Introduction•   Organization Background     – Organization Background : Part of the Zurich based Kuoni Travel Group, VFS G...
Project Charter                                                                               D     M    A   I   C        ...
Team roles                                                  D    M   A   I   C Stakeholders                Responsibility ...
SIPOC                                                           D    M       A   I   CSUPPLIER         INPUT              ...
CTQ Drilldown                                                    D   M   A       I   C  Project Y / CTQ                   ...
Normality Test                                                                                                            ...
Gage R&R                                            D    M   A   I   C                                                    ...
Target setting                                                                                         D     M      A   I ...
Quick Wins                                                     D   M   A       I   C                           In case of ...
Pareto Analysis                                                             D   M   A       I    CPareto : Reason-wise    ...
Root causes                   D   M   A   I   CDefect Definition                              Image1: Fingerprint Samples ...
Root causes                                                                            D   M   A    I   C     Field Names ...
Solution Design Matrix                                                                                 D   M     A       I...
Revised Process                                                                                                           ...
Control Chart                                                     D   M     A      I     CControl Chart                   ...
ActionPlan                              Control Measures                                                                  ...
Project ClosureLearning• Process Learning : Putting more focus on those overrides cases which are happening because of dry...
Project Benefits                               Average number   Solution         Time                           Man hours ...
SummaryA.Methodology Used- DMAICB.Please indicate why this project is an excellent improvement example.Biometrics is a rel...
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WQD2011 - Breakthrough Process Improvement - VFS Global - Biometric Overrides reduction

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Breakthrough Process Improvement case study submitted by VFS Global during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.

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WQD2011 - Breakthrough Process Improvement - VFS Global - Biometric Overrides reduction

  1. 1. Introduction• Organization Background – Organization Background : Part of the Zurich based Kuoni Travel Group, VFS Global was established in 2001, in Mumbai India, as a specialist partner for diplomatic missions worldwide. VFS Global serves diplomatic missions by managing all the administrative and non-judgmental tasks related to the entire lifecycle of a visa application process, enabling diplomatic missions to focus on the key tasks of assessment and interview. – With an employee strength of 4000 (+), as on date, VFS serves diplomatic missions of 35 countries through its 425(+) offices and has operations in 52 countries across 5 continents. and processes in excess of 36 million visa applications (contracted) annually.• Process Excellence at VFS Global – Process excellence is at the core of our business; the objectives being to deliver quality and value add to our customers (applicants) and clients (Embassy), improve productivity and ensure consistent performance of processes. It is critical to provide the agreed level of service to our client (UK mission) and not only meet but also exceed clients’ expectations. – Process Management, Quality Assurance and Process Improvement are the three key components of the process excellence model and Six Sigma is one of the major initiatives contributing to the overall framework in the Organization since March 2008. This framework is supported by a team of over 80 YB (Yellow Belts), 25 GB (Green Belts) and team of 3 Black Belts (BB) comprising of people having relevant Process Excellence experience and certification from various companies . – A robust governance process, the Business Quality Council (BQC) ensures the prioritization and successful delivery of the identified initiatives. 1
