AAROHAN 2017Jatin Khurana Khusbhu Das Libin Chacko Priyanshi Sharma Somok Sengupta ... Value stream mapping was done to brainstorm the causes of the NVAs that was resulting in the

AAROHAN 2017

SYMBIOSIS CENTRE FOR MANAGEMENT & HUMAN RESOURCE DEVELOPMENT

FACULTY ADVISOR

Abhijit Bhagwat Assistant Professor

TEAM MEMBERS

Senior Team

Akash Paul Lakra Ankit Srivastava

Ankit Vyas Astha Jain

Durgesh Singh Jatin Khurana Khusbhu Das Libin Chacko

Priyanshi Sharma Somok Sengupta

Junior Team

Aditi Luthra Akash Bidkar

Anirudh Chauhan Jatin Rathod

Kanika Tewatia Mahima Ken

Mohammed Hussain Nakul Mundra Navdeep Saini Reshma Sam

Sumati Gidronia Varun Malik

THE EVENT

The 'Lean and Six Sigma Excellence Awards' is

an effort from SCMHRD to recognize and honor

those Corporates who strive to set new

benchmarks in the sphere of quality and efficiency.

The selection parameters are first decided upon

by a team of eminent panelists followed by the

official invitations to the Corporates for

participation. The projects received are then

evaluated by the panelists on the previously

decided parameters.

The best projects under each category are chosen

and their team members are then invited to

make their presentations at the regional rounds

held at Bangalore, Delhi and Pune. The best

projects under each category from the regional

rounds are then shortlisted and invited to make

the presentations at the final round at SCMHRD,

Pune, where they go through a final round of

scrutiny. At the concluding day of the event, the

winners are felicitated.

In our thirteenth year of hosting this event, we are

proud to say, that the 'Lean and Six Sigma

Excellence Awards' has accomplished new

heights and has gained recognition among the

Corporate to an extent where they have started

considering these awards as a milestone in their

six-sigma journey. We promise to work at

making the LSSEA the most prestigious award in

the field in the years to come.

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From the Desk of Chancellor,

Symbiosis International University

Dear All,

It gives me immense pleasure in welcoming you to the “Lean and Six

Sigma Excellence Awards, 2017”.

Given today' s economic scenario, when organizations across all sectors

are making an effort to minimize the effects of the slowdown on their day

to day operations, it is Six Sigma concepts that hold special importance for

one and all. Consistency in quality while minimizing waste is what will

help us all in this trying period.

Six Sigma is not only about correcting errors but also about

continuously innovating what seems perfect and this is what we strive to

do at Symbiosis.

At Symbiosis, we aim to improve the efficiency and effectiveness of all those

who are a part of the Symbiosis fraternity. Hence Six Sigma is somewhere

at the root of all that we do.

Wishing you all the very best for all your future endeavors.

Best Wishes,

Dr. S.B.Mujumdar

Chancellor,


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From the Desk of Vice Chancellor,


Dear All,

I am pleased to welcome you all to the “Lean and Six Sigma Excellence

Awards, 2017”.

SCMHRD has always worked on improving the quality of its curriculum

year after year to benefit its students. This event is the manifestation of

the same drive.

I am happy to see the respect, this institute, as well as this current event

has drawn from the Corporate. My best wishes for all your future

endeavors.

Best Wishes,

Dr. Vidya Yeravdekar

Principal Director,


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From the Desk of Pro Vice Chancellor,


Dear All,

I am delighted to welcome you to the “Lean and Six Sigma Excellence

Awards 2017” that is hosted by SCMHRD every year.

I appreciate the efforts taken by SCMHRD, to not only felicitate Corporate

who have taken Six Sigma initiatives and reaped benefits from them, but

also to build a platform where everyone who is interested in Quality can

learn a lot from the experiences of others.

We at Symbiosis believe in harnessing and disseminating knowledge to

the youth today for a better-quality tomorrow.

All the very best to all of you!

Best Wishes,

Dr. Rajani Gupte

Vice Chancellor,


AAROHAN 2017


From the Desk of the Director,

Symbiosis Centre for Management &

Human Resource Development

Dear All

Welcome to SCMHRD for the “Lean and Six Sigma Excellence Awards,

2017”.

In today' s crisis struck world, very few think in terms of growth. One

needs consistently improve quality while aggressively reducing cost. Lean

and six sigma methodologies empower organizations to achieve these

goals even in adverse economic situations. The sooner we realize this, the

better.

We strongly believe that Six Sigma is not just a methodology, but a way of

life. The organizations are yet to mature in this concept.

We, as an institute, wish to act as a catalyst in bringing about this

awareness by felicitating those who have reaped the benefits of using six

sigma methodologies.

We, at SCMHRD, constantly strive for perfection in every endeavor that we

undertake. We thank the corporate for enabling us in grooming our

students in this regard and also for making this event a well branded

one in an international context.

Best Wishes,

Dr. Pratima Sheorey

Director,

SCMHRD

AAROHAN 2017


Wipro Technologies

Application of Lean Principles in Automotive Software

Testing Project

Introduction

The Automotive software industry is becoming increasingly complex with

shorter technology cycles, increased number of products and options

and ever evolving technology. Consumer expectations are changing

radically with focus on the ‘connected car’. Tough competition makes

efficiency, inventiveness, flexibility and decisiveness mandatory. The

automotive marketplace is transforming, and so is the relationship

between Original Equipment Manufacturers (OEMs) and suppliers.

Some automotive suppliers are becoming important partners in

innovation; while others are expected to bring in efficiency in the supply

chain. Suppliers that find new, innovative and efficient ways to create

value have a fair chance to prosper. Reducing cycle time with a defect

free product is the need of the hour.

In this case study we present the application of lean principles in an

automotive software testing project how it has helped in achieving an

efficient system by improving customer value and reducing waste. The

team is involved in testing of various software components and carrying

out complete validation of the various IVI platforms

Challenges/Opportunity

1) Low test execution productivity,

2) High cycle time,

3) Failure of Automated testcases

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These challenges faced in the project were impacting the Turnaround

time to Immediate customer and Faster execution results availability to

end customers or OEMs.

Wipro’s solution

Though Lean provides plethora of tenets, four tenets namely Root

Cause Analysis, Value Stream Mapping, Single Minute Exchange of

Dies and TAKT Time were selected and applied in this project for a

duration of 6 months.

