SWISS International Air Lines implemented the Targenio complaint management solution to standardize its complaint handling procedures and increase efficiency. The project was completed on time and on budget. Targenio streamlined administrative processes, connected to existing systems to reduce processing times, and improved customer service. As a result, SWISS achieved higher efficiency gains of 20% in complaint handling. The standardized, off-the-shelf Targenio software met SWISS' requirements for an effective long-term complaint management solution.
Agile & pmi project management mapping maveric systemsMaveric Systems
Explore the points of parity and differences between two of the most widely used methodologies.
PMI Project Management (PMI) is by far the most widely accepted project management methodology. Off late, Agile has emerged as a strong candidate in the project management domain due to faster execution and deliverable oriented requirements of business.
Both these methodologies have gained themselves the reputation of best in class for project management for their own uniqueness. Though these methods look very different at a high level, they are actually mutually inclusive rather than exclusive. The principles of project management merge at a specific level even though the execution ways are different.
#ITLifecycleAssurance #Maveric
This document discusses the importance of quality assurance in business process outsourcing (BPO). It notes that while outsourcing can provide cost savings, many projects fail due to subpar quality in deliverables. To ensure success, outsourcing providers must implement quality assurance measures like defining quality metrics, testing deliverables, tracking progress, and using quality management systems. When done correctly, quality assurance improves brands, reduces costs, strengthens business relationships and competitive advantage.
Vinolie has over 11 years of experience in quality assurance, most recently working as Quality Manager for Cognizant Technology Solutions. She has extensive experience in healthcare, insurance, and data warehousing domains. Vinolie has worked on projects for many large clients, including Horizon BCBS, Emdeon, Blue Shield California, and Anthem. She has experience implementing CMMI and ISO processes and leading audits and certifications. Vinolie also has a Master's degree in Computer Science and several professional certifications in areas like ITIL and healthcare domains.
This document summarizes an event about software quality services certification. It discusses the benefits and challenges of certifying a company in the CMMI for Services model. It presents a case study of a Portuguese technology company that implemented CMMI for Services processes and saw benefits like increased revenue from new service opportunities and improved customer relationships. The document concludes that certification helped structure the company's services to better meet customer needs and increase profits over time.
Making the leap from "gatekeeper" to strategic business partner often requires the QA/test group to centralize and standardize the selection of test tools, the development of test processes and templates and the training of testing staff. Only then can it break the organizational silos which typically hobble testing efforts, present a consistent and credible face to their business customers and develop the specialized expertise needed to meet today's testing challenges.
From 'Zero Defect Software' to 'First Time Right with Business'Cognizant
Quality Assurance (QA) departments now need to go beyond zero defect software delivery to encompass both IT and business requirements through end-to-end testing protocols. Representing a true step change for IT organizations, business process assurance entails a blend of analytics-driven Business Process Testing (BPT) and User Acceptance Testing (UAT).
QA Should be led from top down and implemented from bottom up. A presentation by Moti Demri, QA consultant and manager, experienced in building QA teams from the ground up, establishing market level standards (ISO 9000, CMMI) , processes, and testing methodologies for both manual and automated testing. Presented November 2013 to the JAX Chamber IT Council.
Genela Hardin is a professional software tester with over 20 years of experience in manual testing, test planning, project management, and process improvement. She has extensive experience testing applications in various industries including insurance, healthcare, finance, and retail. Her skills include test planning, test case development, defect reporting, and project coordination. She also has expertise in test automation, quality management, and agile methodologies.
Agile & pmi project management mapping maveric systemsMaveric Systems
Explore the points of parity and differences between two of the most widely used methodologies.
PMI Project Management (PMI) is by far the most widely accepted project management methodology. Off late, Agile has emerged as a strong candidate in the project management domain due to faster execution and deliverable oriented requirements of business.
Both these methodologies have gained themselves the reputation of best in class for project management for their own uniqueness. Though these methods look very different at a high level, they are actually mutually inclusive rather than exclusive. The principles of project management merge at a specific level even though the execution ways are different.
#ITLifecycleAssurance #Maveric
This document discusses the importance of quality assurance in business process outsourcing (BPO). It notes that while outsourcing can provide cost savings, many projects fail due to subpar quality in deliverables. To ensure success, outsourcing providers must implement quality assurance measures like defining quality metrics, testing deliverables, tracking progress, and using quality management systems. When done correctly, quality assurance improves brands, reduces costs, strengthens business relationships and competitive advantage.
Vinolie has over 11 years of experience in quality assurance, most recently working as Quality Manager for Cognizant Technology Solutions. She has extensive experience in healthcare, insurance, and data warehousing domains. Vinolie has worked on projects for many large clients, including Horizon BCBS, Emdeon, Blue Shield California, and Anthem. She has experience implementing CMMI and ISO processes and leading audits and certifications. Vinolie also has a Master's degree in Computer Science and several professional certifications in areas like ITIL and healthcare domains.
This document summarizes an event about software quality services certification. It discusses the benefits and challenges of certifying a company in the CMMI for Services model. It presents a case study of a Portuguese technology company that implemented CMMI for Services processes and saw benefits like increased revenue from new service opportunities and improved customer relationships. The document concludes that certification helped structure the company's services to better meet customer needs and increase profits over time.
Making the leap from "gatekeeper" to strategic business partner often requires the QA/test group to centralize and standardize the selection of test tools, the development of test processes and templates and the training of testing staff. Only then can it break the organizational silos which typically hobble testing efforts, present a consistent and credible face to their business customers and develop the specialized expertise needed to meet today's testing challenges.
