OPERATION EXCELLENCE/BUSINESS EXCELLENCE(F&A DOMAIN)

JOB DESCRIPTION

Relevant exp
10-14 years of relevant experience-14-18 yrs of overall experience

Preferred Skills

Six Sigma Master 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: INR 17,00,000 – 27,50,000 P.A
Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Operations Manager
Role: Operations Manager
Keyskills: Six Sigma, Lean Master Black Belt, Business Excellence, Operational Excellence, Operations, People Management, Presentation Skills.

Six Sigma JOB- Operations Manager

JOB DESCRIPTION

Job description

Manage Quality initiatives with emphasis on continuous improvement in operating results and strengthening of underlying processes for the Site.
Oversee the design, development of quality related initiatives and ensure quality measures are aligned with overall Business objectives.
Support business and functional team to achieve quality objectives.
Provide support towards continuous Improvement programs like Six Sigma across various functions to create and enhance value to clients.
Imparting advanced training to personnel on quality related initiatives to percolate quality across the organization and building a Quality Culture.
Motivate and mentor team members in managing their personal and professional goals
Support Quality Lead in Integrating Quality & Continuous Improvement initiatives with other cross-center initiatives such as BPO blueprint, Service Management etc
Support Quality Lead in tracking the progress against Organization and engagement objectives and ensure completion of Balanced Score card
Support Quality Lead in driving the Employee Suggestion Program
Track and report performance on organizational objectives and engagement objectives (Balanced Scorecard) & drive productivity score of the assigned project on a regular basis

Salary: Not Disclosed by Recruiter
Industry: IT-Software / Software Services
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Operations Manager
Role: Operations Manager
Keyskills: Operations, Six Sigma Training, Operational Excellence, Continuous Improvement, Balanced Scorecard, Quality Initiatives Design, Development Service Management.

Service Delivery Leader-performance Engineering-gurgaon

Process Excellence (PE) is an employee advocacy program to engage and empower frontline employees to improve processes & outcomes across constituencies.
This program has created significant value by driving skill development & job enrichment for our employees, improved Cardmember & Merchant experience, delivering shareholder value and driving a culture of process improvement & operations excellence.
As an SDL of the GSN Global PE team, this position will be a key catalyst in spreading the PE culture in JAPA and will engage with key stakeholders to execute PE strategies.
The incumbent will report to the regional PE Site Champion.
The successful candidate will: Drive key PE initiatives (Process and Centre level) for GSN. Leverage best practices across GSN teams in JAPA. Deploy site PE training (e-learning modules). Conduct Frontline and Team Leader huddles. Mentor and coach GSN employees on PE Tools. Conduct brainstorming sessions with teams to identify process improvement opportunities. Execute as well as facilitate key projects. Track performance improvement ideas. Measure and report the overall success of the PE program and present to site leadership. Site branding and communication for PE.
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: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Service Delivery Leader
Role: Service Delivery Leader
Keyskills: Process Improvement, Process Excellence, Performance Improvement, six sigma, process re – engineering, industrial engineering.

Bringing the Balanced Scorecard Back to Life

Some industry analysts and organizational executives have questioned the effectiveness of the balanced scorecard. The tool, introduced by Robert Kaplan and David Norton in 1992 in an article in the Harvard Business Review, is used to articulate to individual employees the organizational goals and objectives set by management.

But some modern critics of the balanced scorecard have gone as far as to proclaim that it no longer possesses the potency to fill this communication function. Others have argued that the effectiveness of the scorecard has been overhyped by software solution providers and consultants who have promised quick fixes to problems associated with strategy execution.

After reviewing these arguments and accusations, a logical question arises: Is the balanced scorecard dead?

Elements of Scorecard Survival

By asking if the balanced scorecard is dead, an individual is really asking whether or not it has completely lost its effectiveness in driving organizational transformation and strategy execution. For this specific question, the answer is not simple. To derive an answer, a different question has to be asked: Can the balanced scorecard die? The answer to this question is yes.

Any successful scorecard implementation has two requisites: a commitment from leadership and organizational buy-in. The leadership has to believe the balanced scorecard will communicate strategy and the organization has to feel that it will bring positive results. When leadership is lukewarm on the scorecard or if there are significant personnel changes in the executive ranks, there can be a serious lack of continuity, which can disrupt and even end an implementation. Also, if an effective business case is not made to the organization for the adoption of the balanced scorecard, individuals may perceive it as a system that will create bureaucracy and enhance the difficulty of their daily jobs. Behind every effective implementation, there is a commitment from leadership and there is buy-in from organizational business units and individuals. Without these key elements, the balanced scorecard dies.

