Cognizant is Hiring for Process Excellence Professionals (Six Sigma)

Job Description:

Dear Canddiate,

Cognizant is hiring Process Excellence Six sigma professionals in Hyderabad, Chennai, Bangalore and Mangalore.
Skill : Process Excellence (Six sigma)
Certification : Six sigma Black belt (Mandatory)
Location: Chennai / Bangalore / Mangalore / Hyderabad.
Education: Any Graduate/ Post Graduate
Minimum of regular 10+2+3 years education pattern with supporting documents
Willingness to work in shifts is mandatory

Please find the mandate skills required below.
Must be Black belt Certified from a reputed certifying body/organization (e.g. ASQ or equivalent) with excellent command in Lean/Six Sigma methodology

Must have experience in BFS domain & reputed KPO is preferred.

Must have 8 years of work experience with minimum 3 years of relevant experience

Must have excellent analytical, presentation & communication skill

Should be a self-starter

If interested kindly share your updated CV with the below mentioned details to
1. Total Years of Experience :
2. Six sigma Experience:
3. Current CTC:
4.Notice Period:
5.Current Location:
6.Preferred Location:
7. No. of Black belt projects:
Salary: Not Disclosed by Recruiter

Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Assistant Manager/Manager -(NonTechnical)
Role: Assistant Manager/Manager -(NonTechnical)
Keyskills: Six Sigma, Process Excellence, Lean Six sigma, Quality, Black belt, Business Excellence, Operational Excellence, process improvement.


How to Get Next Generation Lean Back into Focus


My previous column (“Next Generation Lean: Lean Processes Need to Continuously Improve”) laid out the premise that there is a significant disconnect between Lean results, namely that while there are a large number of successful Lean transformation case studies, the greater percentage of companies that experiment with Lean are not satisfied with the results.

That column went on to explain that my personal response to this assertion is that while the basis of Lean—waste elimination—is valid, its application needs to evolve in order for Lean to remain relevant. This column will discuss one conceptual area where such evolution is needed—Lean’s focus.

Most Lean practitioners have an almost-exclusive focus on elimination of waste. You may ask, “What can be wrong with that? Getting rid of waste is a good thing, isn’t it?” Sure, but in Lean’s current perspective the waste focused on is usually limited to elements included in a product’s Cost-of-Goods-Sold (COGS). In other words, most kaizen projects target processes of on-the-shop-floor manufacturing flow. But again, you may ask, “What can be wrong with that?”

I liken the Lean practitioner COGS focus to supply management personnel who spend most of their efforts on managing piece-price. If you are long-term reader of this column you will know that I believe a single-minded concentration on price reduction relegates supply management to a tactical, secondary role in most companies. The reason for this is that while lower piece-prices can be a good thing, they only tell a portion—usually the smaller part—of the story on how supply management can positively impact an organization’s bottom line.

In my mind, Lean’s focus on reduction of COGS-type waste causes the same result with the practice of Lean, i.e., it marks Lean as tactical and secondary. Sure, shop floor improvements in-and-of themselves are a “good” thing, but rarely do they have recognizable impact on a company’s overall business results.

I believe that this point gets to the root of why projects conducted by expert Lean practitioners tend to have broader and more significant impact than those conducted by all-of-the-rest practitioners. From my discussions with them it seems that while elite practitioners tell their clients that what they are delivering is “standard Lean,” their project focus is actually greatly expanded beyond the typical Lean focus. Specifically, elite Lean practitioners focus on reducing all waste involved in satisfying customer demand, including that in the supply chain all the way through manufacturing and distribution to the customer. And elite Lean practitioners have the capability to be effective with this approach based on extensive manufacturing backgrounds, i.e., they don’t rely on what is currently a fairly limited Lean infrastructure.

If this rationale is correct, then, what is needed to level-out Lean impacts across a wider range of projects—to reduce the disconnect issue—is to both expand the concept of what Lean focuses on and then somehow systemize the school-of-hard-knocks knowledge possessed by elite practitioners into more structured Lean doctrine such that it can be easily understood and applied by all-of-the-rest practitioners.

I also need to point out another downside of the current Lean practitioner focus on COGS waste. Namely, it creates a barrier to recognition of project impact. Why? Cost-of-Goods-Sold is a standard accounting device for allocating manufacturing costs to product. It is comprised of material, labor and overhead. On the other hand, I have yet to see even one example of a routinely reported executive financial exhibit labeled waste. So, while it may be relatively easy to allocate waste reductions in material and labor to standard financial accounts, it is almost impossible to get accountants and CFOs to transpose real—but more generic—overhead waste reductions to accounts where they are financially quantified and recognized. And today, reductions in overhead waste tend to be the over-riding impacts of Lean projects!

What this means to standard practice is that on top of limiting overall impact, Lean’s current focus on COGS-related waste also leads to under-reporting of project success! And if there is one thing I’ve learned over the years (also through the school of hard-knocks)—and I have the scars to prove it—it is all but impossible to get accountants to think outside of their standard-accounting-principles box, so don’t waste time trying to make it happen. Rather, find a way to talk to them in a language they will accept—currently recognized executive level financial exhibits.

Changing its focus to overall revenue-related waste reduction will position Lean to overcome the two fore-mentioned barriers. Why? Because revenue-based projects not only have a broadened scope, their impacts rely less on overhead reductions than do COGS waste reductions. This means that improvements to revenue are easier both to find and to get accountants to accept. The expansion of focus to overall revenue can be accomplished by expanding Lean’s scope from COGS-associated waste to the waste associated with all aspects of satisfying customer demand, i.e., order fulfillment. It will also dramatically increase the impacts available for delivery. Let me explain.