Lean Tenet Reason for Selection

Root cause

Analysis using

Fish Bone

Diagram

Technique

To understand the causes attributed to high

cycle time

Value Stream

Mapping

To understand test execution process and

identify areas for improvements

Single Minute

exchange of Dies

To reduce the cycle time by reduction of set up

time and automating several testcases

Takt time To improve execution productivity by efficient

planning,Silent Hours, Daily huddles and

monitoring through visual board

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Brief Explanation of the Lean Tenets:

RCA addressed 4 major problems that were impacting the Test

Execution Cycle Time:

1. Limited Hardware - Limited Test Accessories and Benches

2. Day Time Execution of Fully Automated Cases - High Failure Rate

3. Dependencies to start test execution - Test Plan Creation, Software

Flashing, Test Run Repository Creation

4. Context Switching - Switching between execution and analysis

whenever there is a failure

Value stream mapping was done to brainstorm the causes of the

NVAs that was resulting in the low test execution productivity.

1. Parallel Execution of Test cases was introduced by procuring new

Benches for Test Execution which helped to reduce the VA efforts

from 1500 mins to 750 mins

2. Standardized the Test Execution Process by performing the

analysis of the Failed Test Cases at the end of all the batches

“VA Time optimized by 32%” and “NVA Time by 94%”

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Single Minute Exchange of Dies addressed problems by performing

several of the Test Setup activities parallelly rather than sequentially,

thereby reducing the Time taken for Test Setup, Script loading and

Flashing by 90 mins.

Also, several of the Test Cases Fully Automated thereby reducing the

Cycle time by 32%.

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In order to maintain further the Process Consistency post improvement

phase, monthly trend analysis of test execution productivity and cycle

time is being continued month on month and focus areas are being

identified to work out as per analysis. Also, visual board is being

maintained to monitor the engineer wise and team wise productivity. End

to end test execution process automation is another focus area being

worked out to further improve on test cycle time and execution

productivity.

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“TAKT Time” = (Net Available Time / Customer Demand)

was used to improve “Test Execution productivity by enhancing the

awareness within the team on the time available to complete test

execution. Levers used were:

➢ Visual Dashboard

➢ Daily Huddle

➢ Silent Hour

By implementing TAKT Time, per hour Test Case Execution target was

set to meet the schedule.

Test execution productivity improved from 4.2 TC per Hour to 12.6 TC.

Improvement by 199%

Summary of Benefits:

At the end of the 6th Month the Productivity, Cycle Time, NVA Time

factors were compared and below are the results:

Objective Baseline Actual Improvement

(%)

Test Case

Execution

Productivity

4.2

TC/Hour

12.6

TC/Hour 199

Cycle Time

Reduction 3.6 PD 2.46 PD 32

TAKT Time 18.79

minutes

4.88

minutes 75

NVA Time 170

minutes 10 minutes 94

Conclusion:

In this paper, we have presented an ongoing experience of application of Lean

principles and few Lean tenets on automotive software testing projects. By

adopting Lean principles, we noticed that waste can be eliminated and the

product can flow continuously as per demand. Overall it enhances the efficiency

of the system, reduces cost and improves cycle time and quality and delivers

value to the customer

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Wipro Limited

Ticket Reduction & MTTR Improvement through Lean

PROBLEM STATEMENT

Continuous Service Improvement (CSI) KPIs – Overall Incident

Volume Reduction and MTTR (Mean Time to Resolve) are the two

important KPIs identified for the customer. Wipro team had to meet the

targets set for these KPIs every month. These KPIs also form the basis

of the improvement in customer satisfaction for the Incident

Management activities.

APPROACH TAKEN

Brainstorming Sessions & Pareto Analysis: Team analyzed the

reasons for high MTTR and areas were the tickets concentration was

more. Below is the output of the Pareto Analysis.

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LEAN TOOLS IMPLEMENTED

RESULTS AND BUSINESS IMPACT

Lean project improvements resulted in meeting the CSI KPIs

consistently.

Wipro team has been successful in achieving 23% Overall incident

reduction and 55% to 65% improvement in MTTR.

Customer has acknowledged the success of the project and appreciated

the team in achieving this milestone.

This Lean project has impacted positively to the overall delivery of the

engagement.

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WIPRO LIMITED

EXECUTIVE SUMMARY

Project Background

✓ Wipro will provide Applications Development Services (ADS) with a

flexible capacity (Flex Team) comprising of engineers of different

skillsets like J2EE,Angular JS,Selenium,MonGo DB etc.

✓ Team should analyze, design, develop, modify, configure, integrate,

test and deploy to live business environments.

✓ Responsibilities include authoring of project and technical

requirement gathering, coding of new and/or modification of current

functionality, app development, effort estimation, documentation,

and reporting.

✓ Team is located across India and abroad.

✓ The project has various flavors of new skillsets to learn and ramp

up.

Challenge

With the rapid growth in business landscape and diversity in technology,

there has always been a challenge to maintain customer eccentricity in

terms of Communication, process and knowledge within the team.

This case study /project focuses on addressing the challenges faced by

the customer and team by making use of the continuous improvements

and practices to create a Win Win situation for the customer and the

organization.

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What was Wipro’s Solution?

Wipro incorporated Lean Tenets and Automation initiatives to address

the challenges and derive the benefits. They were augmented in

1. Development

2. Testing

3. New Product Introduction (NPI)

4. Automation

Benefits and Success Story

There were benefits seen in

✓ Faster time to market

✓ Faster Automation

✓ Better Customer confidence & customer satisfaction

✓ High quality and expedited releases

Please note: A detailed summary of the above information are explained

in the presentation.

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Client and Project Summary

Banking application performance is critical for bank transactions, system

efficiency and analytics for decision-making. Banking application

incidents, delays responses that affects business transactions’ efficiency,

accuracy, leads to business disruption and user dis-satisfaction. Any

incident in core banking solution have direct and indirect impact on six

Lack employees/partner and 25 crores of bank member base. Hence,

Incident reduction become critical area of improvement.

Successful implementation of Ishikawa, Process simplification,

Automation, Visual control and competency enhancement lean tools

enabled us achieve 40% incident reduction.

Wipro ltd is IT industry leaders for lean implementations for waste eliminate and maximum value. Company vision is to earn our client trust & maximize value of their business by providing solution that integrate deep industry insights leading technology & best in class execution. Massive numbers (4500+) of lean implementation experience.

