ICQI-Lahore, 2-3 May 2011

Samridhi - Delivering Value with Optimization

Rangaraj S , Jayadevan B , Nilanjan G

Abstract : Capgeminis suite of BPO services covers a broad spectrum of business operations includes F&A, Procurement, Management Assurance, KPO & HRO. The executive leadership recognized Lean 6 Sigma coupled with Kaizen & QMS frameworks as a competitive methodology to increase value add to customers along with market growth. A cross functional team comprising of Techno-functional SMEs, Quality Experts, and Business Leaders was formed to leverage an exponential growth path. The journey through Lean 6 Sigma is a continuation of the strong QMS structure and a sensitive measurement system acting as a yardstick to identify, prioritize, and initiate short term and long term projects for the organization with primary goal to achieve Client Satisfaction, Maximize Business Value by adding more scope or by improving Quality / Efficiency FTY (First Time Yield), Value are some of the key Lean 6 Sigma stimulant.APM is a well defined structured approach followed in Capgemini to identify the potential improvement areas in the process with the support of quality tools and methodologies driving continuous process improvement through Command Center - Diamond KPI, OAE to measure delivery in terms of Efficiency, Effectiveness, Value and Control .The 5 various layers of APM makes it a robust Lean 6 Sigma framework coupled with Quality Events acting as effective stimulant to drive a Continuous Improvement and a Metric driven reliable and sustainable Process Oriented Culture . Level 1 : QMS - ISO 9000 best practices to initiate & standardize quality framework Level 2: Command Center - Metric System, Proactive Risk Assessment, PMS, OAE , Diamond KPI to track, measure, analyze, improve & control the critical client metrics Level 3: GAP analysis using Lean 6 Sigma Kaizen principles and techniques. Level 4: Drive GPM - Benchmarking and Business Process Reengineering Quality Week & Lean Action Workout: Quality Week is the cultural driven exercise to spread the quality awareness at all levels in the organization and train the team for identifying Waste in the process. Quality week is driven for all clients with the objective of: 100 % team members on quality concepts such as Kaizen, VSM, Automation, Benchmarking etc, register at least one process improvement in Idea in Improvement (i4i) portal, Convert ideas into projects which results potential savings, Train selective start on Lean 6 Sigma Green Belt and Black Belt. There are 1 hour of Live WebEx session conducted by Global DEX University of Statistica for

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nurturing some of the best minds from the onshore and offshore team as a part of Knowledge Up skilling workshops to provide experiential learning experience from the MBBs. The Quality Week & Lean Action Workout ends with BQC (Business Quality Council) meeting where the entire cross functional team reviews the monthly performance with agreed action plans to discuss the ongoing project status and reward the best performers as Monthly Kaizen Trios before Leadership Team.

Results : Organization achieved savings to the tune of 6.25 Million (equivalent 37.5 Cr INR) i.e. 12.039 % of GOP together to the external and internal customers. We also stand strong with a great workforce which is being built with 6,100 YB / Kaizen Trained , 472 GB Certified , 78 Certified BB , 15 MBBs with 2,000+ projects till date has been able to position us as a Leader Lean 6 Sigma.

1. Our Mission & Vision

We work with our clients to improve the organizations bottom line and fuel top line growth by identifying and unlocking the inherent opportunities in the organization. We understand the ambidextrous requirement of organizations achieve short term performance goals as they work to build the future to ensure organizations continue to derive benefits short and long term
Improve processes Enhancing Efficiencies

Optimize Operations

Optimizing Resource

Reduce lead time

Design new processes

The Organization achieved savings to the tune of 6.25 Million Euros (equivalent 37.5 Cr INR) by building a strong Service Excellence Framework. We at Capgemini strongly believe that our assets are people who work for us. Our people strategy is focused on people excellence with periodic skill set evaluation to identify potential areas of opportunities to provide an ideal foundation and scope for Continuous Improvement through Lean 6 Sigma to maximize Client Satisfaction & Value Add.

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2. Customer Value : GPM / APM

We bring value to our customer from day 1 through implementation of our innovative Global Process Model (GPM), Financial Academy for skill enhancement and Active Program Management (APM) for continuous improvement. The GPM consists of defined group of processes representing global and industry best practices.

AS-IS Processes Mappings Identify process and technology gaps Best-in-class process and technology Assessment of benefits Preparation and Implementation 7 levels of documentation Benefits & Tangible Results Eliminate and Industrialize Industry best practice Standardized processes. Improved efficiency & effectiveness Improved Skill Set & Knowledge Implementation of GPM results in benefit of over 30% value realization within 1.5 years of PLC .

3. Financial Academy
Through collaboration with our clients we have recognised the benefits of utilising collective knowledge and experience of establishing best-inclass practices Assessment based KT results Performance Assessment Test (PAT) Continuous improvement in training Providing best-in-class practices

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4. Active Program Management - Speed to Value in Delivery

APM step-by-step methodology starts with process compliance along with building quality culture in the organization and then to identify the potential improvement opportunities in the process with the support of Quality tools and methodologies including Benchmarking.