Scorecards and Dashboards: Know the Difference

While critics of the balanced scorecard have been quick to accuse software solution providers and consultants of falsely describing its benefits, they have neglected to acknowledge the confusion that exists in the marketplace between scorecards and dashboards. As organizations have sought to automate their performance measurements, the terms scorecard and dashboard have been confused with one another and used interchangeably. This confusion has damaged the perception of the balanced scorecard. Some companies have implemented dashboards with the expectation that they would yield the same results as the balanced scorecard.

But according to performance management expert Gary Cokins, there is a clear distinction between dashboards and scorecards: Scorecards display organizational performance as it relates to strategic objectives and plans (key performance indicators are typically derived from a strategy map and have a relation to one another), while dashboards are focused on measuring the performance of business processes through measurements that do not have a clear link to strategy. By understanding this distinction, organizational executives and managers can set reasonable expectations for their scorecards or dashboards.

Signs of Life

So if it is possible for the balanced scorecard to die in an organization, what signs show that it lives? A living scorecard fulfills numerous roles, including:

  1. Communication system and framework – The balanced scorecard communicates organizational progress and results through leading and lagging indicators segmented into four perspectives: financial, customer, internal process and learning/growth. Employees can gain an understanding of how their efforts contribute to organizational progress and success as communicated through these performance measures.
  2. A process that drives change – Using the balanced scorecard, executives and managers are able to break organizational strategy down to understandable terms and manage change by implementing initiatives derived from a strategy map.
  3. A measurement system – The scorecard reports on past operating performance and the drivers of future performance.

Set Reasonable Expectations

Ensuring the effectiveness of the balanced scorecard is about creating performance measurements, as well as linking the organization to strategy. Skepticism has developed over the scorecard because unreasonable expectations have been tied to it. On the journey to strategy execution and performance improvement, there are no easy or quick solutions. By gaining the commitment of leadership, the support of employees and putting forth the effort to translate strategy, the balanced scorecard can live in an organization and generate results.

The Six Sigma Connection in Branding Your Business

As more businesses start to enter the marketplace, the need for each business to stand out increases. No two businesses are identical; all have their unique strengths and all can stand out in their own special way. That’s why many companies spend the time and money developing a distinctive brand voice for their company.

Creating a strong brand is extremely important for your business — it can mean the difference between success and failure.

Definition of Branding in Business

By definition, branding is the practice of creating a name, symbol or logo that not only identifies and differentiates a product or service from competitors, but instills the promise of quality and reputation in your target audience. An effective branding strategy will give you the edge in a competitive market.

The Six Sigma and Branding Connection

In order to elicit confidence in your target audience (customers and clients) in your branding, understanding the Voice of the Customer (VOC) is extremely important.  This is found within the Define phase of the DMAIC process; it is the customer’s voice, and defines what your target customer’s needs, wants and expectations are in relation to your service or product.

By knowing the VOC, you can develop a branding strategy that will fulfill your target customer’s expectations and requirements as well as distinguish your business from your competitors.

The Analogy

If all your customer wanted was a glass of cold water, and you gave them a glass of very expensive champagne, that would not be giving your customer what they expected and required. So even though you are spending more money and the value is higher, that is not what your customer expected or wanted. So you would have a very unhappy, thirsty customer, who possibly would not return to do business with you.

This is why understanding the VOC is so critical, not only in developing your processes in your business, but in your business branding as well. Remember, you are in business for your customers. They are the most important commodity you have. If you don’t take care of them, your competitors will. Using VOC when you begin your branding strategy will ensure that you attract the right customers for your business.

Great Teachers Created by Six Sigma

Everybody assumes if a person knows how to do something, that they can also teach it. This is true if we are dealing with a manual activity, such as cleaning a dog kennel or mowing a lawn. But for tasks that are more intricate, such as learning algebra or training a person to teach others, this isn’t always the case.

This is when it is evident that not all teachers are created equal. There is a special skill to training others. These are “people training” skills, and it is completely separate from teaching the skill itself.

