IT/Software
Keyskills: Project Management ,Six Sigma Green Belt ,Lean Certified ,PMP ,Lean trained.

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prince 2 / PMP/ Six Sigma JOB- Project Manager

Designation PM Infrastructure Professional
Job Description Requirement Specifications:

-Experience in IT- Infrastructure Projects. Infrastructure domain knowledge is essential

-Knowledge in preparing / developing project schedules, estimation, establishing measures and milestones, definition, scoping, tracking etc

-Exposure to data center migration/consolidation, transition, infrastructure deployment and management

-Experience in managing projects through use of processes like risk management, quality management, Issue/problem management & Scope change management

-PMP, PgMP, PRINCE2, CAPM, MS project, ITIL & Six Sigma certified candidates will get preference

-Good communication, presentation & leadership skills

-Ability to do remote project management teams through different geographies.

-Must have exposure to offshore delivery models

-A person with multiple technical work experience in Unix, Wintel, End-user desktop environments and Networks would be preferred

-Proficient in Project management tools such as MS Project Plan & processes

Primary Responsibilities:

-Responsible for requirements gathering & high-level scoping of project

-Responsible for requisition for resources with right skill set for the project

-Responsible for estimating, planning and scheduling the project

-Responsible for submitting a clear statement of work along with project plan including cost & schedule estimates for approval from customer

-Monitoring and tracking project schedule and budget

-Updating project schedules and budgets

-Project reporting and updating the database

-Responsible for managing stakeholders and updating them on project progress

Desired Profile
Experience 7 – 12 Years
Industry Type IT-Software / Software Services
Role Project Manager-IT/Software
Functional Area IT Software – Application Programming, Maintenance
Education UG – Any Graduate – Any Specialization

PG – Any Postgraduate – Any Specialization

Doctorate – Doctorate Not Required

Compensation:  Not disclosed
Location Chennai, Hyderabad / Secunderabad
Keywords Project Management Prince2 PMP CAPM ITIL Project Scheduling Six Sigma Certified Transition Project Planning Unix Wintel

 

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How to Choose Metrics to Drive Continuous Improvement

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QUESTION: I am trying to develop a list of metrics to drive our continuous improvement efforts. What questions should I be asking myself to develop this list? And how many do you think I should focus on?

ANSWER: It isn’t clear what leadership role this person is playing so I’ll address this from a plant manager’s (or higher) perspective. I’ll share my thinking behind metrics in general and later get down to very specific, critical metrics that all factories should be using to drive continuous improvements. We won’t get to that level of detail just yet. It’s important that we start by elevating our thinking on the topic of metrics in general before diving into the specifics.

First, most manufacturing plants are cost centers, i.e., they do not have their own sales, marketing, finance, legal, etc., on site and some don’t have their own design engineering. If a factory had all of these functions at the site, it would likely be a very small company and the site manager would be reporting to the CEO. Those are the types of organizations where the plant is a profit center.

A cost center is typically led by a plant manager who, depending on plant size, leads a support staff comprised of managers for quality, materials & production control, manufacturing/value streams, lean/process engineering, maintenance/plant engineering, HR and a plant controller/cost accountant who normally reports dotted line to the plant manager and a hard line to division or corporate finance.

Recognizing your plant as a cost center is a good hint that those things that drive cost and cash consumption are critically important. These are the things that must be effectively managed every day and relentlessly improved. Why? Because low-cost factories can generate a competitive advantage for the company to grow sales and margins while also improving job security for all employees. High-cost plants don’t get new investment dollars. High-cost plants eventually get closed.

So, what drives cost and consumes cash? Where are the largest waste streams that best leverage the allocation of resources to reduce costs and improve quality performance and delivery performance? These are the typical, potentially high impact waste streams I almost always find:

  • Quality issues, i.e., very poor first-pass yields, scrap, rework, remakes, customer complaints/returns/allowances/adjustments
  • Loss of throughput on constrained work centers due to interruptions to the process flow
  • Poor maintenance practices/excessive run-to-failure downtime
  • Unfavorable material usage
  • Cash trapped in all forms of inventory/long cycle times
  • High worker’s compensation costs
  • Poor supplier performance

Between now and my next article, spend some time thinking about and making notes about which of these problems you have the soft infrastructure in place to measure the negative effect on your operation. Are you measuring the correct things and receiving actionable reports from those responsible?

Decades ago, in the days of Oliver Wight and the first MRP systems, mountains of inventory usually were the preferred way to service customers. These three questions were typically used to schedule production:

1. What do we need?

2. What do we have?

3. What do we need to go get?

Use these same questions as you think about: What data do I need? What data do I have that gets to the root cause of the largest opportunities for improvement? And what data do I need to go get?

Engage the staff in some fresh thinking on the topic of metrics. Begin to understand which ones are really useful and powerful and which ones get a quick scan with no action taken. Decide which ones are “information only” versus those you need to drive improvements.

Historical metrics are one of the most powerful paradigms I see in many of the plants I’ve visited. I often see incredible defensiveness when particular metrics are challenged for good reason. If you have similar issues in your plant, ask questions such as: “What value does that metric provide in managing your responsibilities and improving the business?” Or, “What metric would be more useful for you in understanding the major opportunities you have to drive CI?”

Challenge everything that is not having the desired impact and is instead wasting staff resources/time generating reports that you aren’t using. We’ll need those hours to generate the impactful measurements in their place.

As the leader, this is the beginning of creating the mindset for which you are accountable. Start by challenging all current metrics for evaluation of their effectiveness. Eliminate all the excuses team members may be offering because they don’t have the data, or it’s not in the right format, or it’s not the right timing, etc.

Here’s my modified and expanded version of the above three questions:

1. What do you need?

2. What do you have?

3. What do you have to go get?

4. When will you have the new metric in place to drive CI?

5. Are you certain this metric will tell you the truth about what’s going on?

Please consider these challenges to traditional thinking about metrics and to eliminating the “I am a victim of poor metrics” mindset. I hope this “homework” will begin to generate new discussions around the staff table in the coming weeks. In the meantime, I’ll tee up the next level of understanding as well as my recommendations about “must have” metrics in upcoming articles.

Deputy Manager/senior Manager-quality & Knowledge Management

Job Description

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

KPI

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.

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