From 'Zero Defect Software' to 'First Time Right with Business'Cognizant
Quality Assurance (QA) departments now need to go beyond zero defect software delivery to encompass both IT and business requirements through end-to-end testing protocols. Representing a true step change for IT organizations, business process assurance entails a blend of analytics-driven Business Process Testing (BPT) and User Acceptance Testing (UAT).
QA Should be led from top down and implemented from bottom up. A presentation by Moti Demri, QA consultant and manager, experienced in building QA teams from the ground up, establishing market level standards (ISO 9000, CMMI) , processes, and testing methodologies for both manual and automated testing. Presented November 2013 to the JAX Chamber IT Council.
Genela Hardin is a professional software tester with over 20 years of experience in manual testing, test planning, project management, and process improvement. She has extensive experience testing applications in various industries including insurance, healthcare, finance, and retail. Her skills include test planning, test case development, defect reporting, and project coordination. She also has expertise in test automation, quality management, and agile methodologies.
Process FMEA is a structured approach that ensures potential process failure modes and their associated causes have been considered and addressed in the design of the process.
This document discusses Maveric's transformation assurance services which help clients successfully implement technology transformations. Maveric brings domain expertise, application expertise, risk management experience from past transformations, and tools to support clients' goals. They have experience assisting many banks with implementations and upgrades of core banking, CRM, payments, and billing systems. Maveric's services include requirements lifecycle management, program audits, program management, and testing of packaged applications. Their goal is to help clients implement new technologies successfully the first time.
QMV Super Solutions is an Australian business consultancy that provides services to superannuation and wealth companies. Their services fall within five key areas - platform management, operations, change management, quality management, and business services. They help clients with challenges like compliance, reporting, business processes, program management, data quality, and new business integration.
Hilary Martin is a conscientious and professional test lead with 9 years of experience managing testing within the insurance and pensions industry. She has extensive experience in test analysis, planning, design, execution and documentation. Some of her responsibilities include leading system integration testing, overseeing test resources, and ensuring testing is compliant with regulatory standards. Prior to her role as test lead, she held various roles in pensions administration and business analysis.
The document discusses Critical Functionality Testing (CFT), an early testing approach that focuses on critical application functions before User Acceptance Testing (UAT). CFT aims to identify defects in important areas like critical workflows, interfaces, batch processes and reports. It helps ensure UAT runs smoothly by resolving issues upfront and provides metrics on critical function stability. The benefits of CFT include lower costs from finding defects earlier, reduced UAT effort, and informed prioritization for development teams. A case study demonstrates how CFT helped a client meet tight timelines for an insurance system implementation while maintaining quality.
Today it is crucial for organizations to pay even greater attention on quality management as the
importance of this function in achieving ultimate business objectives is increasingly becoming
clearer. Importance of the Quality Management (QM) Function in achieving basic need by
ensuring compliance with Capability Maturity Model Integrated (CMMI) / International
Organization for Standardization (ISO) is a basic demand from business nowadays. However,
QM Function and its processes need to be made much more mature to prevent delivery outages
and to achieve business excellence through their review and auditing capability. Many
organizations now face challenges in determining the maturity of the QM group along with the
service offered by them and the right way to elevate the maturity of the same. The objective of
this whitepaper is to propose a new model –the Audit Maturity Model (AMM) which will
provide organizations with a measure of their maturity in quality management in the perspective
of auditing, along with recommendations for preventing delivery outage, and identifying risk to
achieve business excellence. This will enable organizations to assess QM maturity higher than
basic hygiene and will also help them to identify gaps and to take corrective actions for
achieving higher maturity levels. Hence the objective is to envisage a new auditing model as a
part of organisation quality management function which can be a guide for them to achieve
higher level of maturity and ultimately help to achieve delivery and business excellence.
This document discusses governance, management, and testing in an outsourced model. It outlines five phases of outsourcing including evaluation, contracting, transition, and operation. Key points include understanding outsourcing goals, assessing current processes, emphasizing quality governance and testing, and selecting suppliers based on measurable criteria. The document also stresses defining roles and responsibilities, implementing testing at each stage, measuring success through agreed upon metrics, and ongoing governance to ensure the outsourced work meets contractual obligations.
The document discusses the Quality Assurance Institute (QAI), an organization that offers various software certifications. It describes QAI's history and purpose, provides details on its certification programs in software quality, testing, project management, and other areas. For each certification, it outlines the prerequisites, exam requirements, and value of being certified. The document aims to explain QAI's certifications and how professionals can prepare to obtain them.
Test Process Consulting Services - Maveric SystemsMaveric Systems
At Maveric, we provide a complete portfolio of consulting services focused on enhancing your test capabilities, based on years of proven expertise in independent software testing for banks and financial institutions.
This document discusses moving American Express' Pega testing towards a Testing Center of Excellence (TCoE) model. It outlines Cognizant's existing Pega testing footprint for Amex projects, the benefits of a TCoE for centralized testing, and key elements of a TCoE including standardized processes, tools, and a "core-flex" resourcing model. Establishing a Pega TCoE would optimize resource utilization, reduce costs, and institutionalize testing knowledge through a shared services approach.
- Chris Dyer is seeking a role as a Test Manager or Quality Assurance Manager with skills in IT project implementation.
- He has a Bachelor's degree in Information Systems and an ITIL V3 Foundation Certificate.
- He has over 10 years of experience managing testing for large IT projects, including implementations of Microsoft Dynamics AX, SAP ECC, and tolling systems.