A truly effective teacher or trainer is able to reach, engage, and train the human being at the same time they are teaching the student. Having people training skills in teaching is what makes a teacher great.

Your Favorite Teachers

We have all had them in school, those teachers who we just understood the subject and could explain it without a problem. They were magical, and we loved to learn from them. It was almost as though they knew what we were going to ask, and answered our questions before we even asked them. The main reason for this is that they never forgot what it was like to be a student.

Six Sigma Methodology for Training People

The Six Sigma methodology would work great for having a grasp on training others to train. It organizes an excellent process that leaves no stone unturned. DMAIC would be especially helpful for organizing the “people training skills” part, since this is the missing part in most training plans.

An effective trainer/teacher will incorporate interactive experiences so that the student understands the learning process. This adds value to any company, producing a much-needed crop of trainers who actually understand the art of teaching others.

Black Belt Manager Opening @ AON Hewitt

Job Description

Location: Navi Mumbai
Job Title – Black Belt -Quality Manager

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.

Required

  • Good communication in English
  • Total work experience of 3-5year in BPO/ Shared Services
  • Green Belt Certified/ Six Sigma / Lean trained
  • Relevant/ industry work experience of year or more
  • Training and Facilitation Skills and experience
  • Analytical skills to interpret various Quality graphs / tool outputs
  • Excellent oral, written, cross functional and interpersonal communication skills.
  • Learning ability with customer orientation and a keen eye for process improvement.

Preferred

  • Exposure to COPC, ISO, TQM and other Quality methodologies/systems
  • Knowledge of Minitab
  • Knowledge of MS-Access
  • Technical Skills Good knowledge of MS Excel , Power Point and MS Visio

Please send your resumes along with  following details -Monica.t.2@aon.com

Please send your resumes along with following details Monica.t.2@aon.com to fix a schedule for the interview based on your availability. Due to the criticality of the projects, preference would be given to the candidates who could join us in short lead time(1Month)

Salary: Best in Industry
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: lean six sigma, lean black belt, lean, process excellence, process management, lean, quality assurance, process, project and manager, process improvement, six sigma.

Senior Manager-JREQ072360

OB DESCRIPTION:
The primary responsibilities include:

  • Senior Manager PMO at Thomson Reuters : –
  • Analyzes project profitability, revenue, margins, bill rates and utilization
  • Prepares for engagement reviews and quality assurance procedures as a part of the project governance
  • Plan and conduct regular engagement level business reviews
  • Risk identification and mitigation planning
  • Resource forecasting, project planning and base lining sign-off
  • Develop schedules, project budget and track to engagement objectives
  • Monitor order to cash process
  • Devise project plans, track milestones, and raise timely red flags and present mitigation plans to the stakeholders
  • Manage stakeholder communication
  • Track project deliverables using appropriate tools
  • Facilitates team and client meetings effectively


COMPETENCIES:

  • Hands on experience on project transition both onsite and offshore is a must
  • Ability to design and document processes (Preferably in MS Visio)


EXPERIENCE:
8 -10 years of project management experience is required

SKILLS:

  • Candidate must have the knowledge of devising MS Project plans and should be proficient in MS-office
  • Strong data analysis skills required
  • Excellent written and verbal communication skills required


QUALIFICATION:
Full time Bachelor’s degree and project management certification (PMP / PRINCE2) is a must

LOCATION:
Noida
 Qualifications

Short-Run Statistical Process Control Techniques

Short production runs are a necessity in high-mix, low-volume manufacturing environments. The trend in manufacturing has been toward smaller production runs, with production runs – as well as products – tailored to the individual customer’s needs. Although this minimizes inventory and improves responsiveness to the customer, it complicates the application of statistical process control (SPC).

Classical statistical process control (SPC) methods, such as individual and moving range, X-bar and R charts, were developed in the era of mass production of identical parts. Production runs lasted for weeks, months and even years. Many SPC rules of thumb were created for this environment (as noted in The Six Sigma Handbook by Thomas Pyzdek). This may not have been a problem in low-mix, high-volume production, but it is impractical or impossible in today’s high-mix, low-volume production. In a low-volume, high-mix situation the entire production run can be fewer parts than are required to start a standard control chart. Standard SPC methods can be modified slightly to work with small runs.