Order fulfillment effectiveness is usually measured by a metric akin to customer fill rate. If you can’t supply a customer with a desired product when that customer wants it (and is willing to pay you for it), you will generate no revenue. The higher the customer fill rate, the more revenue if—and this is a big IF—the costs associated with supporting that performance have been controlled. How does one control these costs? By eliminating waste, i.e., conducting Lean projects—if those projects are conducted under the right strategy. An order fulfilment scope, by-the-way, does include COGS-type wastes but also incorporates many others.

Let’s now look at just a few of the customer fill rate-related tracked executive level financial exhibits that are open to Lean under this evolving concept focus.

Inventory Turns

This metric quantifies how responsive your factory is in supporting customer fill rates. An inventory turns metric of 365 means that you can respond in one day to new customer demand, given that you have access to the raw material needed to fill that demand and available capacity. An inventory turns metric of 30 days, on the other hand, means it takes you about a month to support that unanticipated customer demand. The revenue issue then becomes whether your customers will wait a month for delivery of your product or turn to and buy from a competitor.

In today’s world of intense competition the answer here is that if competitors have a comparable product on hand, you’ll likely lose the sale if you cannot deliver it relatively quickly.

Finished Goods Inventory

Pre-built (and many times pre-positioned) finished goods inventory is needed to support customer fill rates when a manufacturer does not have the capability to manufacture responsively, i.e., inventory turns are too low to operationally support variations in market demand. There are many costs associated with having to rely on pre-built finished goods, including:

• The financial carrying charges associated with COGS inventories;

• Transportation, warehousing and material handling expenses;

• Damage related product losses and/or rework expenses;

• Discounts needed to sell overbuilt inventory, i.e., both SKUs and quantities. (Pre-built amounts are based on forecasts, which always contain error.)

• Lost sales related to underbuilt inventory, i.e., both SKU and quantities.

In addition, raw material inventory looms large in order fulfillment when suppliers don’t have the manufacturing flexibility needed to operationally support those shorter-fused variations in customer demand.

I have yet to meet an accountant or CFO that wouldn’t willingly credit Lean proponents or practitioners of any other continuous improvement philosophy who reduced either the amount of finished goods inventory; the need for transportation, warehousing and material handling; product damage and/or associated rework; the need to carry raw material inventory; and a reliance on forecasts, and yet were able to maintain customer fill rates. So I ask you: How many Lean projects today actually focus on, impact and take credit for reducing waste in such areas? I suspect a relative low percentage.

Adopting the revised concept that Lean activities need to be tied to order fulfillment waste reduction leaves us with having to define a new Lean implementation strategy that prioritizes those activities that will most improve manufacturing responsiveness. Under such a strategy, Lean activities that would not improve a company’s manufacturing responsiveness in a quantifiable manner would be triaged for later in favor of those that would.

You probably wonder how Lean even became a topic covered in a column devoted to Next Generation Supply Management. It is due to the need to inventory raw material when suppliers cannot support order fulfillment responsiveness needs and the fact that safety-stock quantities (whether held in-house or forced back to suppliers) are based on forecasts.

My experience as a manager and executive is primarily in supply management. I earned my early stripes based on developing what turned out to be a very effective OEM supplier development function. This entailed a need to understand the field of manufacturing almost as that of supply management. Why? Because—and here is a key point—the vast majority of the constraints to an OEM’s manufacturing responsiveness are found in its supply base. Sure, improvements can always be made to internal OEM operations and/or distribution. But without an understanding of actual supplier operational capability and a commitment to work with targeted suppliers on reducing their order fulfillment waste, you will pay for a lot of pre-built safety-stock raw material inventory and, more often than not, it will either be more or less than is needed! In other words, safety stocks cost money to maintain and are seldom sized for what is actually needed.

This and my previous article laid out the case that a change in conceptual focus is needed for Lean to evolve such that it delivers more consistent, high-impact results. As I’ve previously suggested, I suspect today’s elite Lean practitioners already know this and have adjusted their practice of Lean accordingly. The issue then becomes, “How do we institutionalize this conceptual change to Lean practice such that it isn’t seen as over promising and under delivering?”

I’ll take the first step in explaining my answer to HOW in my next column, which will address order fulfillment-based Next Generation Lean strategies.

Use Multiple Process Improvement Methodologies to Strengthen Results

There are many process improvement methodologies – Six Sigma/DMAIC (Define, Measure, Analyze, Improve, Control), Lean, Design for Six Sigma (DFSS) and innovation to name merely a few. But with so many choices, it makes applying an improvement methodology difficult. There are questions such as: “What makes this toolset unique?” and “Which one should I be using?” and “Do I need to use more than one?” The good news is that it is possible to take advantage of the interaction between these methodologies to create better improvement opportunities and deliver better results for the end process.

The improvement methodologies discussed here are DMAIC, Lean Six Sigma, DFSS and innovation (other opportunities may exist but are beyond the scope of this article). To some, the above methods are synonymous. Their names can be used interchangeably to describe a company’s desire for continuous improvement – whether it be with processes or products, in manufacturing or transactional settings. Each of the aforementioned methodologies, however, provides a different toolset that complements the others. This complementary nature provides the practitioner with an enhanced ability to solve many different problem sets.

Strategic or Tactical?

A simple approach for understanding how to integrate multiple methodologies is to look at their adoption on two levels:

  1. Strategic. The strategic level is directed toward improvements made within the overall lifecycle of a process. It specifically addresses the question of “What methodology should I start with given the current state of my process?”
  2. Tactical. The tactical level is directed toward short-term improvements or the execution of a particular improvement project. This level addresses how to incorporate various toolsets simultaneously during a single improvement project.

