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Sdec09 kick off to deployment in 92daysTerry Bunio
The document outlines an agenda for discussing a lean software development project to create a parks reservation system over 92 days. It summarizes the client needs, challenges of the project which involved multiple companies in a consortium approach, and the iterative solution delivered in phases. Results showed increased reservation counts year over year and benefits of lean principles like empowering teams and frequent delivery of working software. Lean development differs from traditional project management in its emphasis on adapting to changes and managing uncertainty through visual tools and high feedback loops.
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The document summarizes a meeting held on January 27th, 2011 to discuss streamlining technology processes (STP) in the personal finance sector. Key points discussed included:
1) STP implementation will require investment but may become a cost of doing business. Providers signaled openness but need to understand costs.
2) Participants want clarity on what STP means for advisers to guide development and expectations. A draft definition will be created and validated.
3) Integrations have often been bespoke without adhering to standards, requiring reinvestment. Common data patterns are needed with provider buy-in.
4) Most providers use spreadsheets rather than standardized APIs for product/fund data,
eGedo is a software solution that enhances governance for private companies through managing financial instruments ledgers, collective decision processes and ledgers, and communication with stakeholders. The software is licensed and distributed as software-as-a-service. eGedo's customers include private companies targeting an IPO or acquisition, as well as listed companies seeking to improve their governance or equity-based incentives programs.
Identifying and Prioritizing BPM Projects Based on Quick Wins and Clear Fin...rhefner
We all know that process improvement projects bring clear benefits to the company: less waste, decreased cycle and throughput time, less defects – just to name a few. But determining which projects to undertake for maximum return can be a challenge. Dr. Hefner will present several considerations for selecting which improvement projects to invest in.
During this session you will learn:
* How to generate process improvement projects based on your business goals
* The importance of internal and external customers in identifying improvements
* How to prioritize projects with and without direct ROI
* How project selection matures over time
corporate goverance Gobal models.
There are 4 Models.
ANGLO-US Model.
Japanese German model.
China Model.
Indian Model.
Salient ideas and thoughts on principals of governance as revealed by our ancient scriptures.
Basic values of Indian principals of governance.
India is not a story from Rags to Riches.
Strengths of India
The magic mantra of ‘Demographic Dividend’
The Integral Approach .
Domestic Consumption drives growth.
Learn how to make small but impactful improvements in your day-to-day processes! These quick wins are available out of the box with Laserfiche Rio and Laserfiche Avante. Learn more at www.laserfiche.com.
Sdec09 kick off to deployment in 92daysTerry Bunio
The document outlines an agenda for discussing a lean software development project to create a parks reservation system over 92 days. It summarizes the client needs, challenges of the project which involved multiple companies in a consortium approach, and the iterative solution delivered in phases. Results showed increased reservation counts year over year and benefits of lean principles like empowering teams and frequent delivery of working software. Lean development differs from traditional project management in its emphasis on adapting to changes and managing uncertainty through visual tools and high feedback loops.
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The document summarizes a meeting held on January 27th, 2011 to discuss streamlining technology processes (STP) in the personal finance sector. Key points discussed included:
1) STP implementation will require investment but may become a cost of doing business. Providers signaled openness but need to understand costs.
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4) Most providers use spreadsheets rather than standardized APIs for product/fund data,
eGedo is a software solution that enhances governance for private companies through managing financial instruments ledgers, collective decision processes and ledgers, and communication with stakeholders. The software is licensed and distributed as software-as-a-service. eGedo's customers include private companies targeting an IPO or acquisition, as well as listed companies seeking to improve their governance or equity-based incentives programs.
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We all know that process improvement projects bring clear benefits to the company: less waste, decreased cycle and throughput time, less defects – just to name a few. But determining which projects to undertake for maximum return can be a challenge. Dr. Hefner will present several considerations for selecting which improvement projects to invest in.
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* How to generate process improvement projects based on your business goals
* The importance of internal and external customers in identifying improvements
* How to prioritize projects with and without direct ROI
* How project selection matures over time
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There are 4 Models.
ANGLO-US Model.
Japanese German model.
China Model.
Indian Model.