Establishing QMS (ISO 9001:2008) Command Centre : Metric System Driving BPR Implementations

Driving culture through Quality Week Continuous Improvements : Lean 6 Sigma Benchmarking : Using GPM Model

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5. Quality Week - Building Quality Culture

Quality Week is the cultural driven exercise to spread the quality awareness at all levels in the organization and train the team for identifying waste in the process. Trained 100% on basic quality concepts Register ideas (i4i) portal : Reward Best Ideas Convert ideas into potential projects savings

During 2010 Delivery Excellence team trained around 6100 employees in Lean and 6 Sigma across all verticals. More than 7500 ideas recorded i4i (Idea for Improvement) portal which resulted in driving more than 2000+ Kaizen Projects & Initiatives. KAIZEN CULTURE Every Monday is celebrated as Kaizen Day and individuals who have completed Kaizen projects during the week and stars who have given process improvement ideas are rewarded. This has helped us to develop a great enthusiasm and nurture change to drive process improvements.

DEX STATISTICA - DEX launched Knowledge Management Program through introduction of DEX STATISTICA RADIO . It is an hourly program each month initiated through Monthly Conference Call / Net meeting explaining most generic to advanced Statistical Tools and providing solutions to the ongoing problems on shop floor from simple to advanced predictive models to understand future state. Quality LAB - This is a practical hand on initiative to educate our masses on Quality Tools usage in their daily work activities as a part of up skilling initiative. This has not only sharpened the problem solving acumen but also given a simulated platform to try out some of the tested 6 Sigma & Lean tools being used with proven results.

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6. Command Centre - Single Version of Truth to Stakeholders

Command Centre is a single version of truth to our stakeholders. Journey started with one of the established client in Feb 2010 with 1 resource publishing 1 metric on daily basis. In 9 months team was successful in designing new metric model Diamond KPI to measure operations in terms of efficiency, effectiveness, value and Control. We have a structured process of developing the metrics in partnership with clients. Today team size of 20 employees across Capgemini India BPO publishes over 600 metrics (1) Service Management & Reporting (2) Quality Assurance (3) Communication Overall Asset Effectiveness (OAE) OAE is a replica of Lean metric OEE (Overall Equipment Effectiveness). Capgemini is the first organization to implement this concept in BPO environment. We measure people who are our assets in 3 dimensions (1) Utilization (2) Productivity and (3) Service Quality. With the implementation of OAE across engagements, Capgemini OAE ratio improved by 15 points (from average OAE 63.5% to 78%) during year 2010 2011.

Diamond KPI Diamond KPI is a unique four dimensional metrics model measuring engagement performance in terms of Efficiency, Effectiveness, Value and Control for the engagement. 1. 2. 3. 4. Efficiency metrics includes Time and Cost of the process Effectiveness measuring Quality of the output delivered Value metrics includes business benefits & new scope Control includes adherence to policies and procedures

Command Center has helped to strengthen the delivery function by creating a virtual team created within an engagement to fast-track the service delivery, transparency and adds value to our clients.

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7. People - People Matters Results Count

Gold team is the group of people who have shown exceptional performance in the team.Command Centre team measures Takt time (Lean tool for measuring resources required to meet customer demand) during the beginning of the shift and communicates to Operations Team Leaders about number of resources required vs. number of resources available. Exceptional performers are moved out from regular operations and provided the responsibility of driving continuous improvement activities such as developing macros, updating documents, driving Kaizen projects etc. This initiative helped us grooming potential leaders for future across the entire life cycle of an employee : (1) Recruitment and Staffing (2) Integration (3) Retention (4) Motivation and Training

8. Benchmarking
Internal - Based upon monthly Diamond KPIs results reported, engagements are compared with each other. This leads to engagements ranking and determination of top, median and bottom performers in respect to Efficiency, Effectiveness, Value and Control dimension. The charts shows engagements ranking whereby 4 means top performer and 1 the bottom one. It has helped us to drive improvements and share best practices across engagements. External The data collected is also used for external benchmarks. Engagements data is confronted with external data to determine the performance vis--vis our competitors.

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9. Conclusion Let Our Results Speak

Capgemini BPO was successful in achieving significant financial success in previous year after implementing the new Operational Excellence model. Organization achieved savings to the tune of 6.25 Million Euros (equivalent to 37.5 Cr) . On Time above Customer Expectations (OTACE) is an enabler for Capgemini to identify just how well it is serving its clients for specifically contracted work and identify areas of improvement. The methodology has helped Capgemini enhance its working relation with clients and increase client confidence in our capabilities to work together as Service Partners.

Operational Excellence Lead from India has replicated our model in Global locations resulting in 155 associates trained in Lean 6 Sigma, completion of 100 continuous improvement projects. The model resulted in savings over 1000K Euros. The recognition of Its collaboration together with the client towards building strong competitive force has helped it earn some of the most prestigious Quality Excellence awards : IQPC , SSON , ANQ , QCI , I : Six Sigma , SCHMRD speaks about the Global Presence of the Capgemini Delivery Excellence Team (India). Our value proposition (In Short) : We are a group of passionate experts from different cultures and backgrounds dedicated to constantly exceeding client expectations whilst instilling a sustainable culture of delivery excellence. We are ensuring the world class delivery by accelerating process excellence through enhancement of people skills and decision driven by analytics and standardization with an objective to add value to our customers. We have been able to position our high class services to the extent that of being called as : DEX SMART SQUAD

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10 . Acknowledgements
We would like to take the opportunity to thank our Organisation Leaders who have played an imperitive role in driving and supporting the unprecedented growth within a span of last 3 Years :

Mr PT Alexander Vice President & Center Director - Capgemini India

Mr S Rangaraj Director - Delivery Excellence Head (APAC) - Capgemini

Dr A Bujak Global Delivery Excellence Head - Capgemini

Their contribution is of these great Leaders have helped us to position DEX as one of the Premire Team within Capgemini capable to crack any unsolved code and create a world class processes .