Analyzing Variable Data

As a rule of thumb, if at least 10 different values occur and repeat values make up no more than 20 percent of the data set, data can be considered variable. Otherwise the data is considered to be discrete and attribute control charts should be used.1 There are several approaches for short runs using variable data, but the Z-MR chart is preferred because all the subgroups are used; other methods exclude subgroups. The following explains what the Z-MR chart is and how practitioners can use it.

Using a Z-chart

Statisticians and engineers often use normalizing transformations. Sigma level and process capability are two common applications of normalizing transforms. Sigma level is the same thing as Z-value – this normalization is simply the number of standard deviations from a value of interest and the mean of the data. The Z-value can be used to create control charts that are independent of the units of measure. Several different characteristics can be plotted on the same control chart as long as they are produced in a similar process. Z-charts are independent of the units of measure and can be thought of as true process control charts. A Z-MR chart can be used with short-run processes when there is not enough data in each run to calculate proper control limits. Z-MR charts standardize the measurement data by subtracting the mean to center the data, then dividing by the standard deviation.


Standardizing allows a practitioner to evaluate data from different runs by interpreting a single control chart. The Z-chart option is supported by Minitab (and other statistical software products). The standardized data comes from a population with the mean = 0 and the standard deviation = 1. With that, a single plot can be used for the standardized data from different parts or products. The resulting control chart has a center line at 0, an upper limit at +3 and a lower limit at -3.

Example of a Z-chart

A specialty manufacturer of pick-and-place heads for small parts has a new process for making a vacuum orifice. This process is being used on eight parts with different-sized orifices ranging from 10 microns to 30 microns in diameter. These parts are hard to measure and are run in small batches. There are, thus, few samples to study but whether the process is stable and controlled needs to be understood. (Note that the measurement system has been validated.)

The two parts of Table 1 show the first set of data.

Table 1: Sample Data Set (Part 1)
Part Numbers Measurement
1 10.34
1 9.23
1 10.54
1 9.84
1 10.30
2 17.56
2 19.26
2 22.72
2 18.45
2 21.42
3 25.08
3 25.02
3 24.46
3 24.80
3 24.39
4 20.01
4 19.93
4 19.96
4 19.97
4 19.89
5 10.58
5 9.12
5 10.67
5 10.38
5 10.39
6 29.37
6 29.43
6 30.16
6 31.56
6 30.23
7 29.52
7 30.56
7 26.59
7 27.57
7 29.66
“>8 9.57
8 9.90
8 10.20
8 13.50
8 12.67
Table 1: Sample Data Set (Part 2)
Part Number Mean Standard Deviation Range
1 10.049 0.523 1.303
2 19.88 2.136 5.16
3 27.749 0.315 0.686
4 19.953 0.0438 0.116
5 10.229 0.632 1.552
6 30.149  0.883 2.185
7 28.782 1.639 3.969
8 11.168 1.788 3.932

If this data is put in an individual and moving range (I-MR) chart, the result has little meaning as there is not enough data to calculate statistically correct control limits. A Z-chart (Figure 1) can overcome this limitation.

Figure 1: I-MR Chart of Measurements by Part Numbers

Figure 1: I-MR Chart of Measurements by Part Numbers

To build the Z-chart using Minitab: choose Stat > Control Charts > Variables Charts for Individuals > Z-MR Chart. In Variables, select Measurement and Part Numbers for part indicator.

Figure 2: Using Minitab to Create Z-chart

Figure 2: Using Minitab to Create Z-chart

Minitab provides four methods for estimating , process standard deviations. Choose an estimation method based on the properties of the particular process or product at hand. Or enter a historical value. The data plotted in the Z-chart is Zi where . Make assumptions about the process variation, but note that this should not be taken lightly as results will differ between assumptions. Based on the assumptions made, the estimate of standard deviation changes.

Use Table 2 to help select a method of estimation.

Table 2: How to Select a Method of Estimation
Method Type Use When Does This
Constant (pool all data) All the output from the process has the same variance – regardless of the size of the measurement Pools all the data across runs and parts to obtain a common estimate of s
Relative to size (pool all data, use log [data]) The variance increases in a fairly constant manner as the size of the measurement increases
  • Takes the natural log of the data, pools the transformed data across all runs and all parts, and obtains a common estimate of s for the transformed data
  • The natural log transformation stabilizes the variation in cases where variation increases as the size of the measurement increases
By parts (pool all runs of same part/batch) All runs of a particular part or product have the same variance Combines all runs of the same part or product to estimate s
By runs (no pooling) * default option It cannot be assumed that all runs of a particular part or product have the same variance Estimates s for each run independently

Under Z-MR Options, select estimates and pick “by Runs” (default) as equal variance cannot be assumed, as shown in Figure 3.