Salient ideas and thoughts on principals of governance as revealed by our ancient scriptures.
Basic values of Indian principals of governance.
India is not a story from Rags to Riches.
Strengths of India
The magic mantra of ‘Demographic Dividend’
The Integral Approach .
Domestic Consumption drives growth.
Learn how to make small but impactful improvements in your day-to-day processes! These quick wins are available out of the box with Laserfiche Rio and Laserfiche Avante. Learn more at www.laserfiche.com.
Secrets of Services Spend Management LeadersSAP Ariba
This document discusses services spend management strategies presented by leaders from National Bank of Canada, The McGraw-Hill Companies, and the Sourcing Interest Group. It focuses on National Bank of Canada's implementation of an Ariba procurement solution to manage its IT contractor spending. Key aspects included centralizing the manual request process, achieving 10% savings goals, ensuring compliance, and reducing time to acquire talent. The new system led to over $600k in annual hard savings and projected annual savings of $1.54 million with additional cost avoidance.
This document discusses gathering the voice of the customer (VOC) in process improvement projects. It defines VOC as the expression of customer needs and desires. There are four key steps to gathering VOC: 1) identify all customers, 2) determine customer requirements, 3) validate requirements, and 4) prioritize requirements. VOC is important because customers define what quality means for a process. Both VOC and voice of the business inputs are important to understand in process improvement.
This document discusses how two insurance companies, Tima Insurance and Federal Insurance, applied Lean principles to improve their operational efficiencies. At Tima Insurance, applying Lean principles to their call center improved customer satisfaction scores, increased first call resolutions, sales and employee morale while decreasing average hold times and transfer rates. Federal Insurance launched a project to apply Lean thinking to solve challenges in their retirement fund administration business. Analyzing customer demand revealed areas of value and failure. Changes like process training, technology upgrades and performance monitoring tools identified waste and improved metrics like quotes processing time and reduced repeat calls. Both case studies demonstrated how Lean principles can help insurance companies improve customer service and operational performance.
The document discusses Barrick Gold Corporation's Lean journey and implementation of continuous improvement. It began in 2002 due to declining gold prices and rising costs. Barrick benchmarked other top companies and found they had formal continuous improvement systems and cultures. Barrick launched its own CI program with top-down support, focusing first on its Goldstrike property and then expanding company-wide. Critical success factors included sustained leadership commitment, focusing on business processes, measurement, empowering people and teams, and communication. Operations review teams were embedded into the business cycle to identify gaps and plan improvements.
This presentation discusses HSBC's approach to sustainability. It outlines HSBC's sustainability strategy, structure, and governance. It also discusses key themes like climate change and microfinance. For climate change, HSBC believes it represents the largest environmental challenge and that financial institutions will play an important role in the transition to a low-carbon economy. For microfinance, HSBC's strategy is to expand its business from 5 countries to potentially 15 countries worldwide by working with microfinance enablers and local affiliates.
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C.T. Hellmuth is a privately owned employee benefits broker located in Chevy Chase, MD that has been in business since 1972. They focus exclusively on employee benefits and have deep expertise in industries like government contracting, technology, and non-profits. They partner closely with their clients and have an average client relationship of over 15 years. Their team has extensive experience, with the average account manager tenure at the company being over 15 years. C.T. Hellmuth aims to deliver cost-effective benefits solutions and exceptional service to help their clients meet their goals.
Top 10-global mistakes-and-how-companies-can-avoid-themMove One
This document outlines the top 10 global immigration mistakes made by companies and provides recommendations to avoid them. It is presented by Amberley Johnson from VISANOW, an immigration services provider. The mistakes are categorized into those related to immigration service providers, internal processes, and external factors. Key mistakes include working with improperly aligned immigration partners, lack of technology use, poor internal processes, and not keeping up with legislative changes. Recommendations focus on selecting the right provider, defining internal processes, educating stakeholders, and ensuring legal compliance. The presentation aims to help companies streamline immigration processes and reduce risks and costs.