Douglas Cruz-Alvarez has over 15 years of experience in aerospace quality assurance and engineering management. He is currently the Site Quality Manager at UTC Aerospace Systems in Albuquerque, NM, where he has reorganized teams, improved processes, and driven cultural changes. Previously, he held quality leadership roles at Honeywell and Bogue Machine Company, implementing quality management systems, achieving certifications, and improving metrics like cost of poor quality, supplier performance, and customer satisfaction.
The Testing Center of Excellence (TCoE) provides a framework to speed business process validation, eliminate redundancies, ensure high business process quality, and reduce risk to the organization.
Key Goal of TCoE is to accelerate the delivery of innovation across an enterprise, while driving down the risk and cost of change, thereby stay ahead in competition.
Dr. Mustafa Degerli - 2019 - CMMI Model V2 Development - PMI TRDr. Mustafa Değerli
The document discusses the CMMI Model V2 development. It aims to introduce attendees to the components of CMMI Model V2, including the new and significantly changed practice areas. It covers the categories, capability areas, practice areas, and maturity levels that make up the model. It also discusses the appraisal changes in V2 and tips for adopting and transitioning to the new model.
This document contains a professional summary and work experience for Vikram Singh K, an IT professional with 12 years of experience seeking assignments in ITES, operations management, project management, or client relationship management. It summarizes his expertise in areas like project management, resource management, training, incident management, and more. It then details his work history managing projects and operations teams for clients like Bharti Airtel, Cairn India, Horizon Health Care, Walgreens, and Woolworths.
360logica is a third-party product testing company with over 12 years of experience. They offer QA/testing services including functional testing, test automation, and QA consulting. Their engagement models include fixed price, time and material, and dedicated QA teams. Their testing process involves test planning, case preparation, execution, defect management, and maintenance.
The document provides information about Qualitas Business Academy and its professional ISO and quality management training courses. It states that Qualitas Business Academy was established in Sweden to promote and support business startups and development of work experience and skills. It offers training in business startup and management, quality and management programs, and ISO certifications. The training is provided in Sweden, Lebanon, UAE, and the UK. It aims to develop quality work and support investment and business startups in Sweden.
Standards / Models for Setting Up a Robust TCoE - Maveric SystemsMaveric Systems
This document discusses standards and models for establishing robust Testing Centers of Excellence (TCoE). It identifies key building blocks for a TCoE, including assessments, resourcing, process frameworks, and more. The document then examines various standards and models from the industry that can provide guidance for each building block, such as TPI® for assessments, TMAP® for processes, and COBIT® for governance. Combining approaches from TPI®, TMAP®, and other standards is recommended for creating a well-rounded TCoE. Organizations are advised to identify which standards suit their context as no single model applies universally.
This document outlines a 5-step approach to turning customer complaints into loyalty. The steps are: 1) Review the current complaint situation; 2) Identify areas for improvement; 3) Define actions and procedures; 4) Implement the plan; and 5) Follow up. The goal is to understand customer problems, avoid conflict, and find acceptable solutions in order to create conditions for future sales. Complaints contain valuable feedback and are an opportunity to improve and keep customers satisfied.
Lesson 2 handling customer complaints (2)Aznie Rahim
The document discusses handling customer complaints. It provides steps for addressing complaints, which include actively listening to understand the customer's perspective, expressing empathy, offering solutions, following through on solutions, and following up with the customer. The goal is to turn complaints into opportunities to improve service and satisfy customers.
The document discusses the importance of good customer service. It notes that poor customer service is the main reason customers stop doing business with a company. It provides tips for customer service such as listening to customers, showing empathy, being fair, sharing information, and thanking customers. The document also recommends ways to handle complaints, including acknowledging the problem, connecting with the customer, and thanking them. It states that good customer service can lead to continued success, increased profits, higher job satisfaction and improved company performance.
Process FMEA is a structured approach that ensures potential process failure modes and their associated causes have been considered and addressed in the design of the process.
This document discusses Maveric's transformation assurance services which help clients successfully implement technology transformations. Maveric brings domain expertise, application expertise, risk management experience from past transformations, and tools to support clients' goals. They have experience assisting many banks with implementations and upgrades of core banking, CRM, payments, and billing systems. Maveric's services include requirements lifecycle management, program audits, program management, and testing of packaged applications. Their goal is to help clients implement new technologies successfully the first time.
QMV Super Solutions is an Australian business consultancy that provides services to superannuation and wealth companies. Their services fall within five key areas - platform management, operations, change management, quality management, and business services. They help clients with challenges like compliance, reporting, business processes, program management, data quality, and new business integration.
Hilary Martin is a conscientious and professional test lead with 9 years of experience managing testing within the insurance and pensions industry. She has extensive experience in test analysis, planning, design, execution and documentation. Some of her responsibilities include leading system integration testing, overseeing test resources, and ensuring testing is compliant with regulatory standards. Prior to her role as test lead, she held various roles in pensions administration and business analysis.
The document discusses Critical Functionality Testing (CFT), an early testing approach that focuses on critical application functions before User Acceptance Testing (UAT). CFT aims to identify defects in important areas like critical workflows, interfaces, batch processes and reports. It helps ensure UAT runs smoothly by resolving issues upfront and provides metrics on critical function stability. The benefits of CFT include lower costs from finding defects earlier, reduced UAT effort, and informed prioritization for development teams. A case study demonstrates how CFT helped a client meet tight timelines for an insurance system implementation while maintaining quality.