WIPRO LIMITED

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LEAN IDENTIFICATION

• To identify root causes for High Ticket Volume of MIS reportsCause and Effect

Analysis- Ishikawa

• Adopted automating the requirement by Finacle scriptingwherever possible viz. new GL code additions in Trial Balancereports

Automation

• Streamline of reports requirement gathering by removingthe nonvalue add activities and using standard format

Process Simplification

• Track defects reported and to ensure on time closureVisual Control

Competency Mapping

Identify and address competency gap of team members

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Project Benefits

1.1. Business Metric

40% Ticket reduction, hence faster business transactions Improved

Customer Satisfaction

1.2. Customer Metric

Efficient IT transaction, faster requirement closure, and no

dependency on L3 developer for repetitive reporting requirement hence

enhance IT experience and enhanced work efficiency

1.3. Project Metric

➢ 40% reduction in MIS ticket inflow

➢ L3 Developers worked on additional CR of INR 3.13 Mn with

optimized

Bandwidth achieved by ticket reduction

109 108

144 146

74 72 70 73

Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16

Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16

Count of Calls 109 108 144 146 74 72 70 73

MONTHWISE CALLS LOGGED

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1.4. Financial Benefits

• INR 3.13 Mn Additional CR development by with Same Team

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AAROHAN 2017


WIPRO LIMITED

Executive Summary:

Wipro Limited (NYSE: WIT, BSE: 507685, NSE: WIPRO) is a leading

global information technology, consulting and business process services

company. We harness the power of cognitive computing, hyper

automation, robotics, cloud, analytics and emerging technologies to help

our clients adapt to the digital world and make them successful. A

company recognized globally for its comprehensive portfolio of services,

strong commitment to sustainability and good corporate citizenship, we

have over 160,000 dedicated employees serving clients across six

continents.

Client is a nuclear major, who is operating in Nuclear plant

commissioning, maintenance, decommissioning mining, renewable

energy etc. Client PROGRAM is a Managed services agreement to

provide SAP application maintenance and development support to

business. Security is a prime concern in this engagement considering

the nature of the business. This imposed major challenge in operating

environment like

• All the desktops, network everything is specific to Client and

controlled by Client as well.

• Consultants can only work from Client safe-site which is setup in

Bangalore.

• Consultants needs to go through Client specific background

verification process before they can be on-boarded into the

program.

• Contracting is not allowed.

• Large amount of customization has been done to standard SAP to

support the client business processes.

Application landscape covers multiple geographies, had about 21,000

plus users and three different languages to interact with end users.

Contract started in November 2015, and Wipro is expected to provide

support within SLA and KPI which measures the complete life-cycle of

AAROHAN 2017


the ticket until the solution is provided to end-user. Hence SLA

performance is very critical to improve customer satisfaction and avoid

penalty. This is also important to sustain the confidence on Wipro by the

customer.

When we realized that, increased effort put by the team is not helping in

improving the customer CSAT, we have decided to start this Six Sigma

Project for “CSAT improvement”

On Successful completion of the Six Sigma project, we improved CSAT

and thereby eliminated the SLA penalty. In-addition to this, we improved

the cost of delivery as well. Post completion of the project, the results

are sustainable for last seven months.

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INTRODUCTION

Client is a leading Technology Company which primarily focuses in

areas of Healthcare, Electronics & Lighting. Wipro has recent won the

consolidation deal in the space of Application Managed services &

promised service transformation initiatives for Business Continuity. To

keep the customer satisfaction score up, Wipro needs to show YoY

productivity improvement with customer as per the master contract.

Wipro needs to ensure the Effort optimization for better profitability and

improved margins without impacting Quality of Service Delivery and

Customer Satisfaction.

PROBLEM STATEMENT

Overall ticket closure productivity is not consistent across sectors. This

results in huge man power cost thereby affecting the cost of delivery.

Currently Wipro AMS team overall productivity is at 3.26 tickets per

person per day, which above needs to be further improved

After identification of Project CTQ that is Ticket Closure Productivity

(Tickets Resolved by FTE/Day) team has decided to take the Six Sigma

approach to improve the Ticket Closure rate as the CTQ is above the

Org norm but in order to further improve parameter team will have to do

a Quantitative deep dive with various factors impacting the Ticket

Closure Productivity.

METHODOLOGY

We have followed the Six Sigma DMAIC Methodology for Improving

Project CTQ.

A) Define Phase

Lean Six Sigma @ WIPRO EXECUTIVE SUMMARY

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Identified the Project CTQ after CTQ Drill down tool, Team has

drilled down from Reduction of Cost of Delivery(Business CTQ) to

Ticket Closure Productivity(Project CTQ)

Productivity = #Tickets resolved / # resources worked/business

days

Goal - To improve the overall Productivity by 20% to 3.7

Tickets/day/person

B) Measure Phase

Date for the CTQ has been collected for 5 Months on a Weekly

basis, as data is collected from ticketing tool directly without any

manual intervention GRR Study or Measurement system validation

is not applicable. A run chart was Plot as the P Values for Clustering,

Mixtures, Trends & Oscillations are less than 0.05 the data is stable.

Also checked the Normality of the data on Minitab by using the

Anderson Darling Test, data came out to be Normal. Also Capability

analysis was under to check the current Sigma value of the process

(Baseline Z Bench-1.20). Finally to check whether improvement

target is statistically significant 2 sample t test was run on the data

to prove that target of 3.7 Tickets/day/person was indeed

statistically Significant.

C) Analyze Phase

Team had a brainstorming workshop for 1 day & come up with list

of 35 causes that could impact the final project CTQ. Potential

causes were identified by using Fishbone technique which was

followed by Contract Impact Analysis to arrive at high impact

causes. Team was able to identify about 8 X’s after this exercise

this were, My Time, %Km usage, %Reassignment, %Training

Compliance, %Vendor Dependency, %Backlog, Cycle time &

%Reopened Tickets.

Correlation Analysis was further done to further narrow the X’s to 5.

With this 5 factors a regression model was built, after booking at the

P-Value, VIF & R Square Values, Team came up with 3 Critical

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factors this was My Time, %Backlog & %Vendor Dependency. For

identifying the 4th factor team did an ANOVA & found team

experience also that to be a Critical X. Finally a Lean rout was used

to identify the 5th Factor which was NVA’s the current process. A

very elaborate Volumetric Analysis was done on 90+ services, also

identified high impact services in the set based on ticket inflow & did

an NVA categorization Domain wise. At the end of Analyze phase

Team was lest with 5 Critical X’s which were My Time, %Backlog,

%Vendor Dependency, Team Experience & NVA

Reduction(Volumetric Analysis)

D) Improve Phase

Individual solution themes were identified for all the 5 Critical X’s. A

multi voting technique was used to arrive at high impact solutions.