  2. 2. Project Charter D M A I C Business CaseUK Visa had come up with the process of capturing fingerprints for secure immigrations. This is an extremely critical step as it becomes a bypassto Immigration Safety measures and failure (override) could result in fraud, terrorist activities and other grave security concerns in UK. By reducingthe overrides it not only does it improve Mission/applicant satisfaction but would result in significant savings to VFS Global due to rework reduction. Problem Statement MilestoneBased on Sep ’10 to Nov ’10 overrides data in Mumbai Visa Application Define Dec 13, 2010Center’s (VAC) it was at around 12% on an average which is too high and itdefeats the purpose of Biometrics Enrolment as it becomes a bypass to Measure Jan 07, 2011Immigration Safety measures. We are targeting overrides below 7% offingerprints enrolled. Analyze Jan 25, 2011 Improve Feb 28, 2011 Control May 30, 2011 Goal Statement Name RoleTo decrease Overrides to 7% from the current 12% by Aug’11 Jo Parry Sponsor (UKBA) Murali Sponsor Scoping (Regional Head)Starts : Applicants come to Out of Scope:enroll fingerprints through • Biometric Exception and Om Sharma (VP -Process Sponsor Exemption cases Excellence)Biometric Enrolment Systemat UK Visa Bio-Booth counter • Non-UK VAC in India, UK VAC other than in Mumbai Hariprasad Black BeltEnds : Once fingerprints areenrolled. • Process not related to Biometrics Biometric Officers – Team Members Mumbai 2
  3. 3. Team roles D M A I C Stakeholders Responsibility Role Key Responsibilities Jo Parry Champion © I Decision making Murali Steering Committee A/I Review performance and strategy Change Management and Decision on Key Om Sharma Steering Committee A/I Issues Murzban Steering Committee © A/I Resource Allocation Hariprasad BB - Project Manager M/I/R Project Management Prajakta BB - Project Support M/I/R Report progress Minal BB - Project Support M/I/ROperations team Members © R Report gaps Report progress &Quality Auditors Members R Action Planning support initiatives A Approver R Resource M Member I Interested Party
  4. 4. SIPOC D M A I CSUPPLIER INPUT PROCESS OUTPUT CUSTOMER • Application UK Visa Applicant • Processed • Applicant• Applicant pays fees for the application docket • Embassy• Submission relevant visa type • Applicant • Fingerprint counter captured with • Biometric Applicant submits specified equipment documents at the Submission quality counter VAC staff checks forms and documents for accuracy Applicant sent to Biometric counter The overrides is Staff captures captured on a piece of fingerprint of paper by the Biometric specified quality counter staff which is then consolidated at the end of day Does the Tracked as fingerprint N Biometric quality meet the override standard? Y End
  5. 5. CTQ Drilldown D M A I C Project Y / CTQ Overrides Type of data Quasi - Continuous Operational Overrides are the occasion when an attempt has been Definition made to take fingerprint to the standard required, however it fails the system threshold for quality Target Average = 7% USL 8% LSL 0%Unit of Measurement % Defect Definition System not able to take the predefined fingerprint quality of applicant in three attempts. The best of 3 attempts are then taken as the final fingerprints. Formula Total number of overrides/ Total number of applicants 5