The Strategic Level

Starting from a strategic approach, the overall continuous improvement framework needs to be clear (Figure 1).* It provides an overview of the stages (each of which can be viewed as a project) that a process may go through in its lifecycle. As seen in Figure 1, the continuous improvement framework has six stages –

  1. Opportunity exploration
  2. Front-end innovation
  3. Back-end exploitation (or back-end design)
  4. Operationalization
  5. Daily management
  6. Continuous improvement

Figure 1: Continuous Improvement Framework

Figure 1: Continuous Improvement Framework

This continuous improvement framework provides an overview for the complete lifecycle of a process. Consequently, it allows practitioners to determine what process improvement methodology to start with by asking the question where on this cycle does a process currently lay?

Figure 2 shows the framework broken down into two categorical areas – existing process optimization and new process development. Pick the appropriate side by asking, “Is there room to optimize the existing process or is a new process needed?”

Figure 2: Breakdown of Continuous Improvement Framework

Figure 2: Breakdown of Continuous Improvement Framework

At a high level, the answer is based on an improvement concept known as the s-curve (Figure 3). The s-curve shows the common progression of processes as they develop over time. Processes are first created, commonly through some form of innovation. They are then improved over time until they hit their entitlement (the best a process can perform over a short-term period), after which they either hold steady or decline. The location that a process fits on the s-curve largely determines which side of the process improvement cycle to start on. If a process has just begun and still has room for growth within its maximum capabilities, then continue with process optimization as seen on the left side of the framework. If a process has peaked, however, and there are steady or declining results despite continued improvement efforts, then new process development (or the right side of the framework) is likely required.

Figure 3: Model of S-curve

Figure 3: Model of S-curve

Once it is understood where a process sits, the methodology that should be used becomes clearer. By definition, the Six Sigma and Lean methodologies are intended to optimize an existing process. They reside in the process optimization side of the framework. On the other hand, innovation and DFSS are designed to enable the practitioner to develop new processes with greater process capabilities. They reside on the new process development side of the framework.

Example: Production of Widget A

Consider working for a manufacturing company; the best way to increase production of Widget A needs to be determined. The largest bottleneck in the system has to do specifically with the process for packaging Widget A after it is produced. Looking at the continuous improvement framework, opportunity exploration seems the place to start – determining where the best opportunity for significant improvement is within the existing process. Metrics are then established for the improvement opportunity and four to six months’ worth of historical data (or however much will provide an accurate representation of the capabilities of the process for baseline analysis) is pulled. This establishes a baseline of information to determine where the opportunity for the process stands.

Here, the primary metric – the improvement opportunity for the Widget A packaging problem – was “number of bad wraps (defects) per 10,000 units produced” with two control charts representing possible baseline data (Figure 4). The top chart shows an in-control process, whose average is significantly higher than the best weekly rate(s) it achieved during the baseline period. This chart shows an opportunity for growth within the current process (i.e., at the start of the upward progression on the s-curve). There are two weeks that are each near zero defects, indicating that the process is capable of reaching the ideal state, but only for a short period of time; creating a new process is not necessary. A more efficient means of significantly improving the process is to start on the optimization side of the framework.

Figure 4: Opportunity for Process Optimization

Figure 4: Opportunity for Process Optimization

Choose the Path

The methodology choice can now be narrowed to either a Six Sigma or Lean improvement approach because both of these methodologies are designed to optimize an existing system.

One way to choose the right direction is by asking, “What is the goal of the improvement?” If the goal is to “reduce variation toward an ideal mean,” then DMAIC is recommended because its toolset is specifically geared toward achieving this end state. If the goal, however, is to eliminate waste and generate flow (commonly done through the use of value analysis) then Lean or Lean Six Sigma (Lean Six Sigma is the implementation of a toolset while Lean is the institutionalization of Lean culture) is the preferred template.

An alternative way of picking which optimization toolset to use starts by asking whether the root cause and/or solution is already known. If the root cause and solution are known, then it is a “just do it” situation. The process owner can usually handle this type of situation without starting an improvement project. If the root cause is known, but the solution is not, then use a Lean approach – specifically, a Kaizen event structure – and consider using innovation at a tactical level. If the root cause is unknown, then the use of DMAIC may be most appropriate since Lean typically relies on the Define, Measure, and Analyze phases of traditional Six Sigma in order to determine the root cause.

Now look at the second set of control charts (Figure 5). They are also in-control, but show a baseline where the average and the entitlement are nearly the same. This indicates the room for optimization is fairly limited (assuming baseline data is truly representative of the process). In this case, the best means for significant (noticeable and lasting) improvement is to create a new process. The existing process is likely at the latter end of the s-curve and already seeing diminishing returns through process optimization. The process has been optimized to obtain consistent results with little variation, but the overall capability of the process (as shown by the mean value) still requires a shift. In cases where the current entitlement is no longer good enough, it is often necessary to develop a new process.

Figure 5: Opportunity for New Process Development

Figure 5: Opportunity for New Process Development

Develop the New Process

Next, it is time to choose how to develop the new process – using innovation or DFSS. The key question is, “Is there already a specific solution for the new process (or a well-defined realm from which the solution resides)?”

If the answer to this is “no,” then innovation is the correct starting point. This is because in order to have a new process, a new solution must be generated – and then its validity for solving the problem must be understood. Both of these are tasks that innovation methods are designed to help achieve.

Follow the Path of Innovation

Innovation can be viewed as a structure that helps teams, organizations and companies think beyond their current paradigms and explore new ways of solving problems. It does this through first understanding what the solution needs to achieve – think of phrases like “jobs to be done” and “outcome expectations.” Then a team can take that understanding and rapidly generate ideas using specialized toolsets to assist with overcoming psychological boundaries (the limits of individual, team’s, or company’s knowledge base and experience). This is followed by development of the solution concept(s) and, finally, testing to validate that the concept achieves the assumed results.