Vital Xs Solution Theme Improvement X’s

MyTime KPI Tracking & Reporting 5.3Hrs to 5.8Hrs

Avg Experience

(This cannot be

targeted directly)

Cross Trainings/

Competency Improvement

Competency score

improved, which

helped in release of

FTE’s

Open Backlog Automation/Standardization Improved from 10%

to 8%

%Vendor

Dependency

Improve Governance Improved from 10%

to 7%

Volumetric

Analysis & Non

Value added

activities

Automation / Optimization Ticket Reduction in

LI Area, NVA

Reduction

All the improvements were statistically significant, proved by 2 sample

t test. There were about 40+ Service Improvement Initiatives that was

completed this an output of Volumetric Analysis done at program

level. Team was able to reduced outage through multiple service

improvement initiatives, Cross Skilling of resources, Reduced

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Monitoring efforts through Visual Control boards, VSM, Automation

and Parallel job processing proposals. A cognitive assist BoT was

also used based on the Wipro Holmes Platform which optimized the

L1 Support & helped FLS/SLS team.

The productivity improved to 3.88 Tickets/FTE/Day along with

significant improvement in process capability.

E) Control Phase

Weekly data (6 Data Points) was plotted on I-MR charts & all data

was found to be in control.

Contingency & Risk plan has been made & is tracked by Green Belt

& Quality Team

BENEFITS:

• Team was able to optimize the resources by 70 due to productivity

improvement, this resulted in the Cost Saving of $ 3,58,068 which

interned improved the Cost of delivery of the engagement. The

annual ACSAT survey team got 100% Top2Bos & improve the NPS.

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WIPRO LIMITED

Executive summary of Lean project to Improvement in

Weekly and Nightly regression

Project Details

Central Test team is accountable for Nightly and Weekly regression on

the images provided by the customer.

Testing shall complete and results shall be shared at end of the day and

at the end of week respectively for Nightly & Weekly

• To run 2 images every day in Nightly and 1 release every week

• Weekly involves 135 scripts with maximum run time of 72

hours/Release

• Nightly regression run involves 75 scripts across 6 releases with run

time of 36 hours for 2 release at any time

Problem Statement

• Not able to meet weekly execution and Debugging target

• Unpredictable time taken to complete regression cycle leading to

high project efforts and stretched working hours for team

• High failures

• Dependency on shared testbeds

Approach

Lean Tenets used

• Theory of Constraints helped identify project constraints and how

to exploit, subordinate and elevate the constraint

• Go See Yourself helped see Scripts missing topology,

Unnecessary reloads & user mistakes eating up router time,

Sequential execution costing testbed runtime

• Brainstorming provided solution for low router utilization by logical

split of master testbed, shared testbeds and solution for test bed

issues

• SMED improved utilization of Cards/Ports/Switch ports

• Standardization helped arrive at logical testbeds across all

releases and scope for ad hoc release based on coverage

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Benefit

• Execution improved by 33%

• Debugging improved by 52%

• Nightly Runtime reduced by 60%

• Customer was WIPRO’s "Promoter” in ACSAT survey

• 45K $ per year saving for the customer.

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Wipro Limited

Lean implementation at Wipro Promax Analysts Solutions

PROBLEM STATEMENT

Cloud technology is the latest and efficient way to host applications and

infrastructure solutions in scalable manner. Wipro Promax is an

analytical solution in Trade promotion management space hosted on MS

Azure cloud. Wipro Promax Analysts Solution (WPAS) team was

dependent on cloud implementation (internal Wipro team) for cloud

infrastructure creation and deployment for their (WPAS) customers.

The cloud team was creating the infrastructure using user interface

manually, which was leading to very high cycle time and multiple re-work

leading to high Turn around Time (TAT).

GOAL

Improve process efficiency and reduce cycle time for cloud

infrastructure creation and deployment.

Solution

Lean project was initiated to improve the cycle time. Team analyzed that

dependency on other team (Cloud implementation team) and related

manual work is leading to high cycle time for infrastructure creation and

deployment.

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Improvement from 320 hours to 2 hours lead to faster Turn Around Time

(TAT) for cloud infrastructure creation & deployment.

300+ hours of manual effort has been saved per customer infrastructure

implementation leading to faster deployment & quality of deliverables for

customers.

12-15% cost (12000 USD approx.) savings per new customer by

eliminating development and configuration fees paid to cloud operations

team.

License prices reduced for WPAS solutions for new customers making

Wipro Promax (WPAS) products/solutions more competitive in Trade

Promotion Management & Optimization space leading to more deal

wins.

This Lean project has positively impacted the infrastructure delivery

timelines & Quality of Deliverables.

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WIPRO LIMITED

Increase Productivity in Procure to Pay Process

BACKGROUND

GBS is a captive shared services for all JSW Group companies covering

F&A, Commercial and HR operations, it is in operation since last 2 years

for 6 business, 17 plant for spend of 65K Crore with 62 type of invoices.

This project is taken to enhance vendor satisfaction, simplify and

standardized sustainable process with increase in Productivity in

Procure to Pay function.

BUSINESS CASE

The Project was expected to deliver following business benefits: -

➢ Reduce overall PO cycle to increase vendor participation

➢ To pay vendor on time and increase JSW Brand in the market

➢ To get better rate based on payment credibility for 65000Crore

expense base

➢ Simplify purchase process and enhance internal customer

satisfaction

➢ Utilise system and enhance productivity

➢ Enhance employee learning and ESAT Score

TARGET CONDITION / GOAL

Operational definition for Y was defined as no of POs released (for CP)

and Invoices Posted (for AP) per person per week (pppw). which is 63.6

Invoices Posted pppw for AP and 8.6 POs (Purchase Orders) released

pppw.

All sub activities in CP and AP, were considered as small Ys, weightage

to each activity and weighted productivity was found to be 2.2 Purchase

Order Equivalents (POE) and 12.1 Invoice Posted Equivalents (IPE).