Today it is crucial for organizations to pay even greater attention on quality management as the
importance of this function in achieving ultimate business objectives is increasingly becoming
clearer. Importance of the Quality Management (QM) Function in achieving basic need by
ensuring compliance with Capability Maturity Model Integrated (CMMI) / International
Organization for Standardization (ISO) is a basic demand from business nowadays. However,
QM Function and its processes need to be made much more mature to prevent delivery outages
and to achieve business excellence through their review and auditing capability. Many
organizations now face challenges in determining the maturity of the QM group along with the
service offered by them and the right way to elevate the maturity of the same. The objective of
this whitepaper is to propose a new model –the Audit Maturity Model (AMM) which will
provide organizations with a measure of their maturity in quality management in the perspective
of auditing, along with recommendations for preventing delivery outage, and identifying risk to
achieve business excellence. This will enable organizations to assess QM maturity higher than
basic hygiene and will also help them to identify gaps and to take corrective actions for
achieving higher maturity levels. Hence the objective is to envisage a new auditing model as a
part of organisation quality management function which can be a guide for them to achieve
higher level of maturity and ultimately help to achieve delivery and business excellence.
This document discusses governance, management, and testing in an outsourced model. It outlines five phases of outsourcing including evaluation, contracting, transition, and operation. Key points include understanding outsourcing goals, assessing current processes, emphasizing quality governance and testing, and selecting suppliers based on measurable criteria. The document also stresses defining roles and responsibilities, implementing testing at each stage, measuring success through agreed upon metrics, and ongoing governance to ensure the outsourced work meets contractual obligations.
The document discusses the Quality Assurance Institute (QAI), an organization that offers various software certifications. It describes QAI's history and purpose, provides details on its certification programs in software quality, testing, project management, and other areas. For each certification, it outlines the prerequisites, exam requirements, and value of being certified. The document aims to explain QAI's certifications and how professionals can prepare to obtain them.
Test Process Consulting Services - Maveric SystemsMaveric Systems
At Maveric, we provide a complete portfolio of consulting services focused on enhancing your test capabilities, based on years of proven expertise in independent software testing for banks and financial institutions.
This document discusses moving American Express' Pega testing towards a Testing Center of Excellence (TCoE) model. It outlines Cognizant's existing Pega testing footprint for Amex projects, the benefits of a TCoE for centralized testing, and key elements of a TCoE including standardized processes, tools, and a "core-flex" resourcing model. Establishing a Pega TCoE would optimize resource utilization, reduce costs, and institutionalize testing knowledge through a shared services approach.
- Chris Dyer is seeking a role as a Test Manager or Quality Assurance Manager with skills in IT project implementation.
- He has a Bachelor's degree in Information Systems and an ITIL V3 Foundation Certificate.
- He has over 10 years of experience managing testing for large IT projects, including implementations of Microsoft Dynamics AX, SAP ECC, and tolling systems.
Douglas Cruz-Alvarez has over 15 years of experience in aerospace quality assurance and engineering management. He is currently the Site Quality Manager at UTC Aerospace Systems in Albuquerque, NM, where he has reorganized teams, improved processes, and driven cultural changes. Previously, he held quality leadership roles at Honeywell and Bogue Machine Company, implementing quality management systems, achieving certifications, and improving metrics like cost of poor quality, supplier performance, and customer satisfaction.
The Testing Center of Excellence (TCoE) provides a framework to speed business process validation, eliminate redundancies, ensure high business process quality, and reduce risk to the organization.
Key Goal of TCoE is to accelerate the delivery of innovation across an enterprise, while driving down the risk and cost of change, thereby stay ahead in competition.
Dr. Mustafa Degerli - 2019 - CMMI Model V2 Development - PMI TRDr. Mustafa Değerli
The document discusses the CMMI Model V2 development. It aims to introduce attendees to the components of CMMI Model V2, including the new and significantly changed practice areas. It covers the categories, capability areas, practice areas, and maturity levels that make up the model. It also discusses the appraisal changes in V2 and tips for adopting and transitioning to the new model.
This document contains a professional summary and work experience for Vikram Singh K, an IT professional with 12 years of experience seeking assignments in ITES, operations management, project management, or client relationship management. It summarizes his expertise in areas like project management, resource management, training, incident management, and more. It then details his work history managing projects and operations teams for clients like Bharti Airtel, Cairn India, Horizon Health Care, Walgreens, and Woolworths.
360logica is a third-party product testing company with over 12 years of experience. They offer QA/testing services including functional testing, test automation, and QA consulting. Their engagement models include fixed price, time and material, and dedicated QA teams. Their testing process involves test planning, case preparation, execution, defect management, and maintenance.
The document provides information about Qualitas Business Academy and its professional ISO and quality management training courses. It states that Qualitas Business Academy was established in Sweden to promote and support business startups and development of work experience and skills. It offers training in business startup and management, quality and management programs, and ISO certifications. The training is provided in Sweden, Lebanon, UAE, and the UK. It aims to develop quality work and support investment and business startups in Sweden.
Standards / Models for Setting Up a Robust TCoE - Maveric SystemsMaveric Systems
This document discusses standards and models for establishing robust Testing Centers of Excellence (TCoE). It identifies key building blocks for a TCoE, including assessments, resourcing, process frameworks, and more. The document then examines various standards and models from the industry that can provide guidance for each building block, such as TPI® for assessments, TMAP® for processes, and COBIT® for governance. Combining approaches from TPI®, TMAP®, and other standards is recommended for creating a well-rounded TCoE. Organizations are advised to identify which standards suit their context as no single model applies universally.
This document outlines a 5-step approach to turning customer complaints into loyalty. The steps are: 1) Review the current complaint situation; 2) Identify areas for improvement; 3) Define actions and procedures; 4) Implement the plan; and 5) Follow up. The goal is to understand customer problems, avoid conflict, and find acceptable solutions in order to create conditions for future sales. Complaints contain valuable feedback and are an opportunity to improve and keep customers satisfied.