This document summarizes Shane Lucas' presentation on ANZ's approach to linking sustainability to strategy, governance, and risk management. It discusses ANZ's corporate responsibility framework, sensitive sector policies, staff training on social and environmental risks, screening tools to assess risks for customers, and escalation processes. It also notes ANZ's publication of sector information statements, stakeholder and responsibility reviews, and an example of revising a military equipment policy in response to stakeholder concerns.
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Hear what results today's funders are looking for from the nonprofits they fund and learn how you can capture that information.
See various examples of how nonprofits have utilized online outcomes tracking software to make a greater difference in the lives of their clients and and expand their funding.
1. The document outlines guidelines for transforming ADOPEM NGO into a regulated financial institution to increase sustainability and attract local and international investment.
2. A market research study will assess feasibility and form a plan of action, with the goal of diversifying funding sources to 40% NGO, 30% local investors, and 30% international investors.
3. The transformation process will include establishing articles of incorporation, requesting authorization from regulatory bodies, developing operational guidelines, and staff training to adapt financial and accounting practices to regulated institution standards.
Wipro Infotech provides an overview of its training process for new recruits. It discusses attracting, motivating, and retaining talent through a comprehensive training program. The training process includes an introduction to Wipro, pre-process training, process training, on-the-job training, and certification and assessment at various stages. Wipro has over 90 trainers capable of training over 3,000 people simultaneously across various facilities.
ECATA - Sourcing Strategies of IT ServicesPatrick Nolot
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Patrick Nolot, VP Technology Strategy & Architecture, BNP Paribas Personal Finance, together with Björn Schichler, Senior Manager, LogicaCMG Management Consulting and Michel Cadars, LogicaCMG Global Account Director EADS, made a presentation on "Sourcing Strategies of IT Services".
Presentation abstract:
• Main evolutions of the IT sourcing services market, from off shoring of IT programming skills to Business Process Outsourcing (BPO)
• What IT outsourcing (ITO) is and is not? (scope)
• Why deciding for “optimal IT sourcing” initiatives? (business objectives)
• Where to source IT services? (location analysis)
• How to source IT services? (sourcing models)
• Best practices and return on experience from LogicaCMG, one of the leading 10 players in the Western European IT and BPO services market
• Emerging trends in the IT sourcing services market
Stephen Hale, Ogilvy Earth, National Green Brands Forum, June 17th 2010, Melb...3 Pillars Network
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The document discusses integrating measures development with an enterprise architecture and performance management framework. It describes moving from an outdated "urban sprawl" approach to a planned "urban" approach where measures are aligned with strategy. Key aspects include defining enterprise, informal, and tiered measures; the measures request and review process; and integrating measures with the enterprise architecture.
I was invited to give a talk at Eastside Incubator on how startups can incorporate customer experience management into their companies. These are the slides. You can read my blog post on this topic (http://businessoverbroadway.com/three-customer-experience-management-tips-for-startups) that are a good complement to these slides.
This document provides information on ActionInfo Consulting, an independent management consulting company specializing in business intelligence, data warehousing, CRM analytics, and related areas. It outlines ActionInfo's value proposition in providing expertise, proven methodologies, and accelerators to help clients achieve their BI goals. It also summarizes ActionInfo's capabilities and benefits to clients, and provides details on the company's experience and case studies.
Secrets of Services Spend Management LeadersSAP Ariba
This document discusses services spend management strategies presented by leaders from National Bank of Canada, The McGraw-Hill Companies, and the Sourcing Interest Group. It focuses on National Bank of Canada's implementation of an Ariba procurement solution to manage its IT contractor spending. Key aspects included centralizing the manual request process, achieving 10% savings goals, ensuring compliance, and reducing time to acquire talent. The new system led to over $600k in annual hard savings and projected annual savings of $1.54 million with additional cost avoidance.
This document discusses gathering the voice of the customer (VOC) in process improvement projects. It defines VOC as the expression of customer needs and desires. There are four key steps to gathering VOC: 1) identify all customers, 2) determine customer requirements, 3) validate requirements, and 4) prioritize requirements. VOC is important because customers define what quality means for a process. Both VOC and voice of the business inputs are important to understand in process improvement.