Innovation, in many ways, is not intended to get all the details to integrate the new solution concept into an existing permanent system. It is intended to allow a team to learn fast and cheap. This mindset creates a new solution foundation that can later be strengthened and made more robust for long-term sustainment through tools such as DFSS. (These problems can either start as a new product development required to fit an external customer’s unmet need, or can be a new process development needed to fit an internal customer’s unmet requirements in the form of a poor or underachieving current process. In either case, the follow-on step to innovation is back-end design.)

DFSS for Refinement of Solution Concept

If there is already a specific solution for the new process, then back-end design or DFSS is the first step. The reasoning is simple. If there is already a specific solution (one assumed or proven to be feasible), then it is not necessary need to go through the time and effort associated with front-end innovation. Rather, if an organization starts with an accepted solution concept then the focus is to rapidly evaluate, analyze and strengthen a solution in order to build quality into the design. DFSS provides a robust process for achieving this before the process is put into action.

As with innovation, there are several different methods or roadmaps for going through DFSS, but a common one is DMADV (Define, Measure, Analyze, Design and Verify). DFSS is valuable because it provides structure to solution refinement and development. For example, there are some people who think in details. They naturally generate many what-if scenarios of possible design failures, create contingency or alternatives that mitigate this risk, use Pugh matrices to compare design options, etc. Most people, however, do not. Most people just figure it out afterward when the new process is unveiled and the failures in the design start to appear (naturally driving DMAIC or other process optimization work). The toolkit and model of DFSS is designed to force the generation and evaluation of critical details often overlooked in new process development. Most importantly, it also ties them back to the voice of the customer (VOC).

At a high level, DFSS starts by directing the understanding of what the customer cares about (Define phase). It then determines what is needed in order to quantify that understanding (Measure phase), and evaluates how well the design meets that customer need or what gaps exist (Analyze phase). DFSS then generates and implements solutions for filling those gaps (Design phase), and is followed by a confirmation that the solution implemented performed as expected (Verify phase).

By starting with DFSS, a new process will ideally begin much further along in the s-curve diagram. This results in fewer process optimization efforts down the road and more immediate improvement to an overall process performance.

Continuous Improvement Framework Informs Strategic Level

Figure 6 summarizes the strategic-level approach with a combined overview of the continuous improvement framework. By understanding where a company or process is in the framework, it is possible to gain critical insight into which methodology is the best first step in getting to the desired improvements. In this same light, the continuous improvement framework also helps with the strategic understanding of what the next step for improvement will look like for the process. It is important to note the direction of the arrows on the framework. They rotate clockwise because no matter where an organization starts the process, the continuous improvement development steps move in that direction.

Figure 6: Process Optimization vs. Development Overview

Figure 6: Process Optimization vs. Development Overview

For example, if starting with innovation, a team is creating potential solutions for a new process. The front-end innovation step ends by demonstrating that the solution(s) created is feasible for achieving the process goals. The next step is to move into back-end design or DFSS, which allows for the integrations of a newly developed process solution into an existing process environment. For example, incorporating a new packaging design into the overall process of making Widget A. Once DFSS is complete and the process is in place, the next step is to take it through the commissioning or operationalization phase and into daily management where the process owners are comfortable using the new process on a regular basis.

After the daily management step, the process is at the beginning point of its new s-curve. In most cases, there will now be room for improvement within its new (higher) capabilities. As such, a group moves into the continuous improvement step and process optimization techniques are used to continue pushing the performance of the new process. After a process optimization project is complete, a team comes back around to opportunity exploration – again examining the process in place and determining where it lies in terms of capabilities. If the process still has room for optimization, it is time to re-engage the continuous improvement step and repeat this cycle until the process looks like the second set of control charts (Figure 5). When it does, new process development is initiated and a new process lifecycle is established.

The Tactical Level

As discussed previously, the tactical level focuses on short-term process improvement. It specifically relates to a project that is completed within a single step of the continuous improvement framework. These projects are the heartbeat of any good process improvement program. The overall quality of a process improvement is often only as good as the quality outcomes derived from the tactical gains. Consequently, understanding how different improvement methodologies can work together within the structure of a single project can serve to enhance the achievements of both a project and a program.

To illustrate how this approach works, refer back to the Widget A packaging process example. Looking initially at where to begin the process improvement, baseline data was collected over a four-month period and the primary metric resembled the control chart found in Figure 4.

This control chart is in control, but has a wide range between the entitlement and the baseline average. Because of this, the team decides that the best way to attack the opportunity is through a process optimization methodology. The group selects DMAIC because the root cause of the systemic error is yet unknown.

DMAIC: Root Cause Analysis and Identification

The primary focus of DMAIC is on root cause analysis and identification; DMAIC is what is used when it is unclear what is wrong with a process. While DMAIC is powerful for root cause analysis, it also has somewhat limited means of solution generation. If the solution is not something that can be modeled or optimized within the current paradigm, usually through some form of design of experiments (DOE), practitioners can be left looking for solution options. This is where the knowledge of other improvement methodologies becomes especially useful.

Figure 7 illustrates a simple way to integrate multiple toolsets in the same project by leveraging each of their strengths to the advance of said project. As the diagram shows, start with the DMAIC tools. These allow for root cause identification and set a solid foundation for what problems will need to be solved. If done properly, the project leader will then be able to select from a number of different methodologies or toolsets to generate solutions as a team moves into the Improve phase, some of which are designed to do so better than DMAIC in certain applications.

Figure 7: Tactical Level Process Improvement Interactions

Figure 7: Tactical Level Process Improvement Interactions

For example, as shown in Figure 7, DMAIC has a number of different tools available to help generate solutions. There may be times, however, when they are not able to do so as effectively as is needed. One case is when select subprocesses are simply not capable of meeting an overall goal; using tools to optimize those subprocesses (like DOE) will not be sufficient. Leverage a more robust solution generation toolset such as the DMASI (Define, Measure, Abstract, Solve, Implement) model.