Lesson 2 handling customer complaints (2)Aznie Rahim
The document discusses handling customer complaints. It provides steps for addressing complaints, which include actively listening to understand the customer's perspective, expressing empathy, offering solutions, following through on solutions, and following up with the customer. The goal is to turn complaints into opportunities to improve service and satisfy customers.
The document discusses the importance of good customer service. It notes that poor customer service is the main reason customers stop doing business with a company. It provides tips for customer service such as listening to customers, showing empathy, being fair, sharing information, and thanking customers. The document also recommends ways to handle complaints, including acknowledging the problem, connecting with the customer, and thanking them. It states that good customer service can lead to continued success, increased profits, higher job satisfaction and improved company performance.
This document provides guidance on how to effectively handle customer complaints. It emphasizes that complaints should be viewed as opportunities rather than problems. Key recommendations include not being defensive, apologizing even when not at fault, addressing customers by name, actively listening without making excuses, following up on commitments, and turning dissatisfied customers into satisfied ones through efficient resolution of their issues. Customer feedback through surveys and focus groups can also help improve service delivery and prevent future complaints.
The document discusses complaint handling and provides guidance on effectively resolving customer complaints. It begins by defining complaints and explaining why they are important to address. It then describes different types of complainers and recommends communicating with them in a calm, rational manner. The document outlines the LAST approach to handling complaints, which involves listening attentively, apologizing and empathizing, solving the issue, and thanking the customer. It emphasizes taking ownership of complaints without blaming others, and provides tips for effective communication and behaviors to avoid. The document also discusses solving specific types of complaints, maintaining efficient work practices, and the importance of following up to ensure customer loyalty.
This document provides guidance on handling customer complaints. It discusses identifying complaints as gifts that provide opportunities to improve service and retain customers. Key steps for handling complaints include listening actively, apologizing, acknowledging the problem, explaining actions, and following up. Complaints should be addressed promptly, respectfully, and with the goal of resolving the customer's underlying needs and concerns. Service recovery aims to turn unhappy customers into advocates by remedying failures efficiently and compensating customers.
This document provides a summary of James Moore's qualifications and experience. He has over 15 years of experience in process improvement roles within utilities and telecommunications companies. He is a trained Six Sigma Green Belt and Lead Auditor with experience designing and improving processes to reduce defects and variation. His experience includes projects to improve billing, complaints handling, and asset management. He is skilled in process analysis, stakeholder engagement, and implementing process changes.
The document provides a summary of Mario Cortez-Umali's experience and qualifications. As VP of Operations and Project Implementations at SDSolutions, he has overseen the development and implementation of numerous projects for clients in various industries. These include shipping, cold storage, payroll, healthcare, insurance, and government organizations. He has 15+ years of experience leading projects, improving processes, and implementing new technology-based solutions to optimize operations and reduce costs.
The CTA implemented an ISO 9001 quality management system and ProjectNet, a web-based project management system, to improve efficiency in managing its multi-billion dollar capital improvement program. The systems were designed to streamline processes, focus on customer satisfaction, and enable continuous quality improvement. After implementing the systems over 12 months, the CTA received ISO 9001 certification. ProjectNet and the quality system provided benefits like reduced project durations, improved collaboration, and cost savings. Examples showed projects being completed ahead of schedule and under budget. The quality initiatives improved the CTA's capital program management and delivered benefits to citizens through more efficient transportation improvements.
A wealth management leader improves cycle time by more than 90 percent.Fuji Xerox Singapore
Transforming the New Account Opening Process.
“We developed a series of recommendations for a standardized solution that would decrease cycle times, lower operational costs, reduce error rates and improve the quality of the new client experience throughout the U.S. office network."
- Newgen solutions help transform global shared services centers through a flexible processing and change management framework, proactive service management, and real-time visibility across disparate entities. This creates a center of excellence that provides operational excellence, better service, compliance, and standardized processes.
- Newgen's experience in different organizations offers a true shared services transformation framework aligned with best practices. Their solution addresses the needs of stakeholders across various functions through a single platform.
- Businesses are choosing Newgen over other vendors because it provides a scalable solution that can be rapidly deployed and adapted to changing business needs while leveraging existing systems.
- Newgen solutions help transform global shared services centers through a flexible processing and change management framework, proactive service management, and real-time visibility across functions. This provides operational excellence, standardized processes, and compliance across disparate entities.
- Newgen's experience in different organizations offers a true shared services transformation framework aligned with best practices. Their solution addresses the needs of stakeholders across various functions and relieves IT of managing multiple point solutions.
- Newgen enables organizations to quickly configure and roll out new customer processes through rapid modeling and customization of business processes. Their solutions provide a single platform for processes like F&A, HR, banking, and more that can be easily adapted for different customers.
This document is a resume for Leonard Smith, who has over 15 years of experience in quality assurance and project management roles in the telecommunications and financial services industries. He has a proven track record of successfully managing large, multi-dimensional teams across multiple projects. Smith is skilled in all phases of the software development life cycle and has experience working with various methodologies including Agile, Waterfall, and SDLC. He currently holds the role of Portfolio Manager at TD Bank, where he is responsible for quality assurance planning and effective delivery of projects.
Ww idc report the business value of concur invoice (fdm)Shannon Blackwell
Concur Invoice provides cloud-based invoice management software that helps organizations automate invoice processing workflows. An IDC study interviewed 8 organizations using Concur Invoice and found they achieved significant benefits including:
1) Improving business user productivity by 11% on average through mobile access and easier invoice submission and approval.
