Lean six sigma JOB-Assistant Manager/Manager

VWR (NASDAQ: VWR), headquartered in Radnor, Pennsylvania, is a leading, independent provider of laboratory products, services and solutions with worldwide sales in excess of $4.5 billion in 2016. VWR enables science in laboratory and production facilities in the pharmaceutical, biotechnology, industrial, education, government and healthcare industries. With more than 160 years of experience, VWR offers a well-established network that reaches thousands of specialized laboratories and facilities spanning the globe. VWR has more than 8,500 associates working to streamline the way scientists, medical professionals and production engineers stock and manage their businesses. In addition, VWR supports its customers by providing value-added service offerings, research support, laboratory services and operations services.
Designation Assistant Manager – Quality and Business Process Re-engineering – 1 Opening(s)
Job Description Key Tasks: 

  • Responsible for end to end Transition efforts to have a proper stabilized operations post transition & Implement operational governance
  • Design and implement KPI measures/service levels
  • Client/Stakeholder expectation management through NPS
  • Drive organizational compliance to ISO 9001:2015
  • Drive continuous improvement culture through training, co-ordination and implementation of principles of Lean/Six Sigma in day-to-day operations in VWR Global Business Center
  • Work closely with operation teams to obtain input of diverse views, facilitate generation of ideas, analyze operational risks, extend support in managing stakeholders/client escalations (RCA/CAPA)
  • Guide operations to conduct process capability study, prepare contingency plan for all levels and develop FSS to staff for holidays based on volume and process capability study
  • Prepare Dashboard/Reports by collecting, analyzing, and summarizing Operations data; making recommendations
  • Support Team to establish statistical confidence by identifying Significant sample size and acceptable error; determining levels of confidence
  • Conduct Process Audit to ensure processes are compliant with ISO requirements.
Desired Profile Skills, knowledge & experience:

  • Minimum 5 years of work experience in managing Quality and driving Continual Improvement projects which should be of Mid/large sized Cross functional
  • Have experience in handling team
  • Graduation/Post Graduation
  • Professional certification like ISO Auditor, Six Sigma, Kaizen, Project Management etc will be added advantage.
  • Hands on experience in MS application (like excel, power point, Visio)
  • Ability to work with minimal supervision and manage multiple tasks/projects simultaneously
  • Strong writing and presentation skills, with an ability to produce high-quality deliverables created through collaboration.
  • Experience in handling change related aspects of business processes including driving continuous improvement in day to day service delivery environment
  • Good analytical skills – Applied Knowledge in Basic QC tools such as Root cause analyze , Fish bone diagram, Pareto, Run Charts, etc.,
  • Ability to quickly adapt to change and to work in a high-energy fast paced environment working against deadlines
Experience 5 – 8 Years
Industry Type BPO / Call Centre / ITES
Role Assistant Manager/Manager-(Technical)
Functional Area ITES, BPO, KPO, LPO, Customer Service, Operations
Employment Type Full Time , Permanent Job
Education UG – Any Graduate – Any Specialization

PG –

Doctorate –

Compensation:  Not disclosed
Location Coimbatore
Keywords lean six sigma, training coordination, operations, iso 9001, quality management, process audit, iso auditor, six sigma, kaizen, project management, root cause analyze, fish bone diagram, pareto run charts.

Lean six sigma JOB- Quality Assurance/Quality Control Manager

Job Description

Quality DNA (Training & Certifications)
Working with Leadership, Business Champions and/or functional managers, to select and prioritize projects aligned with business goals
Drive various improvement projects
Provide project leadership includes identifying opportunities, defining and financially justifying projects,
Support in developing Lean Six Sigma implementation plan and develops project team members in the implementation of Six Sigma methodologies.
Conduct Yellow Belt/Green Belt etc. training sessions
Coach/mentor improvement project leaders and develop highly successful teamsto increase their Six Sigma problem solving and process improvement skills
Experience facilitating Kaizen, 5S and Ideation program
Coordinating and prioritizing Lean Six Sigma project activities with all functions New Business, Underwriting, Policy Owner Services, Claims Administration, Distributor Services, and Customer Services etc.
Conduct ongoing project reviews (weekly/monthly) with all Green Belts & project owners.
Lean Six Sigma Tools, aiding in project documentation and guiding through the Certification process.
Drive Good Idea program, an innovation program, to collate ideas and drive implementation with respective stakeholders

Qualification
Graduate/Post Graduate
Black Belt Certified
desired:
ISO Lead Auditor Certification
CMMi SVC Practitioner
COPC Practitioner

Experience
4 -6 years experience as Black Belt
Executed at least 2 -5 project
Experience in conducting Six Sigma Training

Salary: INR 8,00,000 – 13,00,000 P.A.
Industry: Insurance
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Quality
Role: Quality Assurance/Quality Control Manager
Employment Type: Permanent Job, Full Time
Keyskills: Lean Six Sigma, Process Improvement, Quality Management, Certified Black Belt, Kaizen, Green Belt, Training, CMMI, ISO, Six Sigma Implementation.

