Background
An air conditioner manufacturer wasn’t able to increase its plant output in spite of doubling its labor and moving to three shift production. As a result, they were not able to meet the market demand for their products
Solution
- Identification of constraints for increasing output across the plant based on data collection and Gemba audit
- Establishment of single piece flow
- Line balancing
- Automation of final product testing
- Introduction of Kanban for material supply to production line
Results
7 fold improvement plant output of air conditioners
Background
A leading beverage manufacturer had issues with improvement in production line throughput across 5 of their plants. Throughput was impacted by factors such as machine broke down, quality issues and losses due to model change over.
Solution
- Identification of constraints for increasing output across the plant based on data collection and Gemba audit
- Identify improvement projects and assign to teams with department heads a leaders
- Facilitate the improvement using continuous intervention of systematic tools for root cause analysis
- Review and facilitate the solution refinement
- Support the implementation of solutions
Results
Around 7% improvement in Line Throughput
Background
A captive back office center with 5000 seater estate wanted to reduce its monthly utility expenses by identifying key factors of consumption without impacting employee comfort.
Solution
- Rigorous data collection on electrical consumption, air conditioning temperature, light intensity, power factor, transport efficiency and seat utilization
- Reduced the consumption of electricity through reduction in variation in air conditioning temperature, light intensity variation and improved power factor
- Improved transport efficiency by optimization of transport shuttle routes
- Increased seat utilization by rescheduling of shifts.
Results
20% reduction of utility expenses with 2 months.
Background
A business unit of a telecom services firm wanted to restructure its sales to fulfillment processes for improving its turn-around time to deliver on customers’ orders which was currently taking over 15 weeks
Solution
- End State
- Current Process
- SLA
Results
25% reduction in turn-around time
Background
An appliance manufacturer wanted to launch a new product in the Indian market. It wanted to create new dedicated production facility to manufacture the new product. Timely launch of the product was critical success factor.
Solution
Planning & Implementation of the following:
- Plant Layout with processes (cell manufacturing as per lean principles)
- Process design – Workstation design, Tooling, Automation, Material Handling
- Meeting Product Costing target
- Capacity Planning – Equipment capacity, Labor and Storage
- TAKT time delivery and output optimization
- Labor Training on assembly activities
- Establishment of quality standards (incoming, in-house and final product)
Results
On-time launch of product and new product facility operates at planned capacity.
Background
The TAT for processing Letter of Credit in bank operations was at XX resulting in lost opportunities and customer dissatisfaction.
Solution
- Value Stream Mapping
- Statistical sampling & Outlier Analysis
- Eliminated waste such as rework, waiting time in the end-to-end process
- Process Automation
Results
80 % TAT reduction achieved after this intervention
Background
A IT services firm wanted to identify the key drivers for their customer loyalty
Solution
- Clean-up and review of existing customer satisfaction/loaylty survey
- Ordinal Logistic Regression to build stochastic model
Results
The product manager reprioritized some of the features & functionality to improve the product positioning
Customer Predictive Analytics
For a IT services company, we used predictive modeling to identify the key drivers for customer loyalty. This facilitated the decision making for marketing, sales, delivery and pricing. The predictive analytics used Ordinal Logistic Regression to create the model. We also identified how the current customer satisfaction survey isn’t comprehensive and proposed a revision.
Background
A financial services operations team wanted to establish a standard process for addressing customer complaints by implementing a complaint management system..
Solution
- Benchmark various complaint management systems
- Select apt complaint management platform
- Create consistent definitions for Complaints, Requests and Queries
- Review existing service levels for different interactions
- Create detailed complaint handling process for various scenarios of escalation
- Establish inter-departmental hand-offs & service levels (SLA)
- Data capture mechanism and reports
- Complaints data analysis routines
- Review all customer communication
Results
The product manager reprioritized some of the features & functionality to improve the product positioning.
Background
A consumer goods company wanted to understand customers’ priority over their customer requirements, by conducting a Kano Survey, to develop a product that is well positioned to meet articulated needs, unarticulated needs and differentiated from competition
Solution
- Gather customer requirements from preliminary market survey
- Design a customer survey based on ‘Kano survey’ for identifying customer prioritizes
- Administer the survey and analyze the results that groups customer requirements into 3 main buckets – Must-be, Delighter, One-dimensional
Results
The product manager reprioritized some of the features & functionality to improve the product’s positioning.
Background:
A Bank’s retail business unit wanted to evolve a customer experience strategy
Solution:
- Detailed current state assessment based on VOC, interviews, data analysis
- Core experience enhancement projects prioritization – on-boarding, contact center
- Employee up-skilling plan
- Employee empowerment
- Customer experience metrics, measurement and governance mechanisms
Results:
Up-selling, Cross-selling and Customer Retention
Background
An air conditioner manufacturer wasn’t able to increase its plant output in spite of doubling its labor and moving to three shift production. As a result, they were not able to meet the market demand for their products.
Solution
- Identification of constraints for increasing output across the plant based on data collection and Gemba audit
- Establishment of single piece flow
- Line balancing
- Automation of final product testing
- Introduction of Kanban for material supply to production line
Results
7 fold improvement plant output of air conditioners