2) Reducing the time spent on invoice processing tasks by 34% on average through automation and streamlined workflows.
3) Lowering costs by enhancing compliance and avoiding penalties, with estimated annual savings of $511 per 1,000 invoices.
The document outlines the achievements of several projects across different departments within a company. Key points include:
1) A quality review process was implemented for annuity applications, hiring new staff, establishing procedures, and resolving technological issues to ensure project success.
2) Account maintenance transactions were consolidated to new business only to increase consistency and service for clients.
3) The daily service level for an annuity operations department was increased by changing cutoff times and holding staff accountable for efficiency.
4) Productivity of an annuity operations departmental staff was increased through feedback sessions, management changes, cross-training, and improved communications.
This document describes 6 case studies of BPM solutions implemented by Quadwave for various clients:
1. A compliance monitoring solution for an ISV to track adherence to processes and assess compliance levels for management certification.
2. A process management tool for an medical technology company automating HR and claims processing with customizable workflows.
3. A solution for a BPO to implement reusable process flows for accounts payable and claims processing across customers.
4. A consumer response system for a tobacco company to manage complaint workflows and escalate delays.
5. A customized system integrating with third-party systems to control manufacturing processes for an aircraft manufacturer.
6. An electronic ship registration system for a Middle
How to deliver better, leaner field serviceKelly Services
This document discusses how outsourcing field service tasks can help medical device companies deliver better and leaner field service. Some key benefits outlined include receiving a one-stop solution and single point of contact, lowering costs through centralized specialist resources, having the ability to scale services at will, receiving a customized solution tailored to a company's specific needs, ensuring quality is measured by outcomes, and gaining access to the best talent when needed. The document concludes with a case study of how one medical device company successfully managed a major voluntary recall through outsourcing.
Lower downtime and timely access to lending applications through process impr...Mindtree Ltd.
Mindtree helped a leading Indian non-banking financial enterprise improve its end-of-year validation and release process. Previously, the process took over 27 hours for one application and over 24 hours for another, forcing critical applications to be offline for a whole day. Mindtree analyzed the process and made changes like processing data field updates for all branches at once instead of individually. This reduced the time for one application to just six minutes and the other to one minute, saving time and allowing the applications to remain online.
9 Critical Components for A Successful Client Interaction Framework Chazey Partners
It’s not that complicated! Mastering client satisfaction through a comprehensive framework is made easy through this simple roadmap. Use it to build a strong basis for your Shared Services client relationships
JWI 550 OPERATIONS MANAGEMENTCOURSE PROJECT PART CSIX SIG.docxtawnyataylor528
JWI 550: OPERATIONS MANAGEMENT
COURSE PROJECT PART C
SIX SIGMA PROJECT CHARTER
November 2017
Six Sigma Projects for Recommendation
In the banking sector, the transaction process is associated with transaction steps that have an impact not only on the overall transaction time but also on customer satisfaction. Thus, it is essential for the bank to analyze the data collected in regards to their defined parameters in order to identify the various processes that require improvements, enhance customer satisfaction and eliminate wait wastage. This process is sometimes cumbersome and tedious and, as a result, it is one of the banking sector areas that receive many complaints from customers and thus needs to be dealt with. In line with the value stream mapping, it was established that the bank requires re-engineering of the processes to have an efficient method that will reduce waiting time and enhance customer satisfaction. Therefore, the project that is recommended is to determine the part of the transaction process that has much impact on the overall transaction time – to identify steps that contribute to increased waiting wastage and elaborately come up with a better alternative that will gain the approval of the bank’s management.
Project Charter
Problem Statement
It is essential to appreciate the fact that the banking sector is characterized by numerous processes that have an impact on customer satisfaction. Hence, it is financially viable for the bank to concentrate on improving the processes that impact the level of customer satisfaction significantly to have a competitive advantage. The transaction process is a process that includes the customers getting to the teller section, forwarding their request, and the teller getting approval from the managers to process the said request. It is thus a cumbersome process that can impact the level of customer satisfaction (Wang & Chen, 2010). The waiting wastage in this process is a concern that should be addressed as a matter of urgency, to eliminate the steps in the process that take long to accomplish and redesign the process to ensure enhanced levels of efficiency and customer satisfaction.
Goal Statement
The objective of the project charter is to enhance the level of customer satisfaction by ensuring that the bank's transaction process is smooth and efficient. Hence, in a nutshell, the charter’s objective is to ensure operational efficiency, ensure that the bank remains competitive, and ultimately ensure that the bank’s customers are satisfied with the services offered.
Project Scope
The bank will shortlist a team of observers who will be tasked with the responsibility of measuring the waiting time within the transaction process under various scenarios in the different branches of the bank. This team will then be enjoined in the formation of the project initiation team that will work towards ensuring that the expected benefits are realized upon the project’s completion. Th ...
This document discusses fast close management challenges and outlook. It defines fast close as actions taken to accelerate financial closures while ensuring data quality. Some key points made include:
- Fast close involves thoroughly reviewing processes, tools, and rationalizing steps to reduce bottlenecks and speed up reporting.
- The objectives are to produce financial and operational information as quickly as possible to facilitate decision making.
- Implementing a fast close plan typically involves auditing the reporting process and defining action plans targeting people, processes, and systems.
- Actions may include improving training and communication, reengineering processes, and automating tasks with dedicated software.
The document summarizes a project by Anglian Water to develop a new customer service solution called 1Customer. 1Customer simplified agents' screens to make customer data instantly accessible, improving call quality and reducing call times by an average of 78 seconds. It was developed collaboratively between Anglian Water and Capgemini to optimize the existing SAP system and drive additional value. Initial results showed reductions in training time and improvements to customer satisfaction.