DMASI: Solution-generation Toolset

DMASI, in many ways, is the polar opposite to DMAIC. Whereas DMAIC’s strengths lie in root cause analysis, DMASI is primarily a solution-generation toolset. It has some analysis tools, such as function analysis, but the tools in DMAIC are limited in their ability to identify the root cause issues and geared more toward identifying different solution areas within an already-known problem set. For solution generation, however, DMASI has a multitude of different tools such as nine windows, contradiction analysis and su-field analysis. These are all designed to enable the generation of solutions outside of existing paradigms, or the limitations of a team’s collective experience and knowledge base. Simply put, the DMASI model is what is used when it is clear what is wrong, but it is unclear how to solve that problem. This makes it a perfect fit to use in conjunction with DMAIC when new subprocesses need to be created in order to achieve the performance goals of a larger process.

Lean Six Sigma Toolset

In a similar fashion to DMASI, the LSS toolset can also be useful for solution generation after root cause identification is complete. Lean is a particularly effective toolset when several different forms of waste exist within the current process or when there are deficiencies in areas that do not allow other solutions to provide full benefit.

For example, when analyzing the packaging problem, it may be that the sources of the defects are the result of several systematic mechanical equipment failures. To compound this, the equipment failures exist because down day operations are not efficient and require 50 percent more time than required. This, consequently, does not permit all of the identified potential equipment failures to be fixed before Widget A goes out. The excess time could be the result of mechanics having to wait for power to be cut before they can safely work on an area, having to walk numerous times to the storage room during jobs to get parts, time spent searching for tools because they are not in a set location or not having standard work plans for conducting each job. When these types of problems exist, the DMAIC toolset again becomes largely ineffective and the incorporation of Lean tools such as 5S and Kaizen are ideal.

Once improvements are implemented, refer back to the Control phase tools of DMAIC. This ensures that any solutions generated (whether from the DMAIC, DMASI or Lean toolsets) are properly tracked with support processes created so that their results hold over the long-term. This final step completes the integration of multiple methodologies at a tactical level and allows gains to be built upon as a team moves through the continuous improvement framework.

Lean Six Sigma Black Belt JOB- Manager Quality

Job Description

  • Minimum 13 + years of experience in a Manufacturing set up, preferably in EMS industry /Automobile industry
  • Experience in EMS / Electronics Products Manufacturing Industry.
  • Experience in In-process, Supplier Quality and Customer Quality activities
  • Knowledge and experience in Quality Tools, Problem solving tools, Customer Complaint analysis
  • Knowledge and experience in preparation of various Quality reports.
  • Knowledge and experience in preparing the Quality plan for the Reports and other services.
  • Train new and existing team members on an ongoing basis on relevant tools or topics.
  • Plan and execute the project / service transition as per time line
  • Sound knowledge on FMEA and Control Plan and able to work independently in these areas.
  • Ensure adherence to targets set for all process metrics
  • Ensure timely generation and circulation of reports / dashboards.
  • Manage and ensure that satisfaction levels of customers to a greater extent.
  • Support organization in regulatory compliance and internal audits
  • Support the team to maintain/control documents and procedures in document management system.
  • Knowledge and experience in Lean, Six sigma and Kaizen projects
  • Flexible to work in any time zone.

Salary: Not Disclosed by Recruiter
Industry: Semiconductors / Electronics
Functional Area: Engineering Design, R&D
Role Category: Quality Assurance & Quality Control-Manager
Role: Quality Assurance & Quality Control-Manager
Keyskills: Lean Six Sigma, Customer Quality, Quality Tools, Fmea, Kaizen, Auditing, Problem Solving, Tools, Supplier, Quality ,Metrics, Control Plan, cp ,cpk, apqp, incoming quality npi, ppa, p8D.


PMO – 3 to 6 Years – Mumbai

Currently we have positions open for PMO at Mumbai Loaction.

Skill : PMO, Clarity tool

Experience : 3 to 6 Years

Location : Mumbai

Roles/ Responsibility / Skill / Specification :
Main Responsibilities

• All the PMO Activities
1. Project Plan Set-up, maintenance and control
2. Project Reporting
3. Project Finance
4. Project Communication
5. Project Staffing /Resource Management
6. Project Administration
7. Portfolio & Project Analysis and Quality Process
• Data gathering and consolidation from the various stakeholders and analyze the same
• Create MIS / Operational Dashboards
• Assist in Preparation of PPTs / data points for review
• Coordinate and collaborate with various internal and external stakeholders
• Build / Maintain knowledge repository of best practices, tools, engagement highlights
• Status reporting, presentation and facilitation
• Generate portfolio and project specific metrics for analysis, internal audits and progress reports as appropriate to the top management
• Provide functional support for Capgemini Group tools (Clarity, TeamForge and N2K) to all European region
• Communicate with Engagement Managers, understand project requirement, analyze and propose solution
• Prepare and provide all the contractual reports – Service Reports, HR Reports, Financial Reports, SLA/KPI Reports
Competencies Required • Very effective communication skills – Verbal and written both.
• Excellent in MS Excel, Power Point and MS Project
• Knowledge of Project Management life cycle process
• Knowledge of UPM/ PMP/ PRINCE2 is an added advantage
• Must have worked on one of Project Management Tool
• Should have worked on Clarity and/or TeamForge or N2K
• Knowledge on Risk, issues and quality would be an advantage
• Should be able to provide functional solutions to the problems
• To be aware with Finance terms and reporting.
• Understands time reporting and invoicing in complete.
• Able to take care of staffing, Mobility, Travel and co-ordination and end client communication.

Experience Profile

• Minimum 3years of experience in IT
• Minimum 3 years of experience in any of the above tools or Project Management experience.