Annual Operating Plan (AOP) envisages to improved productivity by

20%, and targets for POE and IPE were taken as 3 and 16 pppd

respectively

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ROOT CAUSE ROOT CAUSE ANALYSIS (by CE Dia, FMEA, Control

Impact, VSM, Data Stratification)

Accounts Payable

➢ Lack of standardized inputs and processes

➢ NVAs like unnecessary Queries from vendors/Plants

➢ Unnecessary 100% double checking of invoice

➢ Difficulty in monitoring individual productivity

➢ Lack of automation (like auto parking, mass upload)

➢ Poor scanning /OCR performance

➢ Unstandardized work allocation (motion waste)

➢ First pass yield is lower due to SRN/GRN not approved, PO not

released & Missing documents.

Commercial Process

➢ NVA steps reduced, Total from 40 steps to 34)

➢ NVA like NFA (Note for approval) requirement, even for low value

PRs (over processing)

➢ Delay in response from User & supplier

➢ Insufficient visibility on Productivity data & reporting, resulting into

underutilized recourses.

➢ Incomplete and inadequate vendor data base

➢ Automation opportunities in Comparative statement & reporting

(Poor design/Motion waste)

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RECOMMENDATIONS/IMPLEMENTATION

Time wasted in Query handling reduced, making 20% more time

available by improving information flow by

➢ automated daily WIP reports,

➢ creating information portal,

➢ providing and extending Helpdesk at Plants,

➢ initiating sms info to stakeholders for acknowledging input receipts

and tracking progress on processing,

➢ implemented ROBOTICS (CHAT BOT, MINI BOT, VOICE BASED

SOPs)

Accounts Payable

➢ Auto Invoice Processing initiated (15% savings)

➢ Pre-audit abolished for <100K (2% Savings)

➢ Teams redefined (4%)

➢ Advance adjustment clubbed with Posting (1%)

➢ OCR success rate improved (1%)

➢ ERS (Auto Posting) implementation (7%)

Commercial Process

➢ 6 NVA steps removed, (20% saving in processing time)

➢ NFA abolition for PRs of <50K value (4.75% saving in time)

➢ Technical Rating step eliminated for repeated & regular purchases

and for OEM suppliers (1.5% Saving).

➢ Creation of Annual rate contracts and Automation

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Pictures (Portal, Mobile App Chat Bot)

SUSTAINABILITY AND SCALABILITY

Improvements are sustained for last 6 months, only with exception

of a month, when GST came in place

➢ Daily/Weekly and monthly reports were developed to provide better

visibility of outstanding for better prioritisation and timely resolution.

➢ Regular Governance mechanism was established with business for

issue resolutions.

➢ SOPs are clearly set in place with Control Plan & RACI defined for

managing escalations

RESULT REPORT

➢ Improved POE and IPE were 3.4 and 15.6 pppd respectively.

(improvement statistically verified by NP test and 2t test).

➢ Pppw for both PO made and for Invoices posted are 10.57 and

86.17 in the improved phase and are further improved to 12.7 and

106.3 in the Sep-Oct 2017 data post system implementation

(improvement statistically verified).

➢ Additional Volumes of 25% are now absorbed with same FTE

strength, also temp staff (22 Nos) have been released

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➢ Vendor queries reduced drastically

➢ Internal organization query reduced due to self-service Portal and

Chat BOT

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Wipro Limited

Workload Optimization through Lean

PROBLEM STATEMENT

To optimize on the workload, it was observed that the Project Velocity

was low. Goal is to improve Velocity by 80%.

APPROACH TAKEN:

Brainstorming Sessions: Team analyzed the reasons for low Velocity

through Brainstorming.

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Lean project resulted in Velocity & Competency skill improvement.

Implementation of this Lean resulted in achieving an improved Velocity

by 90%. In addition, Competency index improved to 27%.

Customer has acknowledged the success of the project and appreciated

the team.

This Lean project has impacted positively to the overall delivery of the

engagement.

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WIPRO TECHNOLOGIES

Wipro technologies Applies Continuous improvement (LEAN and Six

Sigma ) as Way of doing business with customers. It strives to improve

quality of services thus by making process more efficient. WIPRO

understands the philosophy of efficient and effective services and drives

for improved customer satisfaction.

Expectation from one of key WIPRO customer, who is one of the biggest

Construction Service Providing Company in Europe. The customer

provides services to various site construction in the Europe. The

customer needs improved and efficient processes by removing Non

Value Adds to service its end customers . This forms the objective of this

LEAN project.

Challenge in this account was there was inherited NVA’s and there was

need to analyze them through LEAN Tenets. LEAN Tenets like 5-Why,

Value stream Maps, Visual Controls, 5-S Standardization were used for

this project. Baseline of 1.33 ticket per person per day productivity

was way below the organization norm of 2.5 tickets per person per

day. Also customer was not happy about the efficiency of

processes.

Post implementing actions, process efficiency for ORACLE tower/team

improved from 33% to 66.95%, for NON ORACLE tower improved from

42% to 57% and for the Service desk efficiency improved from 21% to

68%. Overall Productivity improved from 1.3 tickets per person per day

to 2.63 Per person per day.

Executive Summary

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Tower/Team Pre-Lean Process Efficiency

Oracle 33%

Non Oracle 42%

Service Desk 21%

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WIPRO LIMITED

Delight customer by improving ticket turnaround time

using Lean

PROBLEM STATEMENT

Wipro is a major strategic partner, for an US based leading international

apparel and footwear firm with more than 30 well-known brands, owning

end-to-end responsibilities of 100+ applications and infrastructure

support in SAP, Mainframe, Data Warehousing, BI, EDI, PeopleSoft

spanning across multiple lines of business with a support team of 500+

Team is resolving 7000+ tickets per month including 40% of the tickets

pertaining to critical batch job process. Consistently the team is

meeting the contractually agreed SLAs. However, proactively it has been

decided to delight customer by improving the turnaround time especially

where tickets are owned by WIPRO and has got dependencies with

other third party vendor.

It was observed that 43% of the tickets are resolved during the same

day irrespective of the priority or severity. The main objective of this

project is to improve the Same Day Fix % compliance by at least 5% [i.e.

>=47%] there by improving the overall SLA compliance before

exemption, improving the productivity, reduce the ageing ticket count.

GOAL STATEMENT

• Improve customer satisfaction by increasing the percentage of ticket

resolved on the same day from current performance of 43% to >47%

• Reduce ageing tickets by 50%

• Improve the ticket productivity per person per day and achieve a

target of 2.6

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APPROACH TAKEN:

Following are the lean tenants we have used to achieve our goal.