This document discusses how two insurance companies, Tima Insurance and Federal Insurance, applied Lean principles to improve their operational efficiencies. At Tima Insurance, applying Lean principles to their call center improved customer satisfaction scores, increased first call resolutions, sales and employee morale while decreasing average hold times and transfer rates. Federal Insurance launched a project to apply Lean thinking to solve challenges in their retirement fund administration business. Analyzing customer demand revealed areas of value and failure. Changes like process training, technology upgrades and performance monitoring tools identified waste and improved metrics like quotes processing time and reduced repeat calls. Both case studies demonstrated how Lean principles can help insurance companies improve customer service and operational performance.
The document discusses Barrick Gold Corporation's Lean journey and implementation of continuous improvement. It began in 2002 due to declining gold prices and rising costs. Barrick benchmarked other top companies and found they had formal continuous improvement systems and cultures. Barrick launched its own CI program with top-down support, focusing first on its Goldstrike property and then expanding company-wide. Critical success factors included sustained leadership commitment, focusing on business processes, measurement, empowering people and teams, and communication. Operations review teams were embedded into the business cycle to identify gaps and plan improvements.
This presentation discusses HSBC's approach to sustainability. It outlines HSBC's sustainability strategy, structure, and governance. It also discusses key themes like climate change and microfinance. For climate change, HSBC believes it represents the largest environmental challenge and that financial institutions will play an important role in the transition to a low-carbon economy. For microfinance, HSBC's strategy is to expand its business from 5 countries to potentially 15 countries worldwide by working with microfinance enablers and local affiliates.
This document discusses monitoring and evaluation approaches for value chain programming. It notes that value chain initiatives require different M&E approaches than traditional economic development projects due to their market facilitation nature and many external factors. It introduces CARE's guide to M&E for value chain initiatives, which provides 11 modules to help practitioners develop appropriate M&E systems. The guide includes tools like developing causal models and indicators, collecting and analyzing data, and conducting evaluations. An example case study from Bangladesh is also mentioned.
The document discusses the Pro-Poor Seal of Excellence, which aims to promote positive and enduring change for people living in poverty through microfinance. The Seal uses a rigorous evaluation methodology with standards and indicators to assess organizations. It defines different levels that organizations can achieve as they progress along their journey. The goal is to help organizations measure their performance, learn from each other's best practices, and drive meaningful change for poor clients through improved products, services and impact.
C.T. Hellmuth is a privately owned employee benefits broker located in Chevy Chase, MD that has been in business since 1972. They focus exclusively on employee benefits and have deep expertise in industries like government contracting, technology, and non-profits. They partner closely with their clients and have an average client relationship of over 15 years. Their team has extensive experience, with the average account manager tenure at the company being over 15 years. C.T. Hellmuth aims to deliver cost-effective benefits solutions and exceptional service to help their clients meet their goals.
Top 10-global mistakes-and-how-companies-can-avoid-themMove One
This document outlines the top 10 global immigration mistakes made by companies and provides recommendations to avoid them. It is presented by Amberley Johnson from VISANOW, an immigration services provider. The mistakes are categorized into those related to immigration service providers, internal processes, and external factors. Key mistakes include working with improperly aligned immigration partners, lack of technology use, poor internal processes, and not keeping up with legislative changes. Recommendations focus on selecting the right provider, defining internal processes, educating stakeholders, and ensuring legal compliance. The presentation aims to help companies streamline immigration processes and reduce risks and costs.
This document summarizes Shane Lucas' presentation on ANZ's approach to linking sustainability to strategy, governance, and risk management. It discusses ANZ's corporate responsibility framework, sensitive sector policies, staff training on social and environmental risks, screening tools to assess risks for customers, and escalation processes. It also notes ANZ's publication of sector information statements, stakeholder and responsibility reviews, and an example of revising a military equipment policy in response to stakeholder concerns.
This document summarizes Ujjivan's response to the 2010 microfinance crisis in India. It discusses Ujjivan's formative growth years from 2005-2010, the impacts of the crisis, gaps in people management it revealed, and Ujjivan's crisis response. This included maintaining salaries and benefits, improved communication, and analyzing needs for change. The document outlines guidelines for change leadership and HR programs implemented, including training, staffing changes, and branch mergers. It concludes that Ujjivan emerged stronger and is well positioned for steady future growth while remaining committed to its mission.