  6. 6. Normality Test D M A I C R un C ha r t of O v e r r ide s da ta Process capability for Overrides data 0.15 0.14 USLOverrides data Process Data Within 0.13 LSL * Overall Target * 0.12 USL 0.08000 Potential (Within) C apability Sample Mean 0.11969 Z.Bench -3.23 0.11 Sample N 31 Z.LSL * StDev (Within) 0.01228 Z.USL -3.23 0.10 C pk -1.08 StDev (O v erall) 0.01390 C C pk -1.08 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 Obs e r v a t io n O v erall C apability N u mb er o f r u n s ab o u t med ian : 17 N u mb er o f r u n s u p o r d o w n : 18 Z.Bench -2.86 E xp ec ted n u mb er o f r u n s: 16.48387 E xp ec ted n u mb er o f r u n s: 20.33333 Z.LSL * Lo n g est r u n ab o u t med ian : 5 Lo n g est r u n u p o r d o w n : 4 A p p r o x P - V alu e fo r C lu ster in g : 0.57486 A p p r o x P - V alu e fo r T ren d s: 0.15284 Z.USL -2.86 A p p r o x P - V alu e fo r M ixtu res: 0.42514 A p p r o x P - V alu e fo r O sc illatio n : 0.84716 Ppk -0.95 C pm * P value (> 0.05) indicates there are no clusters, mixtures, trends or oscillations in the data set. So 0.08 0.09 0.10 0.11 0.12 0.13 0.14 0.15 the process is statistically stable. O bserv ed Performance Exp. Within Performance Exp. O v erall Performance PPM < LSL * PPM < LSL * PPM < LSL * PPM > USL 1000000.00 PPM > USL 999385.42 PPM > USL 997859.02 N o r ma l i ty te s t f o r O v e r r i d e s d a ta PPM Total 1000000.00 PPM Total 999385.42 PPM Total 997859.02 No r m a l 99 M ean 0.1197 S tD ev 0.01378 95 90 N AD 31 0.291 Z-bench: -3.23 P - V alu e 0.586 80 DPMO: 997859 70Percent 60 50 40 30 20 10 5 1 0 .0 8 0 .0 9 0 .1 0 0 .1 1 0 .1 2 0 .1 3 Ov e r r id e s d a t a 0 .1 4 0 .1 5 0 .1 6 P value (> 0.05) indicates data is normal 6
  7. 7. Gage R&R D M A I C Repeatability is high, hence, a. Instrument is improper – Maintenance of equipment needs to be standardized b. Method of measurement is not OK – It was observed that staff with low Overrides% followed a practice of attempting three times to capture the fingerprint which improved the success rates The above mentioned solutions with be included in the Improve Phase Study Var %Study VarSource StdDev (SD) (6 * SD) (%SV)Total Gage R&R 0.401988 2.41193 86.94 Repeatability 0.391948 2.35169 84.77 Reproducibility 0.089281 0.53568 19.31 Operator 0.089281 0.53568 19.31Part-To-Part 0.228416 1.37050 49.40Total Variation 0.462351 2.77410 100.00
  8. 8. Target setting D M A I CTarget SettingO n e-S am p le T : O verrid es Boxplot of OverridesT es t o f m u = 0.0 7 vs > 0.07 (with Ho and 95% t-confidence interval for the mean) 95% Low erV ariable N M ean S tD ev S E M ean B ound T PO verrides 30 0.119190 0.013722 0.002505 0.114933 19.63 0.000 As the p value is less than 0.05, the target is statistically significant. _ X Ho < 11.92 % > Mean 0.07 0.08 0.09 0.10 0.11 0.12 0.13 0.14 0.15 < 7.0% > Overrides Baseline Target < 997859 > DPMO < 99785 > Baseline Target
  9. 9. Quick Wins D M A I C In case of overrides the data was captured manually on 9 Current Process sheets of paper by the staff. This additional activity contributed to nearly 5 mins/ overrideProposed Solution To have a drop down included in the software itself with the most frequent reasons for overrides. Application screenshot 1. NVA step reduced which resulted in nearly savings of 4 Benefits minutes/override 2. Real time report extraction resulted in more focus.
  10. 10. Pareto Analysis D M A I CPareto : Reason-wise Sequence Pareto chart for Overrides 6001: Aged Applicant (> 40 years) 1002: Children between 5 - 7 Years3: Scanner problem 5004: Medical Issues 805: Too Moist Fingers 4006: Too Dry Fingers Percent7: Low Sensitivity of scanners Count 608: Too Dark Or Too White 300Fingers9: Others 40 200 100 20 0 0 Defects Category 1 6 5 8 3 9 Other Count 214 187 61 26 21 20 21 Percent 38.9 34.0 11.1 4.7 3.8 3.6 3.8 Cum % 38.9 72.9 84.0 88.7 92.5 96.2 100.0
  11. 11. Root causes D M A I CDefect Definition Image1: Fingerprint Samples Image 2: Application Snapshot
  12. 12. Root causes D M A I C Field Names Field Definitions On biometrics, overrides are the occasions when attempts have been made to take fingerprints to the standardTotal Overrides required, but all attempts fail the system threshold for quality. The poor quality fingerprints are nevertheless recorded. Check the Biometric Captured image on extreme right. Arthritis patients who have problem placing their fingers on the scanner in right position. Skin Infections where theMedical Issues ridges and whorls are indistinct. Burnt FingersAged Applicant (> 40 Due to old age, the whorls and the ridges are indistinct refer to 4th image from left leading to overridesyears)Children between 5 - At tender age the fingers are too tender hence the whorls and ridges are