Go See your

self

Get the first hand information from direct observation

w.r.t potential causes for delay in resolving batch jobs

and other high priority tickets.

5-Y Analysis A group discussion was initiated, inviting all the SMEs

and team members to identify the potential causes in

resolving the tickets on the same day.

VSM End to End batch job process was arrived at to identify

the opportunities to eliminate waste and improve

process efficiency.

Standardize Standardized process w.r.t Batch/ESP jobs

Work Load

Leveling

Improve the work load levelling thereby increasing their

productivity and create visibility

Automation Automate and stabilize the sales and supply business

process


• CSAT - Improved from 6.4 to 6.6

• Improved Same Day Fix% from 43% to 51% which has helped in

improving SLA compliance (before exemption) from 91% to 96%

• Reduction in ticket inflow by 9% and reduced P1/P3 tickets by >30%

• Improved “overnight batch processing completion SLA” from 35% to

79%.

• Delivered Additional CRs/SOWs with same team

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SUSTENANCE PLAN:

• Daily huddles to understand the challenges and track the progress

• White boards on the floor to track individuals’ productivity and

encourage teams’ performance

• Cascading best practices as part of KM session

• Appreciate and applause individuals’ performance.

• Increase threshold limit

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Wipro Limited

Productivity Improvement through Incident reduction in

Support program

PROBLEM STATEMENT

Productivity on Incidents was a concern from customer. Upon analysis, it

was observed, that ~54% of Incident inflow was due to false alerts

leading to customer escalations and Major incidents

APPROACH TAKEN

Brainstorming Sessions: Team analyzed the reasons for Low

productivity on how to reduce the high volume of false alerts where

around 150 hrs. /month of efforts spent in addressing these incidents

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LEAN TOOL IMPLEMENTED

Value Stream

Mapping

The time taken in resolving the incidents across the

team members in the project. A need to list the

proper flow required in order to standardize,

automate and thereby improve on

Visual Control Visual control was used to highlight the top 5

contributors based on the Categorization and the

type of incidents that causes the false alerts.

Standardization Standardization of SOPs for the workflow of

incidents, issues and problems. Improved on

Tool based

automation

Automation was used to configure in the monitoring

tool based on the business approved parameters,

parent-child mapping for updates


• The $62400 (Recurring benefit till date) has been saved with the

application of Lean Alert based Incident Management process

• Increase in Same day fix for P3 Incidents towards maintain ZERO

backlogs on weekends (peak sales volumes during weekends)

• Dependency on multiple teams involved in Incident handling was

reduced

• 100% Dependency for the jobs were created to ensure no void

tickets (tickets created for jobs running without data)

• 1.5 hrs. / day of Support teams effort which spent on Incident

Updates / closure was eliminated

• No unplanned outages for past 5 months resulted in ZERO Major

Incidents from Wipro end

Customer commendation for ZERO Major incidents:

• Zero MAJOR Incident we have achieved and striving for. Thanks to

this GREAT Team!!!!

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WIPRO TECHNOLOGIES

Incident Reduction at SNXT – Unix Domain

The Client

SNXT is a remote support center where infra-management is done

remotely for multiple customers on shared basis. One of the

domain/technology supported is Unix domain. Under Unix domain

multiple technologies are supported like Redhat Linux, OVM, Aix, Solaris

& HPUX. Customers supported by domain are from all the different

vertical i.e. BFSI, Government, ENU & Retail.

Deliverable

As part of Unix domain support from SNXT, support team has to

start Identifying the root cause for the Incident and try to resolve the issues

with in SLA defined. Ensure to maintain the server/service availability for

the customers DC Infra.

VOC:

There were C-SAT reduction from customers on:

• Unplanned disruption/degradation of service cause DC server

availability time is less.

• An incident is an unplanned disruption or degradation of service

caused to Customer’s DC Operations which eventually results in

DC Operations downtime.

• DC operations downtime can affect businesses from lost revenue

to reputation damage to lost productivity.

• Entire IT services it is important and critical that these incidents

should be brought under control, to improve the Cost of operation

and CSAT.

Business Situation

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As engineer have to accept the incident ticket and start working on

towards the incident resolution process. Incident /CI ratio is high & causes

the DC unplanned disruption & server/service less availability time.

Prioritization of the tickets.

• Productivity of engineers reduced in terms of effectiveness.

• Reduction in C-SAT due to DC unplanned outage/disruption.

• Increase in Cost of Operation.

• Non-technical work done by L1/L2 engineers.

• Mundane tasks on resolving non-value add incidents are high.

How we Helped…

Standardization: Standardization of Unix monitoring parameters,

Configuration issues, bucketing tickets properly, Threshold increase,

Communication issues & Sample increase for the servers.

Capacity Planning: Increasing the server resources such as CPU,

Memory, Swap & File space,

Heijunka: (Work-level load balance) Shared the HUB server load

balancing for server monitoring, Migrated the HUB server from far place

to near customer DC infra,

Poka-Yoke (Mistake Proofing) – Corrected the incorrect settings on

monitoring parameters, Version bug correction, CMDB mismatch

correction, disabling unwanted scripts, fixing the long running queries at

DB level, Removing the incorrect monitoring.

Challenges faced

• Convincing all the customers to enable the work-level load

balancing (Heijunka) to have a separate server near DC Infra

location for monitoring.

• Convincing the customers with data to fine-tuning on the long

running application/database queries with app/db team.

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Benefits

• Incident / CI ration reduced from 3.00 to 2.04.

• 33% Incident reduction achieved for 13 customers

• Overall 29% Incident reduction in Apr’17 for all Unix domain.

• 3.35 MN INR Per Annum overall cost saving achieved.

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CUMMINS INDIA

Reduction in Consumable Tools Spend of CHBU 1. Project Details :

Reduction in consumable tools spend by 10% in top 70% cost

contributors (from CPC Rs.137 to Rs.120) of Cylinder Head Line

without impacting quality.

2. Problem Definition :

We have observed that in 2015 the Tool Cost Per Component of Cyl.

Head Line had significantly increased from 2014 which is Rs.196.70

against Rs.186.80. Also found average monthly issuance is Rs.16.28

Lacs against Rs.13.17 Lacs.

High cost per component is also impacted or affected in following areas:

1. Its increases production cost as result BU profitability will

reduce.

2. Its increase the inventory value and inventory carrying cost.

3. Its increases indirect purchasing cost and activities.

4. High CPC is restricted in implementation of new tooling

concepts.

