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See Benchmark in Action
Browse real-world caselets that showcase how Benchmark Six Sigma has helped organisations solve critical problems, reduce costs, boost efficiency, and drive results.
Use the filters below to explore by industry or solution area. Each caselet highlights a challenge, our approach, and the impact delivered.
🔍 Select a category to explore what’s possible for your organisation.
Caselet Filters
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Operations Cost Reduction Project
A cost reduction project was undertaken at a leading alumina manufacturer in their Orissa plant. Project focused on reducing the annual specific coal consumption (coal consumed per unit of alumina produced). The scope included optimizing the power plant output along with studying the leakages in the production plant. Solutions implemented included upgrades to energy-efficient motors, installation of sheds in coal storage area to prevent coal wetting, installation of variable frequency drives on pumps and fans, optimization of process parameters, implementation of waste heat recovery systems, improved insulation, and replacement of conventional lighting with LEDs. The project was able to reduce the specific coal consumption from 0.352 to 0.327 T/T leading to annual cost reduction of INR 35 Cr.
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Unified Ticketing Optimization
A customer service project was done at a bank to reduce the instances for duplicate customer service tickets. The key issue identified was multiple sources for ticket generation, multiple requests being raised by customer for same issue, lack of tracking and ineffective communication to customers. Key solutions implemented were to do an auto-recon of the tickets to identify duplicates, proactive communication to the customers for resolution of tickets and implementation of a unified ticketing system to consolidate all sources. The project reduced the compliance risk of unresolved tickets with a notional benefit of INR 250,000 and improved estimation of number of tickets and staffing requirements.
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Streamlining Billing Accuracy
A defect reduction project was done for the billing process at a healthcare provider. Key issues identified were multiple data sources, manual data entries, data entry mistakes, complex systems with no in-built checks and confusion in the staff with respect to coding and billing procedures. Action taken included incorporating some in-system checkpoints, restricting the access to billing to a select few for standardization, use of scanners for auto-billing and training of staff on billing codes and procedures. These solutions reduced the billing error rate from about 12% to 2% and also improved the efficiency of the billing process.
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Operations > Workflow Analysis
Driving Lean Production Excellence
A Lean project was done at a renewable energy equipment manufacturer that faced inefficiencies in their production processes, resulting in delays and higher operating costs. Key issues included redundant workflows, production bottlenecks, and excessive material waste. To resolve this, the team implemented lean manufacturing principles, streamlined production lines, and introduced autonomation in critical areas. They used value stream mapping to identify and eliminate non-value-adding activities. As a result, production efficiency improved by 33%, and material waste was reduced by 21%. The company achieved annual cost savings of approximately INR 40 lacs due to increased throughput and reduced waste. These leaner processes not only lowered operating costs but also enhanced product quality and reduced delivery times.
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Operations > Additional Operations
Lean Six Sigma > LSSYBStreamlining Data Reconciliation
A Lean Six Sigma Yellow Belt project was done to save time spent in recon of data from two different sources in an investment bank back office. In the KYC process, there was a dual data entry concept where 2 analysts were capturing the details in an excel file. The excel files were reconciled and then the data was uploaded to the server. The manual recon was time consuming. Hence, a macro was created to auto-recon the files and auto-upload the data to the server. This macro saved 0.9 FTE per month.
Financial Services > Investment Banking and Brokerage Services
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Automating Back-Office Operations
A project was done to remove the bottlenecks in the back office processes at a shipping company. The company faced delays and errors due to manual back-office processes such as invoicing, scheduling, and compliance reporting. These inefficiencies led to extended turnaround times, increased operational costs and dissatisfied customers. To resolve this issue, the project team implemented RPA to streamline the tasks. As a result, invoicing processing time decreased by 50%, from 48 hours to 24 hours. The company reduced back-office headcount by 15 employees, saving approximately INR 10 lacs annually. Overall, the automation led to quicker turnaround times, reduced headcount, improved accuracy, and significant cost savings.
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Operations > Additional Operations
Enhancing Ammunition Manufacturing Precision
A project was executed at an ammunition manufacturer that faced complaints about lack of precision. Key issues identified were manufacturing inconsistencies and outdated quality control processes, resulting in a 15% failure rate during operations. To address this, the project team implemented advanced precision manufacturing technologies using AI based sensors and introduced rigorous quality assurance protocols, including real-time monitoring and statistical process control methods. The team also optimized supplier partnerships to ensure a superior quality of raw materials. As a result, ammunition precision improved by 67%, and the failure rate decreased to 3%. This led to enhanced predictability and effectiveness in missions. The project yielded annual cost savings of approximately INR 40 lacs by reducing waste, thereby improving overall combat readiness and safety.
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Operations > Capacity Planning
Optimizing Resource Utilization and Capacity
A resource utilization analysis and capacity model building project was done at a third party provider of financial services. They service multiple clients and have a mix of both onshore and offshore employees engaged in different tasks for these clients. The objectives of the project were to analyze current utilization through time sheet entries to identify inefficiencies, areas of over and under utilization and to develop a dynamic capacity planning model aligned with demand forecasts. Solutions involved collecting and analyzing historical data on staffing, time spent on different activities and demand patterns, then creating a predictive capacity model using analytics tools like Python and Power BI. The project resulted in improving resource utilization from 79% to 87% and optimizing the head count requirement for the clients leading to realization of saving of 27 FTEs.