Unisys implemented a ServiceNow solution to consolidate multiple legacy systems for employee onboarding requests like badge IDs and area access into a single platform. This provides benefits like enhanced user experience, improved visibility, shorter approval times, and better process management. The new solution centralized user management, implemented no/low code development, and provided automation to reduce manual work and errors. It also improved governance, security, and gave leadership improved analytics and dashboards for decision making.
Vijay Sadasivan is seeking a challenging position with 12+ years of experience in the BPO industry. He has held roles such as Process Site Lead and Team Manager where he was responsible for managing teams, meeting SLAs, and ensuring smooth operations. He has a strong track record of successfully leading process improvement projects to enhance efficiency. Vijay has expertise in account management, performance analysis, and staff training. He holds a CF1 certification and has experience working with clients such as Maersk, Zurich Financial Services, and Reliance Retail.
1. Success Story –
due to the implementation of Targenio, a complaint management solution
Customer-oriented approach through standardised
processes
An efficient complaints handling procedure is based on
consistent standards applicable at the group
and coordinated processes. At Swiss International Air
Lines, room for improvement concerning the respective
work processes was identified and, thus, an in
solution was used for complaints handling. In
implementing the complaint management solution
Targenio, SWISS standardised its procedures for
handling customer complaints – the higher efficiency
and the smoother customer complaints handling process
that follow from that pay dividends.
Market developments jeopardise customer
satisfaction and relationships
Travel industry turned into a bulk business long ago
the strained competitive situation, worse customer
service and stricter regulatory requirements often lead to
the decline in quality and result in dissatisfied airline
customers and an increased number of complaints.
SWISS is the national airline of Switzerland.
From Basel, Zürich and Geneva, overall 8,250
employees work for the Lufthansa subsidiary.
SWISS is a member of Star Alliance, the world's
largest airline network.
SWISS currently serves 84 destinations in 40
countries and has a fleet of 90 aircraft. The
manageable size enables SWISS to be closer to
its customers and provide them with tailor
made services. Because of its origins, SWISS is
committed to providing the highest quality
products and services.
SWISS International Air
Higher efficiency in complaints handling
due to the implementation of Targenio, a complaint management solution
oriented approach through standardised
An efficient complaints handling procedure is based on
rds applicable at the group-wide level
Swiss International Air
, room for improvement concerning the respective
work processes was identified and, thus, an in-house
solution was used for complaints handling. In
implementing the complaint management solution
Targenio, SWISS standardised its procedures for
the higher efficiency
and the smoother customer complaints handling process
Market developments jeopardise customer
Travel industry turned into a bulk business long ago –
the strained competitive situation, worse customer
service and stricter regulatory requirements often lead to
the decline in quality and result in dissatisfied airline
customers and an increased number of complaints.
It is of crucial importance to airline
businesses how they deal with
whether they are able to stabilise again the customer
relationship put at risk by such situation
SWISS could not avoid getting affected by those market
developments.
Initial situation
Prior to the project implementation, SWISS had
identified room for improvement in the areas of creating
of consistent processes and determini
controllable complaints handling standards. In this
process, an in-house data collection solution was
deployed. Inefficient deployment of limited resources
and lack of business process automation caused a loss of
resources, longer processing times and, thus, lower
efficiency in the resolution of complaints. As a
consequence of such lower efficiency
compensation payments had to be made.
Apart from the inconsistent corporate image and
unnecessary customer frustration it seemed that
had come, also within the company, to modernise the
time-consuming procedures. The intention was to
implement a software solution as the basic tool for
targeted customer relationship management and
customer-oriented complaints handling.
The requirements:
› A field-tested, web-based s
management
› Modular system structure
› Connection to feeder systems is possible
› Customer-oriented solution
› Reasonable cost-benefit ratio
› The control mechanisms required by the
company should be supported with proper
workflow
tional airline of Switzerland.
From Basel, Zürich and Geneva, overall 8,250
employees work for the Lufthansa subsidiary.
SWISS is a member of Star Alliance, the world's
SWISS currently serves 84 destinations in 40
countries and has a fleet of 90 aircraft. The
manageable size enables SWISS to be closer to
its customers and provide them with tailor-
of its origins, SWISS is
mitted to providing the highest quality
SWISS International Air Lines
Higher efficiency in complaints handling
due to the implementation of Targenio, a complaint management solution
It is of crucial importance to airlines and tourism
unhappy customers and
whether they are able to stabilise again the customer
such situation. Also Airline
SWISS could not avoid getting affected by those market
Prior to the project implementation, SWISS had
identified room for improvement in the areas of creating
of consistent processes and determining of binding and
controllable complaints handling standards. In this
house data collection solution was
deployed. Inefficient deployment of limited resources
and lack of business process automation caused a loss of
ing times and, thus, lower
efficiency in the resolution of complaints. As a
such lower efficiency, higher
compensation payments had to be made.
Apart from the inconsistent corporate image and
unnecessary customer frustration it seemed that time
had come, also within the company, to modernise the
consuming procedures. The intention was to
implement a software solution as the basic tool for
targeted customer relationship management and
oriented complaints handling. By means of
based solution for feedback
Connection to feeder systems is possible
oriented solution
benefit ratio
The control mechanisms required by the
supported with proper
2. improved technology combined with business process
and workflow optimisation, costs were to be reduced
and efficiency increased.
Therefore, in March 2010, SWISS launched a project
aiming to define unified, binding and controllable
standards for complaints handling and implement them
by means of software.
