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Advance Innovation Group brings with itself combined expertise of over 25 years in consulting and the training space.

Its unique training & consulting methodology is most suited to meet customer needs. The training program has specifically been crafted after years of experience in consulting and knowing what is the best approach/s to improvement methods across different industries in the world. This knowledge gained has helped us create a unique and unmatched training program to equip you with all that is required to be successful.

Consulting - Knowing what is the best approach to improvement methods across different industries in the world gives us the edge to craft a program to meet the specific customer need. Our strategic consulting helps you transform your business, with minimal risk and disruption and gives your organization greater flexibility, higher efficiency and lower costs. What differentiates AIG from its competitors is its commitment towards its customers. AIG has a Passion for Building Stronger Businesses. At AIG, we are proud to have built a culture attuned to anticipating and understanding our clients needs, and then working in close partnership with them to make their businesses stronger more productive, more profitable, more capable of capturing market opportunities and thus more valuable.

One World. One Solution Provider

AIG empowers forward-thinking companies by partnering seamlessly to strategize, create and implement knowledge-driven, innovative business solutions increasing efficiency and enabling growth.

UNITED STATES OFFICE Corporate HQ: Boston, United States

India : Noida


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2 Six Sigma Master Black Belts, and 26 certified Six Sigma Black Belts

15 Certified Lead Auditor for QMS, ISMS, EMS, ITSM

Resources with varied experience in Manual Testing along with Automated Testing in different technology platforms

Pranay K. is Principal consultant at AIG with 15 plus years of, experience in Six Sigma implementation, QMS, ISMS, ITSM certification and recertification audits and Risk advisory. As a participative management professional with a strong entrepreneurial, practical and result oriented approach, he has derived genuine pleasure in high potential staff to become outstanding leaders demonstrating the creativity critical to financial and operational success.

Alok Verma is a Managing Partner at AIG with more than two decades of industry exposure in various domains & verticals including sales , supply chain management, and lean implementation. As a Lean expert he has lead organisational restructuring , cross functional operations & audit matrix design & implementation.... ................................................................ ................................................................ .................................................

Shishir Singh as a Managing Partner at AIG has helped several organizations to set up governance framework around the management systems of ISO 9001, 27001, Project Management & process re-engineering etc. He has consulted several organizations and departments on improving KPIs both in the service and manufacturing domains.
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AIG Offerings
Advisory Implementation Trainings

Lean Six Sigma Consulting ISMS Consulting ITSM Consulting QMS Consulting CMMI Consulting COPC Consulting
QA &Testing Process Improvements

ISMS Audit ITSM Audit QMS Audit Test Automation Test Metrics
Full Testing Life-cycle Framework Design and Development

Six Sigma Certification 7 + 4 QC Tools Lean Methodology ISMS Training ITSM Training QMS Training CMMI Training COPC Training Software Testing Training

For more details on our services Click here

AIG Campus Solution

Internship Solutions Training & Placement Solution

Winter/Summer internship and live projects Pre-interview preparation Professional Career counseling and guidance
Latest corporate world updates & corporate training workshop

Quality Management

Soft skill/Management Skills/ Business Skills Personality makeover and communication skills
Personality Development and Grooming sessions

One day workshop on yellow belt (Six Sigma)

One day workshop on TQM/Change Management

Internationally accredited and widely accepted certification programs

Employability-increasing tests and sessions Confidence booster one-onone coaching sessions

One day workshop on A-Z management concepts and implementations.

One day workshop on Lean Methodology

Resume modification & Web profile Creation

Business communication Business networking skills Presentation skills Corporate etiquettes

Do you want to: Improve your business processes? Improve your profit margin? Reduce lead time? Reduce wastage and inefficiency? Improve productivity?

Program Overview The Six Sigma methodology is applied when the projects issue is highly complex and the analysis requirements are also complex. To implement this methodology most effectively, our training develops experts in your organization. These experts receive extensive training and complete comprehensive project work. Throughout the process, an experienced AIG consultant provides coaching and guidance. Program Objectives
Since a key role for Black Belts is to effectively lead project teams, our program prepares your candidates to do just that. The AIG Green & Black Belt Program gives your candidates the skills and knowledge they need for the exceptional leadership of business improvement projects. Upon completing each segment of training, participants immediately apply concepts and tools taught in training to their real-time improvement projects.

