Winners Project Summaries - 28th Qimpro Convention

Introduction:
During the electrolysis of copper manufacturing process, pure copper deposit over the SS Plate. To strip out this pure copper from SS plate, CSM Machine is used. Since CSM is the bottleneck equipment for copper refinery, reliability of CSM is the Key Performance Indicator [KPI] for the refinery plant.

Challenge:
Due to high breakdowns, Reliability of CSM was only 59% against the Project target of 70% resulting in short-fall of achieving the business plan target. Major challenges are: 1. Existing Machine is obsolete and OEM has stopped up-gradation in this machine 2. Space constraint for standby machine installation 3. Long Time Shutdown cannot be taken as electrolysis is continuous process 4. Full machine cannot be replaced due to high CAPEX cost and high shutdown time.

Solution:
For improving the Reliability of CSM, a cross-functional team was formed. Team followed DMAIC methodology. To understand problem, Team did Gemba Walk and prepared Macro & Micro process mapping. During diagnostic journey, Team used Pareto analysis to identify 20% significant sub-sections which contributes 80% of low reliability. Six problematic sub-sections identified from Pareto analysis. Brainstorming sessions were conducted on each of these Vital-few sub-sections to identify probable causes. Cause and effect diagram was prepared to sort out probable causes in actionable/ non-actionable. Why Why analysis and RCA done to identify main cause of the problem. Remedial journey was broadly divided in two categories – Task Oriented jobs & Improvement jobs. Team implemented various improvements in Preventive/condition maintenance approach and implemented 12 Kaizens. Team also developed Indigenous vendor for frequent consumables/spares. Implemented changes were locked by the team through SOPs, MOCs, Display boards@site, OPLs, trainings to operators, control charts and daily reviews.

Result:
1.Reliability of Cathode Stripping Machine Increased to 75% ( more than project target) 2.Reduce Steam Consumption by 13% 3.Achieved Rs 43.95 lacs/year savings (verified by finance controller) 4.Service level agreement index increased between internal customers and copper refinery plant. 5.Improved workplace Safety by reduction in manual activities and implementing LOTOV. 6.Improved cathode quality washing by modifying steam distribution line and strainer. 7.Achieved ‘Team of the Month’. 8.Rewarded 1st CIP project Team in in-house competition.

Introduction:
Sevoflurane process yield is a major factor in profits and market pricing, allowing the company to stay competitive in a continually-expanding anesthesia market. New and upcoming manufacturers in the anesthesia market resulted in the need to drive cost of manufacturing down.

Challenge:
The challenge was to improve process yield by 1.2% in order to maintain a competitive price in the global market. This was made more difficult by the fact that all low-hanging fruit had been identified and acted upon in previous years, leaving no obvious sources for improvement. Failure to achieve the targeted goal would result in a serious negative business impact, as yield will directly affect bottom-line profits and EBITDA for the division.

Solution:
To begin, all of the process steps' yield data was reviewed in SAP to determine which steps had the most potential for improvement. Then, to promote total employee involvement, a structured ideation session was held with all Manufacturing employees and the focus areas were presented to the group to brainstorm ideas. The results of the ideation session were analyzed via an FMEA approach to prioritize ideas. The top three ideas were initiated as projects, with each project being assigned to a sub-team for implementation. Each sub-team was formed from the Quality Circle team present in the Manufacturing area, with the first two ideas being implemented through a Kaizen approach; the third idea resulted in the conducting of a DOE to determine optimal set points for one of the reaction process steps.

Result:
The targeted yield increase of 1.2% was achieved, resulting in savings of approximately $500,000 USD. Additionally, over 7000 kg/year of waste was eliminated, reducing the environmental impact of the process. Finally, employee safety was greatly improved by reducing employee exposure to process intermediates/vapors with the implementation of bulk storage tanks, but also indirectly with the reduction in potential for spills/leakages with bulk storage as well as the elimination of manual labor involved.

Introduction:
Lenovo Manufacturing planned to improve Rolled Throughput Yield (RTY) metric in FY1516 as a part of continual improvement in Process Quality. FPY is already sustained >99.60% as yield rate at the end of process & objective of selecting RTY is to improve pass yield rate at each individual stage.

Challenge:
RTY improvement project is unique in nature for Process Quality Improvement when we compare with all Lenovo Global Manufacturing sites, It was big challenge to drive and bring improvements from World Wide Testing team & Development team at the root of each defects. Even though team spirit has played a big role to drive worldwide teams for effective preventive action for each defect which falls under RTY category. resolution of foreseeing probable resistance also effectively implemented with other consecutive actions.