SME / Lead – Operations Excellence

Job Description

Please find below the Job Opening:

Role : SME/ Lead – Operations Excellence
Job Location : Pune

Brief of Roles and Responsibilities:

1. Establishing a culture and practices around continuous improvement in ABO in Allstate India in Pune
2. Working on process improvement methodologies and tools
3. Liaising with Allstate US to identify and deploy key continuous improvement practices being deployed in Allstate ABO organization.
4. Owning a productivity target and driving the same through operations leads

Required Skills and Experience:

1. 5-8 years total experience
2. At least 3 years in Lean, Six Sigma implementation in back office (preferably in financial services)
3. Green Belt in Six Sigma will be a plus
4. Excellent communication, presentation, stakeholder management and persuasion skills
5. Ability to work independently

If you are interested in this profile , Share your updated CV and the below
details to “”

* Total Experience :
* Current CTC:
* Expected CTC
* Notice Period :
* Current Location :

Salary: Not Disclosed by Recruiter
Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Team Leader -(NonTechnical)
Role: Team Leader -(NonTechnical)
Keyskills: Green Belt, Lean Six Sigma, Operations ,Operational Excellence ,Continuous Improvement, Process Improvement, Stakeholder Management, Six Sigma Implementation ,Financial Services ,Back Office.


Learning how to deal with Multi-Cultural Work Environments


When I was studying Organization Behavior my Professor emphatically proposed that one of the growing concerns in organizations is to deal with the tides of globalization at work. He also remarked that the situation is getting complex as organizations have less knowledge about foreign cultures and are shy about learning more.

There is a constant buzz in the corporate environment which discusses the mantra of globalization. Organizations are constantly looking out for offshore clients, cross-border mergers and multi-national presence. This means that the difference between ‘us’ (our organization located in x city/state/country) and ‘they’ (another organization, located in y city/state/country) is changing significantly. People are now working with co-workers who know nothing about their backgrounds and vice versa. It is always a comfortable feeling to work with one of ‘us’ but that is not always possible. As a result, the complexion of work forces has changed a lot in the past 20 years.

The average manager has the following issues to ponder on:

1. How to deal with a multi-cultural work force and achieve the highest level of performance? How to aim at unity in diversity?
2. Is it important to have a cross-cultural orientation in order to perform well at work?
3. How to address the differences in people of different cultures, ethnicities, races and backgrounds?

Melting Pot Approach:

Broadly, there are two approaches to deal with workforce diversity in organizations. Firstly, there are organizations which practice the ‘Melting Pot’ approach. According to this approach, an organization has a unique culture and a new employee who joins the organization is expected to ‘melt’ in that culture. He is expected to learn new ways to adapt to the organizational culture and perform well.

Star Trek and Lost:
In a way, such organizations are like the Borg in Star Trek who always assimilates any alien vessels and species! Such organizations can also be compared to the setting in the popular TV series named “Lost, where there is constant mention of ‘our group’ and ‘the others’! “Lost” is the story of passengers marooned on an island after their aircraft crashed on a Pacific island. Among other revelations, they discover that there is another group of island residents known as “The Others”. The story unfolds by telling the viewer that all the survivors have different backgrounds and experiences in life. For them the key to survival is to work together in order to fend for themselves and get help. A workplace is similar to the island portrayed in “Lost”. People tend to form groups and refer to people of different groups as “the others”. Organizations with strict ‘melting pot approach’ try to curb such practices. They assume that people are similar and that they should ultimately work for a common goal.

The value of diversity:

The other approach is to see the diversity of employees as an asset. Many organizations acknowledge that people have diverse backgrounds, education and skill sets. The work culture in such organization recognizes the difference as a positive attribute. People are bound to be different. What they bring to the organization is their unique capability to add value to the goals of the organization. According to this approach, there is no need for an organization to force a culture on the employees. Instead, it is better to treat them as individuals and create a healthy work environment. This approach is similar to Mahatma Gandhi’s dictum “Unity in diversity” which suggests that people can unite despite differences to achieve a common goal.

Learning how to deal with multi-cultural work environments:

One of the most complex issues that Human Resource personnel have to deal with is the issue of workforce diversity.

Following are brief examples of workplace diversity and some guidance on how to deal with the situations:

Avoid Stereotyping: People tend to use media’s portrayal of cultural and racial stereotypes to color their own beliefs. Such stereotyping should be avoided.

Recognizing differences: So long as the work is being done does it matter what is the background of a person? It is better to acknowledge differences and work in a harmonious manner rather than have everyone behave in a similar manner (which is impossible).

Organize social events: Organize events where people can interact and have fun with each other. Company sponsored lunches, social meetings, table tennis matches, picnics, volleyball leagues are good instances where people get to interact with each other freely. Working on company sponsored community service projects and day trips are also opportunities when people get to understand each other and overcome their differences. After all, everyone likes hip-hop, Chinese food, and wine tasting!

In a way, my professor was right that workforce diversity is a delicate issue but organizations that can strive the right balance create an environment in which all members can contribute to their maximum potential and ‘value their diversity’.

Supercharging Lean with IoT



The super-charged combination of Lean and IoT is already demonstrating staggering advances in waste reduction and profitability. Early adopters are building on returns they’ve already realized by “super-charging” Lean with IoT, a combination that will grow in power as sensor technology becomes more accessible and widespread, making real time data and events readily available.

However, many Lean practitioners struggle to make a concrete business case for implementation. By applying the Three M‘s of waste, developed by Taiichi Ohno, Toyota’s Assembly Manager in 1945, companies can create a road map to reap IoT waste elimination benefits and a framework to exponentially boost efficiency with sensor technology.

The Three M’s — Muda, Muri, Mura

  • Muda –  Human activity that consumes resources but produces no value.
  • Muri – Unnecessary stress on equipment and employees.
  • Mura – Waste from uneven flows and imbalances.