Start Now with 10 Keys to Successful Transformation

There is no need for another survey to confirm what healthcare professionals already know – healthcare delivery is overdue for a major renovation. New management models and strategies must be adopted that will:

  • Enable quick, sustainable results around immediate issues.
  • Equip teams with solid problem-solving skills and proven best practices.
  • Empower the organization with a framework that seamlessly aligns process improvement, performance, strategy and management systems.

Is this an impossible mission? Can a century of tradition in terms of workflow, culture, financial management and the assurance of quality be overturned? Can healthcare professionals speed up the process of change and effectively spread the gains across an entire service line, hospital or integrated delivery network?

Perhaps the question should be: Can the profession afford not to?

Continuing Pressure for Change

The need for large-scale change is not going away. Patients continue to leave overcrowded emergency rooms without being seen. Medical and technological advances continue to outpace the required adjustments in process and education.

An aging and better-informed populace places higher expectations and added strain on the system. An unacceptable percentage of revenue continues to slip through the cracks of a fractured charge capture system. In addition, although there have been some gains in reducing medical errors, recent reports underscore lingering problems with the quality of patient care.

“While almost every other industry critical to the American economy has undergone some form of systematic, data-supported, quality-improvement process, health care is woefully behind the curve.”

To save the U.S. health system, from both a financial and quality perspective, many are now calling for widespread adoption of information technology. There are undeniable advantages in adopting solutions such as an electronic health record, computerized physician order entry (CPOE) or picture archiving and communications systems (PACS) in radiology. However, while a necessary and critical step forward, the push for interoperability and IT implementation represents only a partial answer.

Simply overlaying 21st century technologies on top of 20th century workflow will not automatically yield the anticipated cost, quality and efficiency benefits. Merely automating a broken process is not the answer. Hospitals must redesign processes and address the human side of change to realize a safer, more efficient and cost-effective system.

New technology, clinical breakthroughs and digitization will only do part of the job. And real transformation is not about turning the keys over to high-priced consulting firms that “specialize” in everything from software to investment banking, and usually produce voluminous reports rather than results. It will take more than an edict from the board of directors or a mandate from regulators. It is not about hiring a herd of new MBAs to replace the current department managers and clinical leaders.

What It Will Take

So what will it take to transform healthcare?

Solving today’s problems and ensuring a viable system for the future will require a fundamental shift in mindset and management models. It will take the combined power of proven best practices, evidence-based process control, change management techniques and leadership strategies.

It definitely takes leadership and vision to ignite transformation, but there are other critical ingredients and steps that must be considered as well. As evidenced by an increasing push toward public reporting, genuine transformation in healthcare will not happen without transparency. And because healthcare has not yet shed its traditional “blame and shame” approach to dealing with serious issues, transparency cannot happen without culture change. And finally, culture change will not happen without a bold vision, a common toolset and unwavering commitment.

“Achieving zero defects in health care has to be the goal. I really believe we can do it.”

—Martin Merry, MD,
University of New Hampshire

This is admittedly a tall order. But the healthcare organizations that have actually managed to achieve and sustain such a system-wide transformation are proof that it is possible. Why did they succeed where others have failed? How were they able to beat the odds and meet their objectives? What enabled them to create an environment that encourages excellence at all levels of the organization? Even more importantly, how were they able to maintain results over time, instead of watching them unravel as so many past efforts have done?

Keys to Successful Transformation

Highly successful healthcare organizations – like those which are inching their way up on the top 100 list, for example – have embraced many of these 10 keys to successful transformation:

  1. Define a vision for the future and know the organization’s current state by analyzing market, culture, technology, community needs and opportunities for improvement.
  2. Develop a communication plan to reach all levels of the organization.
  3. Visibly champion the cause showing strong leadership involvement and support.
  4. Build internal skills to solve problems and lead change efforts (i.e., Six Sigma, Lean, change management, simulation modeling, etc.).
  5. Seek early, measurable wins to build momentum, overcome skepticism and encourage participation.
  6. Take a balanced, holistic approach to ensure that gains in one area do not cause problems in another.
  7. Reach out and learn from others who have embarked on similar initiatives – whether inside or outside the organization’s particular industry.
  8. Establish alignment and accountability by linking major goals and core business metrics to projects and performance.
  9. Create monitoring mechanisms to ensure that results are maintained.
  10. Recognize, reward and celebrate success on a regular basis.