Green and Black Belt candidates learn to use:

The DMAIC method for process improvement and Statistical tools and techniques to make fact-based decisions. The DMAIC model is a systematic method for analyzing and improving business processes. It consists of five phases:

Define Opportunity Measure Performance Analyze Opportunity Improve Performance Control Performance

Green Belt are experts groomed in the Six Sigma methodology Black Belts are experts groomed in the Six Sigma methodology and advanced statistical tools.
They can come from all functions of your organization. Although candidates do not need to be statisticians, they need to be willing to use statistical tools to apply Six Sigma

Methodology Our approach to developing Six Sigma Green Belt & Black Belts combines classroom instruction with real-time project implementation and mentoring. As candidates complete each segment of training, they will immediately apply the concepts and tools learned to relevant projects in your organization with the assistance of a AIG consultant. The Green Belt program is a Seven - Day program for developing Six Sigma practitioners in the DMAIC framework.

Program Length: 7 days (42 hours - if required the Training program can be customized as per your requirement). Extensive Minitab training will be included in the sessions. The training would emphasize towards the projects and practical implementation of the concepts and setting up Process Improvement framework.

The Black Belt program is a Twenty- Day program for developing Six Sigma practitioners in the DMAIC framework.
Program Length: 15 days (90 hours - if required the Training program can be customized as per your requirement). Rigorous Minitab training will be provided in the sessions. The training would be oriented towards completion of at least one project, and setting up on PI theme buckets for the department and helping develop framework for the same. Hands on training on setting up of Metrics in the organization.

Organization Model
We use two-part framework to evaluate & Refine the operating model Organization Model Business Architecture
Governance Accountability Process Management Interaction model of processes

Culture Vision Values

Structure Consolidation Centralization

Factor Cost Location Outsourcing

Performance Management Metrics Targets Incentives

Talent Leadership Skills development

Process Automation Process Flow

Technology Infrastructure Applications

We use two-part framework to evaluate & refine the operating model. The business architecture defines how operations are configured and address structural issues and factor cost, processes and technology. The organizational model is often ignored in operations program but is critical to ensuring changes , describes how the business is actually run. It focuses on culture, governance, performance management and talent. In our work for a top Indian Bank, we found that the client had a relatively robust business architecture but had major issues in the organization model. The shared services unit was measured and rewarded on total cost basis. As a result it focused more on controlling volumes and less reduction on controllable unit cost. This imbalance led to friction between shared services unit and revenue generating business unit.

Objective and Scope

Conduct a diagnostic study to identify the limitations/gaps in the existing Quality Management and areas of improvement classified in people, process & Technology

Process Definition Performance Criteria Technology Management Quality Monitoring Measurement & Analysis Corrective & Preventive Action Governance
Issue Identification Root Cause Analysis

Optimize Solutions

Measured Results

Daily Weekly Monthly

Statistical Tools Deployment

Initiate Process Improvement Adopting Lean & Six Sigma

AIG Approach
Engagement Approach &
Discovery Phase
Kick-of f meeting
Understand the Business Need & Expectations Identif y Customer CTQs Visit & Interview Key

Project Initiation, Tollgate Reviews Implement

Solution & Closure Benefits

Project Charter & Sign-of f Approval f rom Customer & AIG MBB Communication Plan
Project Execution: Tollgate Reviews- AIG MBB, Client, Project Team, Project Lead/AIG Consultant

Guidelines f or engagement protocol Process Mapping LOB wise Select and conf irm ef f ective methodology
Detailed Project Plan

Root Cause Analysis

Report Out Findings

Prepare and consult draf t results

Publish Final Report

Measured Results
Identif y Best Practices Communicate Learning to Customer

Brainstorm f or Solutions Review Recommendat ion with Stakeholders

Sign of f Priorities & Implement Solutions

Customers /Collect VOC LOB wise Identif y Critical Metrics Finalize Improvement priorities across each LOB Finalize AIG resource requirements (Consultants & Trainers Timelines ) Location wise

Detailed Training Plan

Translate Critical to Quality (CTQ)

Conduct VOC f or f eedback

Finalize Data Collection Strategy Collect & Review Data Review Initial Findings with Stakeholders

Finalize Exception handling process

What Do Customers Want?

How Do Customers Want it Done?

Project Initiation

Drive Business Action

Communicate Learning

Approach and Plan

Report Out & Finalize Next Steps Prepare the final
diagnostic report Validate the findings in each service line
Validation and action planning with the Leadership team Measure results

Walk The Process Conduct meetings with

respective Managers to understand the process Initial meetings in each service line to walk the process for existing External and Internal reports Study existing reports and supporting documents (Definitions, SLA s & SLA agreements, SOPs, templates etc)

Gap Analysis Analyze current system

from people, process and technology perspectives and list initial findings Follow up meetings with Process owner to validate the initial observations, get clarifications, collect additional information or data (if required)

Six Sigma Approach


Data Collection on potential causes for Low Conversion


Statistical validation of potential causes


Creation of action plan for statistically valid causes



Track implementation of action items and sustain results.