again indistinct refer to second image from10 Years left which leads to overrides Burns or cuts in childhood leaving marks on the fingers. Check the 6th image from left.Scarred and Cracked Lady applicants who do household work regularly, sometimes we find cracks or burns on their finger tips. Chose thisfingers section only for age between 10 to 40 Very Rough or Coarse Finger tips. Check the 1st image from left "Too Much Pressure or we" and Chose this sectionToo Moist Fingers only for age between 10 to 40 People from cold regions have poor prints genetically and hence overrides becomes a must. Check the 4th imageToo Dry Fingers from left "No Moisture". Chose this section only for age between 10 to 40 Fingerprints are indistinct due to fingers being too white or too dark, due to which the machine is unable to distinguishToo Dark Or Too White between the ridges and whorls. Check the 4th image from left "No Moisture". Chose this section only for age betweenFingers 10 to 40Low Sensitivity of Apparently despite the fingers being good (clear ridges and whorls and with no scars) the machine isnt able toscanners capture good quality fingerprint chose this option. Chose this section only for age between 10 to 40Ridges and whorls too Finger texture is such that the whorls and the ridges are indistinct. Too dark fingers where the whorls and ridges arethin all black and white in case of pale fingers. Chose this section only for age between 10 to 40
  13. 13. Solution Design Matrix D M A I C Impact Feasibility High Low HighSolution Design Matrix 1 2 Low 3 4 Responsible Root cause Brainstormed solution Ratings Target date Status team 1. Moisten Hands by rubbing them over cheeks/forehead Dry Hands 1 15th Feb 2011 Project team Closed 2. Apply cream and incase it becomes too moist dry it using a tissue Standard 1. All staff to attempt 3 times before escalating it to 1 15th Feb 2011 Project team Closed process the supervisor 1. Complete the cycle once and see which hand has Old Aged the problem and then try to recapture the same 1 15th Feb 2011 Project team Closed applicants hand rather than doing entire transaction again 1. Request applicants to clean/wash hands with wet Moist Hands 1 21st Feb 2011 Project team Closed tissue 1. Ask applicants parent to put pressure by placing Children their fingers on the childs fingers. The fingers between 5 - 10 1 21st Feb 2011 Project team Closed should be pressed below the nail so that equal Years pressure is put and the impression is not too dark 1. Try changing the booth and recapture the transaction Finger not 2. Regular maintenance of the biometric equipment being read 3. Biometric staff to have short nail to ensure no 1 24th Feb 2011 Project team Closed properly by the scratches on the equipment scanner 4. Fingerprint capturing plate should be covered during non operational hours to avoid accumulation of dust 13
  14. 14. Revised Process D M A I CNew Process performance Capability Process capability for Overrides data < 11.92 % > USL < 7.0 %> Mean Process Data Within LSL * Overall < 5.5 % > Target * USL 0.08000 Potential (Within) Capability Sample Mean 0.05534 Z.Bench 2.09 Sample N 36 Z.LSL * StDev(Within) 0.01181 Z.USL 2.09 StDev(Overall) 0.01629 Cpk 0.70 CCpk 0.70 Overall Capability Z.Bench 1.51 Baseline Target Improved Z.LSL * < 997859 > Z.USL 1.51 DPMO Ppk Cpm 0.50 * < 99785 > < 64947 > 0.016 0.032 0.048 0.064 0.080 Observed Performance Exp. Within Performance Exp. Overall Performance PPM < LSL * PPM < LSL * PPM < LSL * PPM > USL 83333.33 PPM > USL 18349.28 PPM > USL 64947.55 PPM Total 83333.33 PPM Total 18349.28 PPM Total 64947.55 Baseline Target Improved PPM: 64947 Z value: 2.09 DPMO reduced by 93.5% 14
  15. 15. Control Chart D M A I CControl Chart I-MR Chart: Post Improvement I-M R C h a r t o f A fte r O v e r r id e s 0 .1 0 U C L= 0 .0 9 0 7 5Individual V alue 0 .0 8 0 .0 6 _ X = 0 .0 5 5 3 4 0 .0 4 0 .0 2 LC L= 0 .0 1 9 9 2 4 8 12 16 20 24 28 32 36 O b s e r v a tio n U C L= 0 .0 4 3 5 1 0 .0 4M oving Range 0 .0 3 0 .0 2 __ M R = 0 .0 1 3 3 2 0 .0 1 0 .0 0 LC L= 0 4 8 12 16 20 24 28 32 36 O b s e r v a tio n After implementation of counter measures process control limit became narrow