Figure 3: Selection of Z-MR Options

Figure 3: Selection of Z-MR Options

Click OK and OK again. The resulting control chart is shown in Figure 4.

Figure 3: Z-MR Chart

Figure 3: Z-MR Chart

The process is stable and in control.

Stabilized (Z) Attribute Control Charts

There are two issues with plotting attribute data from short-run processes.

  1. Different subgroup sizes that result in messy charts with different control limits for each subgroup. Even patterns are difficult to detect. As the sample size changes, the central tendency changes along with the control limits.
  2. There are a small number of subgroups per production run. This makes it difficult to track process trends because the trends are broken up across many different control charts for the same part number. Technically, there are not enough subgroups to calculate statistically valid control limits.

Because of these difficulties, many people believe that SPC is practical only for long, high-volume runs. This is not necessarily true. In many cases, stabilized attribute charts can eliminate both of these problems. The downsides to stabilized charts are that they are more complicated to develop and there are not standard options in most common statistical software. These charts must be made manually or a macro must be created. They may require more effort but they can be useful.

Stabilized attribute charts may be used if a process is producing parts or features that are similar. Stabilized (Z) attribute control charts also solve the issue of varying control limits and central lines due to varying sample sizes, making the chart easy to visibly interpret.

Here is a typical scenario: A job-shop welding operation produces small quantities of custom items. The operation, however, always involves joining parts of similar material and similar size. The process control statistic is weld imperfections per 100 inches of weld.

Methods used to create stabilized (Z) attribute control charts are all based on their corresponding classical long-run attribute control chart methods. There are four basic types of control charts involved:

  1. Stabilized p charts for proportion of defective units per sample
  2. Stabilized np charts for the number of defective units per sample
  3. Stabilized c charts for the number of defects per unit
  4. Stabilized u charts for the average number of defects per unit

All of these charts are based on the following transformation:

Table 3: Classical Long-run Attribute Control Chart Methods

Table 3: Classical Long-run Attribute Control Chart Methods

Stabilized (Z) attribute charts can be used for long-run u and p charts with varying sample sizes. This can be used to eliminate the varying and confusing control limits.

For example, 10 part numbers run in different small runs. The parts are similar but different. The number of defective units has been recorded and it is desired to determine if the process is in control. Table 4 displays the application of the formulae above. The calculated Z scores can then be plotted and compared to ±3 standard deviations. As all our values fall within ±3, our process is in statistical control for defective units.

Table 4: Results of Small Run Results
Part Number Sample Size Defectives (np) p Z UCL LCL
1 10 1 0.1 1 0.942809 0.942809 0 3 -3
2 15 2 0.133333 1.06066 3 -3
3 20 2 0.1 1.06066 3 -3
4 15 1 0.066667 0 3 -3
5 8 1 0.125 0 3 -3
6 10 1 0.1 0 3 -3
7 12 1 0.083333 0 3 -3
8 15 0 0 -1.06066 3 -3
9 10 0 0 -1.06066 3 -3

Figure 4: Defective (np) Z Chart

Figure 4: Defective (np) Z Chart

Conclusion

SPC can be used for short production runs and may be helpful in any operation. At a minimum, these charts are more tools to include in the continuous improvement toolbox.

Prince 2 / Agile JOB- Demand and Delivery Manager

 

Skills:-
Primary Skills:-
Project Manager

Secondary Skills:- Stakeholder Management

Role Purpose:-
• Lead the project phase of a demand from the G0 gate to the G5/6 gate; coordinate and collect deliverables for the gating decisions and their submission for approval. Manage the project delivery for all national and international connectivity demand requests from major customers (OpCos) and Group Functions in scope of GDC and the International Transmission Programs (ITxP).

• Drive the resource allocation for projects in scope of Service Delivery according to the agreed prioritization across the GDC organization

• Accountable for project budget management and business approval for connectivity projects managed.