Lean advantage begins with an understanding of customer value

Understand the drivers of Customer value Define optimal customer experience and customer value

Define the operating model

Review the operating model as a whole to determine how to manage end-end processes and deliver customer value Segment the Organization into small cells to ensure that change occurs systematically and is manageable Keep the cells intact to continue finding ways of improving the process

Implement cell based transformation

Continuous Improvement

Establish Transformation capabilities

Establish critical program ,change and performance, management capabilities

The Lean advantage approach has helped Banks around the world gain efficiency improvements with impressive gains in customer satisfaction and Loyalty

Continuous Improvement Governance Framework


Process Improvement Team

Business Organization
Sponsors Business Leadership

Champions Operations Leadership

Master Black Belt Black Belts Green Belts

Project Teams

- Project Lead - Process Manager - Business Support Services Team

Process Owners

Other Stakeholders Project Teams

Drive improvement initiatives / projects Review project progress

Review Performance Review progress on operational excellence Review solution implementation progress

Business Case: After stabilization of service delivery in this process with respect to efficiency and effectiveness, this project was initiated to explore an opportunity for generating additional sales revenue per month. Objective: The goal of this project was to improve the

Before and After:

conversion percentage by 10%. Conversion percentage in this process is the percentage of quotes that are converted into insurance policies in a month.

Solutions Implemented: Introduced a follow up concept in the process for hot/warm leads. A digital application (BDFU) was designed to track increased conversion of quotes to sales. Training was imparted on identifying hot/warm quotes. SAT application was developed & implemented. SAT helps in daily, weekly and monthly tracking and advanced analysis. An Incentive scheme was created for agents to ensure a constant drive of conversion percentage

Benefits: There was an increase in conversion percentage from 19% to 27%. Each agent sold 97 policies as against 67 policies per
month. 5767 policies were sold in the respective quarter Project delivered INR 10 Million benefit per month in

additional premiums for the client.

Business Case: The clients Loan processing department was spending $80 per loan. and was operating from 9 different locations. Objective: This project was undertaken in order to reduce the processing cost and to centralize the operations into one location.

Solutions Implemented: A standardized workflow mechanism was put in place The cost of operations was optimized by utilizing benefits
of a web-based application which was developed and

Benefits: 20 sub processes were standardized and classified into 5 sub tasks. The automated/web-based application led to increased efficiencies in the process. Process maps and operating procedures were developed for the new process. Cost saving over a period of 5 years $2 million


Business Case: This Banking to their

process was receiving an

average of 2314 complaints from end customers with respective Inbound Customer service process . The end user satisfaction was getting impacted due to this number of customer
complaints increased in the process.

Objective: This project was kicked of in order reduce the number of complaints received from 25% per month to 12% per month.

Solutions Implemented: Training conducted on Understanding Customer needs and

Incorporation of Customer Satisfaction Skills into Employee

Benefits: The number of complaints in the process were reduced from

2314 to 139 per month. A reduction from 25% to 12% per

A platform for sharing of best practices was designed and


Process sigma improved from 1.2 sigma to 3.4 sigma

A tracker was implemented in the process to ensure call

back was made to the customer

Business Case: There was considerable variation in this

process that deals with Approving Home Loans. It ranged from 22 days to 80 days. (few outliers) Objective: This project goal was to reduce the number of

Before and After:

calendar days taken to Approve a Home Loan from the date of filling the form to the closure date from 22 days to 7 days.

Solutions Implemented: The number of handoffs in the process were reduced. Refresher training was imparted to employees on the new

Benefits: The increase in productivity lead to approval of additional home loans As a result of efficiencies brought about in the process, home loans approved went up from 35% to 78%.

Automation was done with respect to capturing and reporting of Customer account data management

Thank You
Advance Innovation Group

E 26, Sector 8 Noida, UP 201301 India

Advance Innovation Group 3 continents. One team.

AIG is headquartered in Boston, Massachusetts and maintains several consulting and training delivery centers across Asia Paci fic including India. Asia Pacific operations is headquartered at Noida, India with several offices and training facilities.
Global offices allow us closer client contact to better serve your needs, while enriching our services with global perspectiv e and experience.