Muda — 7 Wastes Eliminated by Lean + IoT

Muda identifies seven distinct facets that detract from customer value that when combined with of IoT sensory technology, can dramatically reduce valueless operational activities in ways not previously possible. This involves:

  1. Wait Time — Motion sensors can measure the amount of time a product has (or hasn’t) been moved. Manufacturers can configure alerts to warn them if a product has remained untouched for longer than acceptable times. Troubleshooting measures can be automatically launched if a delay could result in a missed target ship date. These systems aren’t limited to shop-floor operations. Disney uses the same technology to reduce queue times at theme park attractions.
  2. Transportation — GPS coordinates track how far a product moves during an order fulfillment lifecycle. Aggregating this data provides insight into how to optimize order fulfillment when alternative plants and warehouses are available. This can be especially valuable for products whose distribution costs make up a large component of cost of goods sold.
  3. Inventory Control — Sensors mounted on stock units can link physical inventory to distribution centers using GPS coordinates. This simplifies cycle counting and increases inventory visibility across the supply chain. Consumer products companies can reduce inventory buildup, enhance flexibility and even satisfy customer demand by capturing consumer behavior data with sensors embedded into connected devices.
  4. Overproduction — Real-time sensors can send a “stop-the-line” message to prevent upstream processes from producing too much inventory too quickly. Production can be automatically restarted when stock levels return to acceptable thresholds. In global manufacturing operations the same algorithms can regulate and control product movements throughout the entire supply chain.
  5. Motion — Movement sensors applied to key equipment and inventory items collect value chain improvement data. Skilled professionals can then perform cycle time and “spaghetti” analysis to improve facilities layout and optimize distribution routes.
  6. Defects — Slow and manual quality assurance processes delay quality improvement initiatives. IoT sensors overcome this by detecting products that deviate from the standard physical process flow. Immediate notification of defects helps address problems more quickly increasing customer satisfaction rates.

Transition Manager – VOD000B4B


Primary Skills:- 

  • PMP , Prince2, APM or equivalent project/programme management certification,
  •  Excellent communication and presentation skills


Secondary Skills:- MS Project and Visio are essential tools for project management, + another European language is an advantage           


Role Purpose:-

  • Managing a portfolio of multiple projects and/or programs simultaneously.  These projects shall be the following in nature:
  • Business Process Transition projects : Business Growth, New Business and Pipe Out Transition projects;
  • Commercial Development or Vodafone Shared Services projects and/or programs;
  • Local Market, Group Function or Vodafone customer projects and/or programs
  • The Transition Manager can be expected to work on projects in the European Centers in udapest and Bucharest, the MEA Center in Cairo and the Indian Centers in Pune, Ahmedabad and Bangalore.
  • Responsible for delivering the high level project plans, knowledge transfer approach and all other elements that will contribute to building the business case.
  • Manage end to end Transition projects and be responsible for the delivery of the project from Toll Gate 1 till handover to Service Delivery functions at Toll Gate 5.
  • Leading all ‘virtual’ project members, ensure roles and responsibilities on the project are clear and distribute work packages to all project resources.
  • Set up and manage project governance.
  • Accountability for keeping the overall project timelines, track the project budget allocation and identify all project resource requirements.
  • Ensure change control procedures are invoked for any scope change or change that significantly impacts the project budget, scope and/or timelines. 
  • Register all projects in the project tool and update statuses and RAG information on a weekly basis
  • Identify and assess all project risks and issues and escalate through the CDU Commercial Management project’s governance and frameworks.
  • Ensure complete compliance with the project methodology and apply the project governance so that all mandatory key deliverables for the Toll Gates are completed.
  • Maintain good rapport with all project stakeholders and ensure there is transparent communication with the business partners, virtual project team, service delivery functions and other project key stakeholders.


 Key Accountabilities:-

  • Business Process Transition Project Management:
  • Delivery of the Transition project as per the pre-defined milestones, facilitating timely completion of all deliverables whilst managing resources, deadlines and budgetary requirements between Toll Gate 1 and 5
  • The Transition Managers can manage projects for the following functions: Commercial (Enterprise and Customer Ops, Credit & Collections), Finance (Finance Operations, Supply Chain Management, Business Intelligence & Analytics), HR, Legal, External Affairs (Fraud, Risk and Security Management), Technology (IT and Network Operations).
  • The Transition project types that can be expected to be led by the Transition Manager will be: Local market to VSS transitions (New Business, Business Growth), Intra VSS transitions (Pipe Out projects), System development and deployment.
  • Project Management (CDU and VSS projects/programs):
  • Leading non business process transition projects supporting VSS to fulfill the mission of delivering GBP 1bn of value to Vodafone by 2020. 
  • The key pillars of good project management will be : 1. Time: length of work packages and keeping to key milestones and management phases; 2. Cost: owning the project budgets and assigning resources within the budgetary constraints ;  3. Scope: ensuring the scope of the project does not deviate from the initial business case and Project Initiation Document.  Maintain a change request mechanism to revise all changes impacting the overall project budget, scope and/or timelines.
  • Form and Lead ‘virtual’ project teams and work streams:
  • Identify the supporting functions/work streams required to deliver each project and what resources will be required.  As part of the Project Initiation Document, a clear split of responsibilities and work packages to be delivered by the supporting functions/work streams will be created.  Ensure the functions/work streams deliver on time and initiate mechanisms and project
  • Role will be having Key linkages to VSS growth by managing Transition and adding on to Value buckets of Savings
  • Extensive coordination with Customers on Transition projects. Strong relationship management, negotiating & influencing skills.  Maintain good rapport with all project stakeholders and ensure there is transparent communication with the business partners, virtual project team, service delivery functions and other project key stakeholders
  • leadership support requirements should be impactful and punchy.  Represent the team on global project/program reviews, steerco’s and conferences. Leading Virtual and Physical team across the locations. Leading all ‘virtual’ project members, ensure roles and responsibilities on the project are clear and distribute work packages to all project resources
  • Ensure change control procedures are invoked for any scope change or change that significantly impacts the project budget, scope and/or timelines. Leading by Example.
  • The Transition Manager can be expected to work on projects in the European Centers in Budapest and Bucharest, the MEA Center in Cairo and the Indian Centers in Pune, Ahmedabad and Bangalore.
  • Responsible for delivering the high level project plans, knowledge transfer approach and all other elements that will contribute to building the business case