Solution:
Solutions are not simply took place for this RTY improvement, It was considerably implemented through 5WHY & drill deep and wide analysis. Each solution design validated through FOT (First Of Test) with 100 Nos of run-in products. Key highlights are below... • Solutions are deployed systematically without any roll-back methods (appropriate methodologies & techniques applied). • Effective Kaizens are framed & implemented through LSS DMAIC principle followed with Quality Tools. • Monitoring carried out for 6 months continuously for solutions implemented & No recurrence observed as on date. Defect #1: Windows Boot Manger – New TFTP Program (3.26) deployed to prevent data not transferred issue. Defect #2: Check BIOS & DMI information error - Latest BIOSINFO.exe (V2.3) implemented to avoid write data value error in DMI location. Defect #3: Control enabled in software program to ensure data sync from local hard disk to network file. Defect #4: CPU FAN Error - SOP modified for Assembly instruction (Especially for Heat sink FAN assembly by operators). Defect #5: Keyboard Not working - Add a station to check ACF (Anisotropic Conductive Film) and verify conductive particles with Charge Coupled Device (CCD) 100% at supplier end.

Result:
Tangible Benefits: Product Quality Improvement - 92.62% to 96.29% Testing Zone Failures Reduced - 41% Energy consumption Reduction - 41% Operators Head Count Reduced - 2 Persons Total cost saving - ₹ 7.1Lac

Introduction:
Freight monetization is unique project where we target to improve productivity of Freight by reducing idle running of trucks. Our Primary freight (Plant to DC) operates in long distance (>600 KMs) and it is primarily One way in nature. We tried to integrate RM/PM with Finished Goods.

Challenge:
The key challenge while doing project was to integrate the freight with various model • RM freight with FG freight • PM freight with FG freight • FG freight with FG freight • FG freight (Internal) with FG (External Freight) The variation between freight was key challenge to optimize the freight cost. To reduce the variation we targeted product mix like Juice and Water to integrate with RM/PM and External. Second big challenge was to reduce detention between various freight model so that integration is able to bring better utilization of freight. Third challenge was to identify the companies for which we are able to find reverse lane opportunity.

Solution:
To improve the truck productivity we focused on identifying the lanes where RM/PM to Plant and FG to plant is linked. We used linear programming based optimizer for identifying closed loops and partial closed loops of RM/PM and Finished Goods movement. We identified 7 lanes where RM/PM and Finished goods is linked together. We worked with external companies to identify the reverse load on key lanes.

Result:
We implemented the solution in 4 lanes in RM/PM and FG movement. We collaborated with Britannia and Asian Paints to work on 2 lanes. We put dedicated, palletized trucks under collaboration. All trucks had GPS, RFID and double driver to optimize productivity. We made the truck palletized and put these vehicles on green channel. We increased the trip productivity by 50% in Monetized lanes with Asian Paint and Britannia.

Introduction:
In overall paint processing cost manpower cost contributes around 33% which is measured in cost / lts.To reduce the processing cost this project is scoped to increase the production Volume (liters)with effective utilization of Manpower and simultaneously improvement being measures in terms of productivity (Lts /manday), Targeted for 12% Improvement.

Challenge:
In reducing of paint processing cost, increase in volume was targeted but management focus was to know effective utilization of deployed manpower to ensure manpower planning in plants with respect to Monthly Production demand. Top Management had given guidelines during Business objective setting for FY 15~16 that measure the productivity & increase the productivity by 12% from base line. To achieve the given Target was challenge for Plant team.

Solution:
DMAIC approach was adopted along with six sigma & Lean tools. Productivity can be improved by improving production with same Manpower or Reducing Manpower with same production. Various tools & Technique focusing on waste elimination from process & production volume enhancement like VSM, Line Balancing, SCAMPER were used in identifying the Potential causes & relevant action for the same. By Statistical tools trials were validated and improvement evaluated. Following actions were highlighted as- To Increase the Batch Size- - Closing of Cut Charging hole in Mixers .Increase in Capacity/Mixer- 0.2 KL (Total 6KL mixers in 40 numbers & impacting productivity as 53 lts/manday. - Design Changed for Thinner batch size increase - To eliminate the Muda’s- - Medium Solid & Base Coat blending process converted from Series to parallel activity (Productivity improvement 23.4 Lts/manday) - Elimination of Motion Muda in weighing of RM, used for CED Paint

Result:
As per Action implementation compliance stepped improvement realized as- • Productivity 1109 Lts/manday achieved after 30% compliance of actions till Oct 16 • Productivity 1179 Lts/manday achieved after 60% compliance of actions till Feb 16 • In March 16 we achieved productivity as 1205 Lts/manday by action compliance of 80% against Target of 1193 Lts/manday from Base line of 1065 lts/manday • Delivery Compliance improved from 96 to 96%

Introduction:
Domestic Fibre market with its nerve center in Erode was on the verge of Technology change which would have enhance their productivity and addressed their skill unavailability issue. We had to address this change at customer end by improving Fibre quality which was the triggering point for this Project

Challenge:
Grasilene Division is the only Unit in the group using Pulp in crumb form (Pulp with 55 % moisture). Problems faced with the use of Loose Pulp are floating tendency in Pulper, higher variation in slurry consistency which in turn leads to in-consistent Alkcell quality. As Alkcell preparation is the first step in Fibre manufacturing line, achieving consistent Alkcell quality is of paramount importance. Uniform Slurry consistency plays a major role in achieving this objective.