5. High CPC is also affected the purchase of non-perishable items:

Like – Tool Holders, Cutter Body etc.

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3. Project Methodology : Adopted DMAIC methodology and for Identification & elimination of all the potential causes is routed through Fault Tree Analysis (FTA). Initiated separate FTA for each high cost contributor for identify the probable root cause. Total 11 FTAs initiated in this project. In analysis phase used following tools to identify the solutions.

a) Fault Tree Analysis b) Anova GLM c) Chi-Square d) PUGH Matrix e) Test for equal variances & Two Sample T-test

a) Fault Tree Analysis b) Annova GLM

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c) Chi – Square d) PUGH Matrix

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e) Test for equal variances & Two Sample T-test

2. Improvements : ▪ Reduction in Tool Cost per component. ▪ Improves BU profitability. ▪ Reduction in inventory value and inventory carrying cost. ▪ Alternate suppliers developed for critical and OEM tools. ▪ Replaced old Tool & Cutter bodies without increasing of tool cost.

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3. Results & Benefits: ▪ Cost per component of top cost contributors is reduced from Rs.137 to

Rs.118. ▪ Improve BU profitability by annual PBIT saving of Rs.31.83 Lacs. ▪ Reduced CH inventory value from 1.37 crore to 1.25 crore, as result

improve inventory turns from 2.1 to 2.3. ▪ Developed alter Localized vendors for imported items. ▪ Implemented High speed tools for productivity improvement without

impacting tool cost.

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CUMMINS TECHNOLOGIES

DESIGN UPFIT PROCESS TO CATER 1000 ENGINES MONTH

FROM 835 ENGINES FOR HIGH VOLUME SO’S AT IMEP

Project Details:

To design process flow at TCPL-IMEP to manufacture high volumes

upfit SO’s to cater 1000 upfit engines per month from current 835

eng/months with no significant investment

Problem Definition –

There was a strategic decision to setup CFS plant in Megasite, Phaltan

location and existing PMUC infrastructure was finalised for CFS

operations. This was an opportunity to streamline the upfit activities

done at PMUC as 90% of base engine was supplied by TCL. Due to

complexity the production was done in batch type in bay build area but

maximum production done was not exceeding 20 in a shift where

requirement was more than 40 engs.

There are multiple complexity in project to improve the production from

20 to 40 because of below reasons:-

▪ Product range upfit operations migrated for - B series ,QSLe,

QSBe , C Series & B Gas

▪ Major Customers - JCB, Hyundai, Tata Hitachi, Elgi, Atlas Copco,

Sany, Leeboy, Luigong, KBL etc.

▪ Multiple stage Legal approvals from DISH, CTO, Fire NOC

based on project stage & CPCB 2 Type approvals for Genset

engine built

▪ New 402 Shop orders added against existing 16 SO

▪ Cycle Time for Upfit Varies from 25 mins to 75 mins

▪ Warehouse management for additional 3000+ parts

▪ Inbound and outbound process with Vendor registration of 124

new suppliers & 38 customers into TCL accounts

▪ Complex business model – Drop ship & Value add model under

same umbrella

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▪ Space constraint to accommodate plant production and warehouse

under one roof

▪ Ramp-up production level & Adherence to delivery with limited

workforce

▪

Project Methodology– DMAIC VST Methodology

1. Project Y – Base Line / Initial Capability

2. Current State VSM

3. TIMWOOD – WASTE WALK

4. VSM with Starbursts

5. Current state Spaghetti Mapping

6. Funneling Effect - Ease & Effect , 4M matrix , Pareto Chart

7. Simulations :- Future state Spaghetti Mapping

8. Future State VSM

9. RACI

10. Improvement projects

11. Financial Impact / Benefits

12. Final Capability of Project “Y

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3. Improvement phase - Improvement action points

1. Layout Design to create PEEP for Base Engine Storage

2. Synchronized process flow by optimal Workstation Design to

reduce engine touch point and travel time

3. Linkage of engine build with CMES on New Upfit operations

for tracking end to end build status

4. Reducing Engine Testing Time

5. Improve communication methodology between team at dock

audit area

6. Relayout kit area and improve the ergonomic condition from

existing condition

7. Improve skill set of operator for working on complex shop

orders and plot their skill matrix using TBWS methodolog

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4. Final Capability results and benefits

1. Capacity of line improved from 20 engs / shift to 50 eng/shift

with improvement of 150%

2. Throughput time reduced from 3754 mins to 870 mins

reduction of 77%

3. BIS PPM level reduced from 6100 to 3500 ppm improving first

time OK

4. Process time reduced from 70 mins to 41 mins with

improvement of 42%

5. Overall Line Efficiency improved by reducing manpower from

48 MP to 31 MP , which was transferred to TCL-2

6. Operator travel time reduced from 525mtrs to 201 mtrs per

engine

7. Linkage with CMES from TCL -2 block dropping station till

dispatch end

8. System Driven Workflow for Better Governance

9. Lean Process created with minimum engine touch points

10. System Generated Reports for better analysis

11. Utilization of Existing resource for Data review and analysis.

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5. Cost

PBIT Avoidance saving for this project = $ 78, 996 (Rs. 5

Millions)

6. Awards

a) Best Six sigma project in TCL

b) Awarded in ISCM meets forum for significant contribution for

delivery improvement

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Project Details :

Achieve honing surface finish within 80% of the tolerance on average value from

Cylinder Block Line 2, TCPL Jamshedpur

Problem Definition :

✓ Cylinder bore surface finish is most critical parameter of the Cylinder Block and

consequently for Engine performance, in recent past cylinder bore defect due to

surface finish got increased, resulting productivity loss, increase in operational

cost, poor quality and non-value added activities like segregation, rejection and

additional inspection.

✓ It had also been observed that surface finish is one of the reason for High Engine

Oil Consumption (HEOC)

✓ Productivity of the line reduced to 50% as production form the defective

machine had been stopped to investigate root cause analysis consequently

reflect in delivery and fulfilment of customer demand.

Project Methodology :

✓ Adopted DMAIC Methodology

✓ Fault Tree Analysis

✓ Identification of KPIVs

✓ Validation of KPIVs by using Statistical tools

✓ MSA of surface finish gauge

✓ Preparation of SOP

✓ Implementation and control on KPIVs for sustenance

Project Analysis :

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7. Analysis Output :

Improvement :

Based on the study and surface finish report, stage wise stock prerequisite had been

determined,

Rough honing 55 µm, Base honing 45 µm and Plateau honing 8 µm ~ 10

µm.

