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BPO/ITES
The technology industry, driving innovation in software, hardware, and digital services, is at the forefront of modern progress. Today, it faces challenges such as rapid technological evolution, talent shortages, intense competition, and the constant pressure to innovate. Cybersecurity risks, regulatory compliance, and balancing speed with product quality also create hurdles for tech companies trying to scale efficiently while meeting market demands.
Benchmark Six Sigma offers tech companies cutting-edge problem-solving tools to shorten development cycles and enhance operational performance. By applying methodologies like Rapid Prototyping and Agile, Benchmark Six Sigma helps organizations reduce defects in product development, improve process efficiency, and accelerate time to market. These tools foster continuous innovation and quality improvement, enabling tech companies to adapt swiftly to industry shifts, optimize resource allocation, and maintain competitive advantages in a fast-paced environment.
Caselets
Driving Incremental Improvements with Kaizen
Kaizen burst activity was conducted at a call center to encourage employees to think about small incremental improvements that can make the process better and their life easier. A total of 127 ideas were collected, out of which 103 were implemented. These ideas ranged from developing a macro to combining of 3 steps in a process into a single step. Although there were no tangible benefits from this, however the activity resulted in high employee morale and improved efficiency of the processes.
Lean HR > HR Analytics
Project ManagementAutomating Time Tracking and Billing
A project was done in a BPO/ITES company that struggled with manual time sheet entries, resulting in inaccuracies, limited visibility into employee time allocation, and incorrect billing to clients. The project team implemented an automated time-tracking system integrated with project management and HRMS software. Employees’ work hours (irrespective whether they worked from office or home) were automatically recorded and assigned to specific tasks and projects. This automation reduced time entry errors by 96% and improved billing accuracy by 90%. The company recovered approximately INR 15 lacs annually in previously lost revenue due to billing discrepancies. Additionally, managers gained better visibility into time spent on tasks, enabling more effective resource planning and increased productivity.
Financial Process Improvement > AR
Reducing Days Sales Outstanding
A project was done in the offshore support center of a global oil and gas company to reduce Days Sales Outstanding from 60 to 42 days. Key actions taken included real time and automated invoicing as per the terms and conditions of sales and reducing the dispute resolution time by 80%, from 10 to 2 days. This project improved the cash flow of the company and helped them manage their working capital requirements efficiently.
Admin > Health and Safety Compliance
Strengthening Health & Safety Measures
A project was done to improve the employee preparedness during a health or safety incidence. The key issue identified was confusion and lack of knowledge in the event of a safety incident like fire or water ingress etc. The project involved identifying floor wardens, using better visual aids to identify locations of safety equipment, training and spot checks for employees to gauge their level of knowledge and preparedness in case of an incident. The project helped reduce the incident reaction time from 35 minutes to 15 minutes.
Lean HR > Performance Management
Streamlining Appraisal Management
A project was undertaken to improve the performance management cycle. The appraisal cycle was plagued with delays often leading to employee dissatisfaction and frustration. Key issues identified were delays in goal setting, delayed reviews, delayed feedbacks and departmental issues over the ratings. The project team implemented the concept of SMART Goals. These goals were aligned with the organization objectives and were driven top down. Team also upgraded the HR systems to auto close the review and feedback window in case it is not closed by managers. With these interventions the appraisal cycle time got reduced from 3 months to 45 days and all departments were able to complete the activity before the cut off date. Timely appraisals also resulted in improved ESAT.
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.
Quality Control/ Quality Assurance > FMEA
Comprehensive Risk Assessment Implementation
A risk assessment project was done for a IT services provider. The company wanted to understand the risks involved in all their processes and also wanted to have a mitigation plan for them. Project involved creating detailed process maps followed by FMEA for all the processes. Basis the RPN calculated a comprehensive list of solutions were devised to systematically reduce the risks in the processes. The project resulted in a potential saving of INR 50 lacs in terms of penalties and fines.
Admin > Records and Administration Management
Transforming Document Management
A project was done at a legal firm to implement a Document Management System. The firm was struggling with managing extensive paper records, resulting in slow retrieval times, high storage costs, and security vulnerabilities. To address these issues, we transitioned to a digital Document Management System (DMS). This involved a one time effort of digitizing existing documents, deploying the DMS software, training staff on its usage, and implementing strict access controls to enhance security. The new system enabled instant and efficient retrieval of records, reducing search time by 70% and saving approximately 500 man-hours annually. Additionally, the DMS improved document safety by restricting unauthorized access and providing robust backup solutions, thereby minimizing the risk of data loss and breaches.
Transforming Learning Management
A Learning Management project was undertaken in a customer care center which was struggling due to the absence of a unified training platform which led to fragmented learning experiences and difficulty in tracking progress. The project team deployed a comprehensive Learning Management System (LMS), integrated with existing HR systems. The LMS offered personalized learning paths based on individual interests. Plus these recommendations were aligned to the career paths. With customized recommendations and robust analytics, the user engagement enhanced by 60%. Centralized content management streamlined training delivery, while advanced reporting tools provided insights for continuous improvement. This implementation resulted in a 20% increase in training effectiveness and higher employee competency levels.
Facility Management > Security Management
Enhancing Security Management Practices
A project to reduce the security incidents of tailgating was done at a call center. Project involved upgrading the access control to automatically scan employee credentials along with anti-tailgating sensors, CCTV recordings of the door, revising the policies to make it a stricter punishable offence and sensitizing all employees on the implications of tailgating. The project was able to reduce the instances of tailgating to zero thereby saving the company a potential penalty of about INR 7 lacs.
Financial Process Improvement > AP
Eliminating Duplicate Payments
A project was carried out in a captive unit of a MNC to reduce the duplicate payments in Accounts Payable by 95% within six months. The initiative included activities like assessing current processes, automating payment checks, and training AP staff. By establishing robust review protocols, the organization was able to achieve cost savings of INR 2.6 lakhs per annum.
Streamlining Knowledge Management
A Knowledge Management project was done in a call center that struggled with fragmented information and duplicated efforts, leading to significant operational inefficiencies and delays. To resolve these issues, project team decided to launch a Centralized Knowledge Repository. Team consolidated all critical data into a single, easily accessible platform and developed a Best Practices Documentation framework to standardize processes across departments. Additionally, training sessions were provided to ensure effective use and regular contributions from employees. As a result, information retrieval time was reduced by 35%, and operational efficiency increased significantly. This centralized system eliminated redundant work, streamlined workflows, and enhanced collaboration, significantly boosting overall productivity and ensuring consistent application of best practices throughout the organization.
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