Hear what results today's funders are looking for from the nonprofits they fund and learn how you can capture that information.
See various examples of how nonprofits have utilized online outcomes tracking software to make a greater difference in the lives of their clients and and expand their funding.
1. The document outlines guidelines for transforming ADOPEM NGO into a regulated financial institution to increase sustainability and attract local and international investment.
2. A market research study will assess feasibility and form a plan of action, with the goal of diversifying funding sources to 40% NGO, 30% local investors, and 30% international investors.
3. The transformation process will include establishing articles of incorporation, requesting authorization from regulatory bodies, developing operational guidelines, and staff training to adapt financial and accounting practices to regulated institution standards.
Wipro Infotech provides an overview of its training process for new recruits. It discusses attracting, motivating, and retaining talent through a comprehensive training program. The training process includes an introduction to Wipro, pre-process training, process training, on-the-job training, and certification and assessment at various stages. Wipro has over 90 trainers capable of training over 3,000 people simultaneously across various facilities.
ECATA - Sourcing Strategies of IT ServicesPatrick Nolot
The 11th International Aerospace Seminar organized by the ECATA Alumni (European Consortium for Advanced Training in Aerospace, www.ecata.org) took place in Munich, Germany, and hosted industry leaders who made presentations on the conference's theme "Balancing Core Competences and Out-Sourcing".
Patrick Nolot, VP Technology Strategy & Architecture, BNP Paribas Personal Finance, together with Björn Schichler, Senior Manager, LogicaCMG Management Consulting and Michel Cadars, LogicaCMG Global Account Director EADS, made a presentation on "Sourcing Strategies of IT Services".
Presentation abstract:
• Main evolutions of the IT sourcing services market, from off shoring of IT programming skills to Business Process Outsourcing (BPO)
• What IT outsourcing (ITO) is and is not? (scope)
• Why deciding for “optimal IT sourcing” initiatives? (business objectives)
• Where to source IT services? (location analysis)
• How to source IT services? (sourcing models)
• Best practices and return on experience from LogicaCMG, one of the leading 10 players in the Western European IT and BPO services market
• Emerging trends in the IT sourcing services market
Stephen Hale, Ogilvy Earth, National Green Brands Forum, June 17th 2010, Melb...3 Pillars Network
Stephen Hale facilitated a highly interactive workshop session as part of the National Green Brands Forum, working with attendees to delve deeper into how we can embed sustainability in a brand from the inside out.
The document discusses integrating measures development with an enterprise architecture and performance management framework. It describes moving from an outdated "urban sprawl" approach to a planned "urban" approach where measures are aligned with strategy. Key aspects include defining enterprise, informal, and tiered measures; the measures request and review process; and integrating measures with the enterprise architecture.
I was invited to give a talk at Eastside Incubator on how startups can incorporate customer experience management into their companies. These are the slides. You can read my blog post on this topic (http://businessoverbroadway.com/three-customer-experience-management-tips-for-startups) that are a good complement to these slides.
This document provides information on ActionInfo Consulting, an independent management consulting company specializing in business intelligence, data warehousing, CRM analytics, and related areas. It outlines ActionInfo's value proposition in providing expertise, proven methodologies, and accelerators to help clients achieve their BI goals. It also summarizes ActionInfo's capabilities and benefits to clients, and provides details on the company's experience and case studies.