There were more than 100 honing parameters for every spindle but for regular operation one

few are required, and consequently the possibility of inadvertent alteration of parameters will

always be there, which could also be a cause for the honing quality issue

✓ Parameter which are being used for regular production made visible to the operators

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✓ All the other important parameters kept hidden with password protection of user level

3

Result after Improvement :

Interpretation of Box Plot: It is clear from the above graphs that Rz of Bore #1, #3 & #5

which honed in Machine-1

(CB 690) are still more than the USL (> 0.65 µm) even after pump change, but the Rz of

Bore #2, #4

& #6 are within LSL and ULS which are honed in Machine-2 (CB 695)

To check the stock removal during plateau honing, 2 Sample t-test had been conducted

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Since we didn’t achieve the desired surface finish result after replacing the

plateau honing hyd.

pump, therefore we decided to revisit FTA

Action plan after revisit of FTA

S/N KPIV Action Identified Effect on Surface Finish

1 Hydraulic pump of plateau honing .

Plateau honing pump-1 of CB 695 to be connected with the Spindle-2 (Finish honing spindle) of CB 690

No Improvement

2 Gear box mechanism of Spinle-2 (CB 690) .

Toggle link of Spindle-2 (Finish honing spindle) of CB 690 to be connected to the Spindle-1 of CB 695

No Improvement

3 Flow rate of Plateau honing hydraulic pump

LPM of plateau honing hydraulic pumps to be checked in CB 695 (Machine in which we are getting desired surface finish as per the specification)

Significant Improvement

8. Implementation of additional control

a) Modification of hydraulic circuit of CB 690

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b) Implementation of plateau honing pressure interlock

✓ Pressure switch added to provide plateau honing pressure feedback and control

✓ PLC logic modified to stop the machine in abnormal condition

✓ Alarm generated

c) Restoration of level sensor

✓ Level sensors of both the machines have been restored ✓ PLC logic modified to stop the machine in abnormal condition ✓ Alarm generated

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Results & Benefits

After implementation of all the action plan we are able to save $31,979

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Capgemini Technology India Pvt Ltd. Project Title: Delivery Transformation Through Lean Tenants

Goal Statement: Reducing Incident by atleast 10% & Incident(P3&P4)

Turn Around Time by atleast 12%

Major findings:

• Unstructured Delivery Model & Lack of standardized process

• Multiple input source, Inefficient allocation of tickets / work

orders & poor coordination between vendors & sub

contractors

• Lack of end to end view of associated processes & KPI

• Communication challenges resulting to delay in Knowledge

transfer due to multilingual teams(French, Spanish) across

locations

• Knowledge loss or incomplete knowledge transfer due to

attriting SMEs

• Poor coordination & control impacting delivery due to

distributed teams across locations(France, Spain, India)

• Lack of KPIs, relevant dashboards & consolidated view on

delivery performance

• Application performance stability

• Repeat incidents

Major conclusions: Need to improve

• Delivery Model structure

• Communication & Knowledge transfer challenges within

teams

• Team coordination & Transparency

• Visual Management for better control & delivery

performance(Representation of delivery performance via

KPIs, dashboards etc at every level)

• Application performance stability & reduced repeat incident

Actions implemented:

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➢ Delivery Model Transformation: Structured delivery model with

standardized processes

➢ Implemented below levers to improve communication & address

Knowledge transfer challenges

• Swift Sustain

• Translation Factory

• Knowledge Database

• Knowledge Academy

➢ Team coordination, Transparency & better control: Operation

Meeting Framework(OMF) & Visual Management using JIRA

➢ Application performance stability & reduced repeat incident :

Application Renovation & Failure Mode Analysis(FMA)

Results achieved: Reduced Incidents (tickets) by 12% & Incident

Turnaround Time for P3 tickets by 20% & P4 Tickets by 14%

Actions to be implemented: Improvement learning’s will be leveraged

proactively in future for smooth transitions & delivery excellence.

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Capgemini Technology India Pvt Ltd.

PROJECT DETAILS

One of our new strategic clients in Europe is a leading group of company

in automobile sector in Europe and around the world. Capgemini

undertakes Application Development & Application Maintenance of over

1500+ IT applications for the client comprising of 600+ FTE.

o This is a newly transitioned account & as part of our

contractual obligations under continuous improvement, YOY,

Capgemini needs to give 10% improvement on key business

parameters

o It was a very challenging task to transition business from

existing 140+ sub vendors & contractors ,to stabilize the

delivery post transition as per the client expectations & drive

business improvement as per contract

Project Name

Delivery Transformation through Lean tenants

Business Case

• Challenges during transition due to multiple vendors, locations,

size of the project, non standardized structure & processes

• As a part of contracts continues improvement clause, Capgemini

Transition Dec’15 to May’16

Improvement Implementation June’16 to Apr’17

Sustenance May’17 to July’17

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needs to deliver 10% year on year delivery efficiency to the client

Expected Benefit

• Contractual adherence • Cost reduction

Delivery challenges (Waiting, Defects, Inventory, Transport,

Intellect) targeted via Visual Management – Operation Meeting

Framework, Real Time Dashboard

Lack of communication & Poor coordination due to multilingual teams

(Indian, French, Spanish) across locations affecting delivery

Lack of consolidated view on delivery performance for management

due region/country view & lack of performance control mechanism

resulting to negative impact on business metrics resulting to

penalties

PROBLEM SOLUTION

OMF – The Operation Meeting Framework builds a closed loop

communication system to steer operation effectively and embed

continuous improvement in to “Business as usual”

Real Time Dashboard - offer service transparency, right- time and

on-demand insights on state of service. These reporting

dashboards are mobility enabled dashboards of key metrics driving

overall application performance

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BENEFITS

• To visualize clearly and quickly the current activity workflow

• Transparency and accessibility of the relevant information for

teams across location

• Better Communication, coordination & involvement of all levels of

the team

• Day to day tracking of project progress & quick identification of

gaps, issues/challenges

• Optimize & improve team performance

• The consistency of the OMF avoid useless and extended

meetings.

• Effectiveness of the meetings

• Team spirit development

Documents

AAROHAN 2017Jatin Khurana Khusbhu Das Libin Chacko Priyanshi Sharma Somok Sengupta ... Value stream mapping was done to brainstorm the causes of the NVAs that was resulting in the