Goals & Objectives
First of all, the new solution should improve customer
experience in case of a complaint. In order to make this
possible it was necessary to reduce turnaround times for
the administrative tasks and fine-tune handling and
research-related procedures by process automation and
interface connections. The reduction in the turnaround
times needed for research-related tasks should allow for
a more individual and high-quality handling of customer
complaints. Moreover, proper workflow should be
introduced to the company to ensure
complaints handling procedures and the
control mechanisms.
After an evaluation phase, it was decided to implement
Targenio, CRM-Workflow and comp
software from Rödl & Partner.
Project lifecycle
The project was launched in June 2011. The project was
planned to take 24 months to complete, involving four
permanent in-house SWISS employees and six
employees of Rödl & Partner. In November 2011, once
the conceptualization phase was completed, the project
was given a go-ahead and moved into the phase of
development. The first Train-the-Trainer training sessions
took place in July 2012 and as soon as October 2012
the solution was ready to go live, while the reporting
tool went live in March 2013. Thus, the project was
successfully implemented within the scheduled time
frame.
The key factor behind the successful implementation
was in particular the smooth and transparent
cooperation ensured by a regular dialogue. Further
contributing factors were the early-stage involvement of
end-users in sub-projects (business process & workflow
optimisation and optimisation of pre-
well as the effective and early-stage involvement of the
management providing the necessary support
difficult decisions had to be made.
For more information on customer management services of Rödl Consulting AG go to:
call +49 (0)9 11/ 5 97 96-0.
proved technology combined with business process
and workflow optimisation, costs were to be reduced
Therefore, in March 2010, SWISS launched a project
aiming to define unified, binding and controllable
andling and implement them
First of all, the new solution should improve customer
In order to make this
possible it was necessary to reduce turnaround times for
tune handling and
process automation and
interface connections. The reduction in the turnaround
related tasks should allow for
quality handling of customer
proper workflow should be
introduced to the company to ensure the uniformity of
complaints handling procedures and the requisite
After an evaluation phase, it was decided to implement
Workflow and complaint management
The project was launched in June 2011. The project was
planned to take 24 months to complete, involving four
house SWISS employees and six
November 2011, once
the conceptualization phase was completed, the project
ahead and moved into the phase of
Trainer training sessions
took place in July 2012 and as soon as October 2012
y to go live, while the reporting
tool went live in March 2013. Thus, the project was
successfully implemented within the scheduled time
The key factor behind the successful implementation
was in particular the smooth and transparent
cooperation ensured by a regular dialogue. Further
stage involvement of
projects (business process & workflow
-filled templates) as
stage involvement of the
management providing the necessary support whenever
Result
In complaints handling, efficiency significantly increased
upon implementation of the solution (on average by
20%). Using ready-made pre-
supplemented with individual information, customer
relationship managers write their letters directly in the
system. A number of further automation processes
contributes to the streamlining of the administrative
procedures. In connecting to systems already in use,
business process times were shortened and th
complaints handling procedure was made quicker.
"Not always are tailor-made solutions needed,
sometimes ready-to-use software is entirely sufficient in
order to remain competitive. Targenio is a standard
tool that covers our needs very well in the long term in
a heterostatic environment. The decision to buy a
standard product was thus n
nature."
Robert Heerenveen, Head of Customer Service at
SWISS International Air Lines (2009
In sum:
The Targenio software was implemented in
accordance with the set time schedule and budget.
The smooth and transparent cooperation with Rödl
& Partner contributed to the project success.
software fully complies with the requirements and
the objectives. Thanks to the new solution, SWISS
will increase efficiency, streamline business
processes and will have a more effective complaints
handling procedure in place.
Advantages at a glance:
› Higher efficiency and stream
procedures
› With the connection to feeder systems business
processes take less time and, consequently, the
turnaround times for handling customer
complaints are shorter (e.g. integration of flight
and ticket information into the system)
› Improved customer service through "Self
Service" compensation systems (FLOC) as well as
automatic processing of received complaints.
› Global work monitoring has been ensured
› Potential of a 360° view of the customer
er management services of Rödl Consulting AG go to: http://www.roedl.de/crm
Your points of contact
Swiss International Air Lines
Mr Robert Jason Heerenveen
Head of Customer Service
(2009-2013)
Your points of contact
In complaints handling, efficiency significantly increased
upon implementation of the solution (on average by
-filled templates to be
supplemented with individual information, customer
managers write their letters directly in the
system. A number of further automation processes
contributes to the streamlining of the administrative
procedures. In connecting to systems already in use,
business process times were shortened and thus the
complaints handling procedure was made quicker.
made solutions needed,
use software is entirely sufficient in
order to remain competitive. Targenio is a standard
that covers our needs very well in the long term in
a heterostatic environment. The decision to buy a
standard product was thus not only of financial
Robert Heerenveen, Head of Customer Service at
(2009-2013)
The Targenio software was implemented in
accordance with the set time schedule and budget.
The smooth and transparent cooperation with Rödl
& Partner contributed to the project success. The
software fully complies with the requirements and
the objectives. Thanks to the new solution, SWISS
will increase efficiency, streamline business
processes and will have a more effective complaints
Higher efficiency and streamlined administrative
With the connection to feeder systems business
processes take less time and, consequently, the
handling customer
complaints are shorter (e.g. integration of flight
et information into the system)
Improved customer service through "Self
Service" compensation systems (FLOC) as well as
ocessing of received complaints.
nitoring has been ensured
Potential of a 360° view of the customer
http://www.roedl.de/crm or
Mr Robert Jason Heerenveen
Rödl & Partner
Mr Eberhard Vogel
Project Manager
Eberhard.Vogel@roedl.de