Behavioral/ Personality Specifications required:-

  • Self-starter who can operate under minimal supervision
  • Excellent communication and presentation skills
  • Strong relationship management, negotiating & influencing skills

Desired Profile:-


  • At least 2 years’ proven project/program Management experience.
  • Relevant university degree in Business Management, Economics, Marketing, Finance and Accounting, Business Administration or Information Systems management.
  • Project management experience in a Shared Service Centre platform (transformation/change projects, business process transition projects, ERP implementations or Quality Improvement projects).
  • Strong experience of working on: i. a work stream on a major Shared Services implementation; and/or, ii. the transition of activity on behalf of an outsourced service provider ; or iii. Support a new site setup ;  or iv. Shared Services market and partner insight analysis.
  • Proven experience in setting up large, complex virtual project teams globally
  •  Self-starter who can operate under minimal supervision


Desired:- MS Project and Visio are essential tools for project management


Education/ Technical/ Functional Qualifications and/or Professional Certifications:-


Graduate and PMP (Project Management Professional) , Prince2 (PRojects In a Controlled Environment), APM (Association for Project management) or equivalent project/programme management certification


Desired:- Relevant university degree in Business Management, Economics, Marketing, Finance and Accounting, Business Administration or Information Systems management



Vodafone Shared Services India 
Grd to 4th Floor, Cluster D Wing – 3, EON Free Zone, Kharadi
 Pune 411014

Job Type

 : Full-time

Employment Type : Permanent
Closing Date

 : Ongoing



Six Sigma / Agile JOB- Business Analyst

Job Description

The Team
Our Supply Chain Transformation Team will enable an analytics driven supply chain by building business relevant data architecture and measurement environments to support mission critical and agile data management & analytics with secure access management capabilities. We deliver a self-service model to business users to discover critical data for predictive analysis and drive actions based on insights.

Business Entity
Supply Chain Operations enables Cisco s success by delivering flexible, innovative,
and scalable supply chain services that optimize customer outcomes. Within Supply Chain, the center-led transformation team s goal is to architect and build the Supply Chain of the Future.

This position will be a key part of a small high performing team chartered with establishing and executing the center-led data management, measurement, metrics, and analytics disciplines in partnership with all Supply Chain functions.

Role Responsibilities
Capture the inventory of Supply Chain data sources, dashboards, measurements and metrics to prepare and manage integrated data architecture
Enable near real-time operations measures in SAP-HANA and inexpensive & massively scalable data processing and analytics in Big Data Hadoop clusters. Perform rapid prototyping and solution in sandbox environment.
Perform data mapping, lineage, classification and data dictionary to create Master Data Catalog.
Conduct Periodic data health monitor & cleansing.
Assist with retiring unused data elements and rationalizing/ enabling future data elements
Enable data discovery and various analytics platform with self-service model (predictive and prescriptive analytics).
Partner with the functional owners on analysis of data flows, data stores, and measurements/ metrics integration
Perform metrics analysis as required to provide actionable information to end users
Active participation in Data Scientist role & skills development across Supply Chain Operations.
Lead and drive Supply Chain cross functional teams to become analytics driven discipline.

Minimum Qualifications
Bachelor s degree in Computer Science or Engineering or equivalent preferred.
8 or more years of experience in Manufacturing and Supply Chain, including data management, data analysis, process measurement, and metrics management.
Working experience in statistical analysis, predictive modeling. Six Sigma/ DMAIC background will be added advantage.

Desired Skills
Cisco Business and Supply Chain Knowledge
Math, Statistics, Computer Programming, Data-base Management
Reporting, Analytics Research, Data Mining
Excellent Program Management Skills
Excellent communication skill, both written and verbal communication with strong presentation skills
ETL (Extract, Transform, Load) experience in a business role is preferred
Understanding of end to end Supply Chain processes and Process mapping
Understanding of Business and Systems Architecture
Data architecture, data normalization, textual analytics, or machine learning experience is a plus
Experience with visualization or business intelligence platforms such as Oracle Apps [OBIEE (Oracle Business Intelligence Enterprise Edition)], Tableau, SAS, or others is a plus

Soft Skills:
Energetic, Enthusiastic, Inquisitive, Creative
Focused, Persistent, Patient, Collaborative
Analytical, Problem Solver, Handles Ambiguity Well

About Cisco

A now and over 50 billion estimated in Cisco. The Internet of Everything is a phenomenon driving new opportunities for Cisco and it’s transforming our customers’ businesses worldwide. We are pioneers and have been since the early days of connectivity. Today, we are building teams that are expanding our technology solutions in the mobile, cloud, security, IT, and big data spaces, including software and consulting services. As Cisco delivers the network that powers the Internet, we are connecting the unconnected. Imagine creating unprecedented disruption. Your revolutionary ideas will impact everything from retail, healthcare, and entertainment, to public and private sectors, and far beyond. Collaborate with like-minded innovators in a fun and flexible culture that has earned Cisco global recognition as a Great Place To Work. With roughly 10 billion connected things in the world future, your career has exponential possibilities at Cisco.

Salary: Not Disclosed by Recruiter
Industry: IT-Hardware & Networking
Functional Area: IT Software – Other
Role Category: Business Analyst
Role: Business Analyst
Keyskills: sap ,oracle apps ,sas ,agile ,business analysis ,cisco ,analytics ,data analysis ,health care, six sigma.