• Drive the interaction with the customer on a project level and provide a project interface for other stakeholders

• Deliver project reports and ensure that project framework KPIs are kept

• Deliver proposals with costs, effort and committed plan to the customer and facilitate for a fast customer decision for delivery after G2 (customer order)

• Maintain interface to the Demand Management team, ensure an efficient hand over of project management responsibilities after G1 is approved and ensure that the quality level of demands are sufficient to be taken forward as a project

• Manage local and central Connectivity demands during delivery incl. implementation, testing and hand over to operations (also called service assurance). Further manage the concept and feasibility assessment of local connectivity demands within GDC.

• Proactively support Principal Service Delivery Manager in managing escalations up to Sr. Management level.

• Demonstrate leadership in respect to managing large project teams and team work with suppliers in GDC during all delivery phases.

• Capable of working in a distributed and diverse international team of Network core / services planners and implementers including Opco staff, third parties and Group Functions.

• Interface to specialized regions to support customer transport demands and delivery.

• Ensure the implementation and maintenance of the process for Service Delivery between all required stakeholders and required parties as part of the overall GDC operational model

Key Accountabilities:-
Project Charter.

• Manage all customer driven connectivity projects for VF in the Vodafone Europe & AMEAP regions, 3rd parties and partner markets.
• Lead multi projects and programs, exploiting team’s core capabilities in detailed design, build, test, implementation and project management of connectivity services and strategic projects.
• Responsible for the project delivery of all local connectivity demands that require either local or central delivery
• Own and manage the project budget for the projects in accountability that deliver customer driven projects in scope of the NSU product portfolio
• Drive prioritization in all NSU departments required for a customer driven project.
• Manage the process to build a delivery community with local and central connectivity customers
• Manage virtual project teams with local and central functions, NSU suppliers, 3rd parties and customers.
• Active project reporting and feedback to requesting parties and suppliers during and delivery phase.
• Manage escalations on project level and find solution / compromises for customers’ issues (incl. budget, solution and resource) and alignment with Group Functions (e.g. Finance).
• Responsible for managing relationship with customers and internal suppliers through day-to-day contact, handling complex and unusual procedures. Acquires and develops orders with
• Lead and project manage strategic GDC initiatives
• Ensure and foster good team work between all suppliers in GDC and in other relevant VT-N department (e.g. VT-N Core) and demonstrate leadership role in respect to run the GDC customer interface.
• Build a delivery community with local and central connectivity customers
• Manage the process within GDC for a customer focused management of NSU deliverables in region.
• Manage the process within GDC to decouple local connectivity demands from local delivery teams.
• Drive innovation opportunities and influence the technical solution to problems and the approach to be taken for all local and central GDC units

Behavioral/ Personality Specifications required:-
Vodafone Way
Customer Obsessed
We are passionate about exceeding expectations:
• Assess best solution in line with customer requirements
• Deliver in time against committed budget and resources
• Good analytical skills
• Strong oral and written skills
• Excellent reporting skills

• Very good communicator comfortable working with all cultures.
Innovation Hungry
We create and deliver new products, services and ways of working that delight our customers
Ambitious & Competitive
We bring energy and passion to our work and always aim to beat the competition:
• Experience in having “Helicopter” view on projects
• Excellent planning
• Experience in integrated program management methods
One Company, Local Roots
We work across Vodafone to achieve the best outcome for customers, employees and shareholders
Speed
We drive speed to market.  We relentlessly prioritise and pursue the outcomes that matter to our business
Simplicity
We make things simple for our customers, partners and colleagues:
Trust
We are reliable and transparent to deal with.  We deliver for others and trust others to do likewise

 Desired Profile:-

Essential:-
 Broad Technical ability in Telecoms to enable analysis of complex requirements.
 Knowledge of Transport, cross-functional (IP) services and testing tools desirable.
 Proven Project Management capability (PMI, PRINCE2, Agile)
 Very good understanding of business processes and needs
 Strong communication skills – ability to balance conflicting needs

Desired:-
 Multi-national experience preferred
 Experience in complex programs in a technological or commercial context

Education/ Technical/ Functional Qualifications and/or Professional Certifications:-
Essential
:-
 BE/BTech. in Electronics / Telecom/IT
 Project / Delivery Management

Desired:-
 Work experience in Network Planning

 Location
 : 

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