Vision, Framework and Culture Change

Any transformation must begin with a vision. Most executive teams have already crafted a mission statement and usually have a clear vision as to where they want to take their organizations. Turning that vision into reality is a bigger challenge – especially in today’s complex environment.

Successful improvement initiatives will seek a sense of balance through an interwoven framework that addresses the technical and cultural aspects of change. For some, this framework has included methods such as Lean, Six Sigma, change management and leadership development. These are complementary elements that can be used throughout the healthcare enterprise to drive long-term results.

Transformation is not about training, and it is not even just about the individual tools themselves. It is about changing the culture and developing enough experience to know which tool to apply to each issue. The figure below illustrates a series of integrated steps or phases that help to build a strong framework and lead to long-term results.

Culture Change

Culture Change

Some problems may require the rigor of Six Sigma or Lean, while others may simply be a matter of making a decision – with many variations in between. Similar to the concept of giving the right care to the right patient at the right time, it is important to know which tool should be applied to each problem-solving opportunity.

Transformation is a journey, rather than a destination. The 10 keys to successful transformation represent some guideposts along the way and are based on lessons from successful healthcare providers. They also align with, and are complementary to, the Malcolm Baldrige National Quality Award criteria.

Whether a healthcare organization decides to start by building the roadmap for its overall vision and fully equipping the team, or just taking one step at a time, the important thing is to begin.

LEAN SIX SIGMA- TECH DELIVERY & OP EXCELLENCE PRACTITIONER

JOB DESCRIPTION

Role : Tech Delivery&Op Excellence Practitioner

Role Description :
Design, build and configure applications to meet business process and application requirements.

1)Understand how to deliver value to clients, and use that commercial competency to apply methods or certifications appropriately.
2)Attention to detail and deep expertise allow them to see inherent risks or improvement opportunities that others may not.
3)Work directly with client teams to ensure a high standard of delivery and operational excellence are met.”

Salary: Not Disclosed by Recruiter
Industry: IT-Software / Software Services
Functional Area: IT Software – Application Programming, Maintenance
Role Category: Admin/Maintenance/Security/Data warehousing
Role: Technical Support Engineer
Employment Type: Permanent Job, Full Time
Keyskills: Lean Six Sigma, Op Excellence, Operational Excellence, business process.

LEAN SIX SIGMA- TECH DELIVERY & OP EXCELLENCE PRACTITIONER

JOB DESCRIPTION

Role : Tech Delivery&Op Excellence Practitioner

Role Description :
Design, build and configure applications to meet business process and application requirements.

Salary: Not Disclosed by Recruiter
Industry: IT-Software / Software Services
Functional Area: IT Software – Application Programming, Maintenance
Role Category: Admin/Maintenance/Security/Data warehousing
Role: Technical Support Engineer
Employment Type: Permanent Job, Full Time
Keyskills: Lean Six Sigma, Business Process, Operational Excellence, Tech Delivery, Op Excellence.

AVP – Consulting – Six Sigma/black Belt Certified – Investment Banking

Job Description

We are looking for professional in Investment Banking domain who have been working in financial services, highly driven, result oriented and can work in a third party set up.

Must have

Experienced Process Reengineering/Transformation resources who have managed the delivery of process study, recommendations and implementation in Finance (Record-to-report, Planning & Analysis, Product Control, Regulatory Reporting) and/or Banking (IB Operations & middle office, Wealth management ops, credit lending ops, commercial finance ops etc.). In addition, looking for good grounding in application of Lean/Agile techniques.

Specific JD :

1. Build and deliver a portfolio of process improvement projects – which are prioritized together with process owners – and serve either as project lead or project coach to process organization

2. Enable Group Finance to transform from a functional-oriented organization to a process-oriented organization as part of their Target Operating Model

3. Embed continuous improvement capabilities into the organization by orchestrating specific process training to the process participants to empower them to implement process improvements measures themselves

4. Build and foster effective partnerships and collaborative relationships with key stakeholders – both inside and outside GF

Ideal Candidate should have –

1. University degree and 10 -12 years of hands-on & practical process improvement experience in financial industry

2. Hands-on experience in driving process re-engineering initiatives and expertise knowledge of Process Excellence methods (Lean Six Sigma)

3. Six Sigma certification will be an advantage

4. Ability to drive cultural change in the organization

5. Ability to mentor improvement projects

6. Demonstrable change management experience – also with senior management

7. Proven track record of leading & delivering initiatives with global & matrix organizations

8. Strong analytical skills as well as excellent problem solving skills

9. Effective influencing & facilitation skills – collaborative sparring partner

10. Confident & professional communication style

11. Ability & cultural sensitivity to motivate and inspire others

12. Proficiency in English

Reema Ahuja

Salary: Not Disclosed by Recruiter
Industry: KPO / Research / Analytics
Functional Area: Other
Employment Type: Permanent Job, Full Time
Keyskills: Certified Black Belt, Process Excellence, Process Training, Process Improvement, Lean Six Sigma, Operations, Investment Banking, Change Management, Middle Office, Lean Six sigma black belt.