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WQD2011 - Breakthrough Process Improvement - VFS Global - Biometric Overrides reduction
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. Project Charter D M A I C
Business Case
UK Visa had come up with the process of capturing fingerprints for secure immigrations. This is an extremely critical step as it becomes a bypass
to Immigration Safety measures and failure (override) could result in fraud, terrorist activities and other grave security concerns in UK. By reducing
the 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 Milestone
Based on Sep ’10 to Nov ’10 overrides data in Mumbai Visa Application Define Dec 13, 2010
Center’s (VAC) it was at around 12% on an average which is too high and it
defeats the purpose of Biometrics Enrolment as it becomes a bypass to Measure Jan 07, 2011
Immigration Safety measures. We are targeting overrides below 7% of
fingerprints enrolled. Analyze Jan 25, 2011
Improve Feb 28, 2011
Control May 30, 2011
Goal Statement
Name Role
To 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 System
at UK Visa Bio-Booth counter • Non-UK VAC in India, UK VAC
other than in Mumbai Hariprasad Black Belt
Ends : Once fingerprints are
enrolled. • Process not related to Biometrics
Biometric Officers – Team Members
Mumbai 2
4. SIPOC D M A I C
SUPPLIER 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. 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. 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 USL
Overrides 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
70
Percent
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. 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 Var
Source 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 19.31
Part-To-Part 0.228416 1.37050 49.40
Total Variation 0.462351 2.77410 100.00
8. Target setting D M A I C
Target Setting
O n e-S am p le T : O verrid es
Boxplot of Overrides
T es t o f m u = 0.0 7 vs > 0.07 (with Ho and 95% t-confidence interval for the mean)
95%
Low er
V ariable N M ean S tD ev S E M ean B ound T P
O 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. 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/ override
Proposed 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. Pareto Analysis D M A I C
Pareto : Reason-wise
Sequence Pareto chart for Overrides
600
1: Aged Applicant (> 40 years)
100
2: Children between 5 - 7 Years
3: Scanner problem 500
4: Medical Issues 80
5: Too Moist Fingers 400
6: Too Dry Fingers
Percent
7: Low Sensitivity of scanners
Count
60
8: Too Dark Or Too White 300
Fingers
9: 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. Root causes D M A I C
Defect Definition
Image1: Fingerprint Samples
Image 2: Application Snapshot
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 standard
Total 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 the
Medical Issues
ridges and whorls are indistinct. Burnt Fingers
Aged Applicant (> 40
Due to old age, the whorls and the ridges are indistinct refer to 4th image from left leading to overrides
years)
Children between 5 - At tender age the fingers are too tender hence the whorls and ridges are again indistinct refer to second image from
10 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 this
fingers
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 section
Too 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 image
Too 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 distinguish
Too Dark Or Too White
between the ridges and whorls. Check the 4th image from left "No Moisture". Chose this section only for age between
Fingers
10 to 40
Low Sensitivity of Apparently despite the fingers being good (clear ridges and whorls and with no scars) the machine isn't able to
scanners capture good quality fingerprint chose this option. Chose this section only for age between 10 to 40
Ridges and whorls too Finger texture is such that the whorls and the ridges are indistinct. Too dark fingers where the whorls and ridges are
thin all black and white in case of pale fingers. Chose this section only for age between 10 to 40
13. Solution Design Matrix D M A I C
Impact
Feasibility
High Low
High
Solution 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 child's 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. Revised Process
D M A I C
New 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. Control Chart D M A I C
Control 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 5
Individual 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 4
M 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. ActionPlan
Control Measures CheckDo D M A I C
Sl. PLAN DO
CHECK ACT
No. 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. Project Closure
Learning
• 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. 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
override
than updating on Hence 592/(22*8)
3 * $333 * 12
sheets of paper = 3.5
= $12,000
Overrides % 3
2 * $333 * 12
decreased from minutes/ 8885 444 Hence 444/(22*8) = 2.5
= $7992
12% to 7% override
Improved
Mission and
Soft savings
applicant
satisfaction
Hence in 2 VAC’s in Mumbai, the savings generated is $19,992. If the learning's of the
project are implemented across the globe the savings would increase exponentially
18
19. Summary
A.Methodology Used- DMAIC
B.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 a
very critical step in ensuring secure immigration. More missions are in the process of including biometrics in
their Visa processing process .The project aimed at reducing the overrides (Overrides are the occasion when
three attempts have been made to take fingerprint to the standard required, but all three attempts fail the
system threshold for quality) from 12% to <7%.. The improvement project helped in ensuring better scores
from missions & saving penalties. Moreover, the best practices could be successfully deployed for other
missions thereby, ensuring secure immigrations. The improvements realized from this project have been
globally applied attracting appreciations from mission helping us gain competitive advantage.
19