  16. 16. ActionPlan Control Measures CheckDo D M A I CSl. PLAN DO CHECK ACTNo. Action Plan Description Responsibility Frequency Corrective action to Regular Internal Audits Regional Quality 1 audit every be suggested by the 1 Internal Audit to be conducted to Internal Audit Report Manager month Regional Quality ensure SOP adherence Manager Any probable override case to be informed to Feedback provided to the supervisor and the staff & Escalation 2 supervisor to handle that VAC Manager As applicable Day End Report performance Matrix case and share the monitored to prevent learning with other recurrence officers VAC Manager to escalate in the Corrective action to Monitoring Control chart published MIS to circulate 1st week of event report not published as per 3 be taken by the VAC Plan for overrides data report every month defined timelines. Also review supervisor performance with the officers Reducing Overrides Staff to check their own added as a KRA of the performance on a weekly Supervisor to take Biometrics Staff, Center MIS to circulate basis Perfor 4 Staff KRA Weekly corrective action if Supervisor, Operations report mance to be discussed with staff required manager and the Unit in the monthly review meeting Manager with supervisor Inter Visa Application Center VAC Manager to Competition initiated review performance Inter - VAC MIS to circulate 5 (overrides - 25% weight- Weekly Global Performance Report weekly & suggest Competition report age and target <= 4% as corrective action (if a qualifier to get into the applicable competition) 16
  17. 17. Project ClosureLearning• Process Learning : Putting more focus on those overrides cases which are happening because of dry hand, moist hand , old age applicant, child below 5~7 years age group. Learning shared with all VACs across the globe.• Change Management: Mission resistance observed initially when suggested the need for a maintenance plan for the Biometric machines. Mission agreed for a regular machine maintenance & replacement• People Management: Inconsistency observed in the number of attempts made by the staff to capture the biometric. SOP designed and Internal Audits conducted to ensure adherence Team Recognition• Client Recognition: Team received appreciation from Mission for taking the initiative to reduce overrides• Internal management Recognition : The project bagged the an internal award from the Process Excellence (received from the management) in the Quarterly Quality Summit• Case study published in the Quarterly company newsletter 17
  18. 18. Project Benefits Average number Solution Time Man hours of overrides per FTE’s saved $ savings (annualized) deployed saved saved/month month {1 FTE works for 8 hours in a day for 22 days in a {1 FTE receives on an Drop down month.} average of included in the 4 mins/ $333/month} software rather 8885 592 overridethan updating on Hence 592/(22*8) 3 * $333 * 12 sheets of paper = 3.5 = $12,000 Overrides % 3 2 * $333 * 12decreased from minutes/ 8885 444 Hence 444/(22*8) = 2.5 = $7992 12% to 7% override Improved Mission and Soft savings applicant satisfactionHence in 2 VAC’s in Mumbai, the savings generated is $19,992. If the learnings of theproject are implemented across the globe the savings would increase exponentially 18
  19. 19. SummaryA.Methodology Used- DMAICB.Please indicate why this project is an excellent improvement example.Biometrics is a relatively new concept introduced by a few missions in the Visa processing process. It is also avery critical step in ensuring secure immigration. More missions are in the process of including biometrics intheir Visa processing process .The project aimed at reducing the overrides (Overrides are the occasion whenthree attempts have been made to take fingerprint to the standard required, but all three attempts fail thesystem threshold for quality) from 12% to <7%.. The improvement project helped in ensuring better scoresfrom missions & saving penalties. Moreover, the best practices could be successfully deployed for othermissions thereby, ensuring secure immigrations. The improvements realized from this project have beenglobally applied attracting appreciations from mission helping us gain competitive advantage. 19

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