LEAN SIX SIGMA- TECH DELIVERY & OP EXCELLENCE PRACTITIONER

JOB DESCRIPTION

Role : Tech Delivery&Op Excellence Practitioner

Role Description :
Design, build and configure applications to meet business process and application requirements.

Salary: Not Disclosed by Recruiter
Industry: IT-Software / Software Services
Functional Area: IT Software – Application Programming, Maintenance
Role Category: Admin/Maintenance/Security/Datawarehousing
Role: Technical Support Engineer
Employment Type: Permanent Job, Full Time
Keyskills:

Lean Six Sigma, Business Process, Operational Excellence, Tech Delivery, Op Excellence.

DESIRED CANDIDATE PROFILE

Must have Skills : Lean Six Sigma

Good to Have Skills : Operational Excellence

Job Description :

1)Understand how to deliver value to clients, and use that commercial competency to apply methods or certifications appropriately.
2)Attention to detail and deep expertise allow them to see inherent risks or improvement opportunities that others may not.
3)Work directly with client teams to ensure a high standard of delivery and operational excellence are met.”

LEAN SIX SIGMA

JOB DESCRIPTION

Role : Tech Delivery&Op Excellence Practitioner

Role Description : Design, build and configure applications to meet business process and application requirements.

Must have Skills : Lean Six Sigma

Good to Have Skills : Operational Excellence

Job Description :

1)Understand how to deliver value to clients, and use that commercial competency to apply methods or certifications appropriately.
2)Attention to detail and deep expertise allow them to see inherent risks or improvement opportunities that others may not.
3)Work directly with client teams to ensure a high standard of delivery and operational excellence are met.

Salary: Not Disclosed by Recruiter
Industry: IT-Software / Software Services
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Operations
Role: Operations Manager
Keyskills: Lean Six Sigma, Operations, Operational Excellence, Business Process.

Six sigma JOB- Quality Assurance/Quality Control Manager

Job Description

Strong Quantitative and problem solving ability: Ability to conceptualize complex problems and develop an Analytical road map for them.

People Leadership: Ability to coach & mentor people

Demonstrates the ability to facilitate meetings to generate ideas and make key decisions

Creates a team environment of accountability and commitment for reaching project goals

Specific Competence (Desirable) Consulting / ‘Strategic Initiatives’ group / Lean Six Sigma experience Key Roles and Responsibilities:

Lead Quality Projects for the business, individually.

Identifying areas of significant Customer Business Impact and improvement opportunities therein and provide strategic direction & thought leadership

Focus on Process improvement and cost reduction for clients to deliver tangible benefits

Lead and Implement business process management system for new clients

Drive and Track Quality DNA – training, testing & certification, Lead any other analytics and productivity initiatives.

Coaching and Mentoring Process Owners and Team Members in DMAIC and Lean.

Salary: Not Disclosed by Recruiter
Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Quality
Role: Quality Assurance/Quality Control Manager
Keyskills: Black Belt, Lean Six Sigma, Dmaic, Process Improvement. Quality Management. Six Sigma, Quality, Business Process Management, Cost Reduction, People Leadership, Problem Solving.

Manager- Quality ((six Sigma Black Belt))

Job Description

Strong Quantitative and problem solving ability: Ability to conceptualize complex problems and develop an Analytical road map for them.

People Leadership: Ability to coach & mentor people

Demonstrates the ability to facilitate meetings to generate ideas and make key decisions

Creates a team environment of accountability and commitment for reaching project goals

Specific Competence (Desirable) Consulting / ‘Strategic Initiatives’ group / Lean Six Sigma experience Key Roles and Responsibilities:

Lead Quality Projects for the business, individually.

Identifying areas of significant Customer Business Impact and improvement opportunities therein and provide strategic direction & thought leadership

Focus on Process improvement and cost reduction for clients to deliver tangible benefits

Lead and Implement business process management system for new clients

Drive and Track Quality DNA – training, testing & certification, Lead any other analytics and productivity initiatives.

Coaching and Mentoring Process Owners and Team Members in DMAIC and Lean.

Salary: Not Disclosed by Recruiter
Industry: BPO / Call Centre / ITES
Functional Area: ITES, BPO, KPO, LPO, Customer Service, Operations
Role Category: Quality
Role: Quality Assurance/Quality Control Manager
Keyskills: Black Belt, Lean Six Sigma, Dmaic, Process Improvement, Quality Management, Six Sigma, Quality,Business Process Management, Cost Reduction, People Leadership, Problem Solving.