Solution:
Team first reviewed the as is process to identified gaps. Among the gaps the major challenge was in getting accurate data from online instruments as there was no facility for calibration. Proper sampling points were identified & online readings were confirmed through lab analysis. Critical X’s affecting consistency were identified thro’ Process mapping and brainstorming. Multiple regression analysis was carried out. Pulp weight variation and Lye quantity found having strong correlation. Following actions were implemented: -Variable frequency drives introduced in Pulp bunker discharge screw with DCS logic for speed control in steps. This has reduced batch to batch Pulp weight variation from +/-15 kg to +/-2 Kg.  -Lye quantity set point fine tuned in all Pulpers to achieve uniform slurry consistency. Some more actions identified thro’ FMEA were implemented like Smart online Tipper tracking system to monitor availability of filled tippers & reliability improvement initiatives at Pulp plant.

Result:
Line # 1 & 2 Slurry consistency : Base line Cp: 0.76, Cpk: 0.67, Ppk: 0.19; Target Ppk: > 0.76; Resulted Ppk: 0.77 (75% improvement). Line # 3 Slurry consistency : Base line Cp: 0.97, Cpk: 0.92, Ppk: 0.37; Target Ppk: > 0.97; Resulted Ppk: 0.69 (46% improvement). Caustic consumption for Viscose : Baseline: 0.541 T/TF; Target: 0.536 T/TF ; Result: 0.537 T/TF; Financial Advantage: Rs.95 Lac/Annum

Introduction:
This innovation is to generate heavy naphtha (110 – 140) as feed to CCR unit, for maximizing intake and MS production. With 5000 Tons/day of stabilized naphtha (45-140), lower naphtha splitting capacity of 3600 Tons/day limited CCR feed. Idea was to use the Reformate Splitter in CRU to split stabilized naphtha.

Challenge:
1. CRU was decommissioned / opened and equipments were to be shifted to upcoming ISOM unit. 2. Projects department insisting for early handover of the column and associated equipments 3. Operations were negligent to operate one portion of a decommissioned unit. 4. Convincing top management through study of PIMS on benefits of operating the column. 5. Revisit on exact equipments to be shifted and investing Rs. 2 Cr against a benefit of Rs. 30

Solution:
1. Problem of underutilization of CCR was discussed; developed solution through team thinking and later implemented. Control measures as feed of RSU was also developed. 2. Reformate splitter (RSU) of CRU was commissioned to split stabilized naphtha with required hardware modifications. 3. 700 Tons/day of Heavy naphtha was diverted as additional CCR feed from RSU splitter bottoms. 4. Low value export naphtha was split in RSU reducing naphtha generation and increasing heavy naphtha availability. 5. Reformate splitter was retained along with associated equipments and new column and few equipment were purchased for ISOM unit with an outlay of Rs. 2 crores. This was minimum compared to benefit achieved.

Result:
1. Additional Heavy naphtha was generated as CCR feed without sacrificing on HSD flash. 2. CCR intake maximized to 106% of design feed and MS production maximized to more than 200 Tons/day. 3. Value addition of Rs. 30 Cr/ month achieved and low value export naphtha generation reduced. 4. Made BPCL self-reliant on MS sales requirements 5. Column was retained in CRU. 6. Reformate to NRL and KR was also supplied whenever required.

Introduction:
The innovation is this case is not the technology or one product, but in thought of redefining the category for the mass consumer. Brands in this space are constantly stripping down features to offer products at a lower cost. Brands providing unthinkable features only cater to top 1% of the audience. What SF has done is offer unthinkable value to the average youngster and brought back his interest level to the category.

Challenge:
Majority of youth today do not wear watches because they do not see the watch as primary time keeping device. They are driven by a number of trends including the growing desire for more interactive interfaces, desire to own devices that improve his lifestyle or add more value to him. This youngster is price sensitive but has a willingness to stretch if the product he sees the product adds additional value to him. The penetration of touch screen smart phones among teens in India testifies this. The challenge was to rebuild interest in the watch category for the average youngster, create reasons to make watches a part of his lifestyle - all this keeping in mind the affordability factor.

Solution:
First step was to identify the features/functionality that will excite the youngsters. The Excitement attribute or the delight features never directly came from the consumer but was always derived from an insight most relevant to the consumer at that time. A watch was created that allows the consumer to interact with it - The touch screen watch. The Ocean series originated from the insight that consumers cannot use a phone underwater and watch is the only device that can function underwater. The pedometer was launched for the fitness concious youth to keep track of your fitness on a daily basis – record steps, calculate distance travelled, calories lost etc. (yes it’s not a fitness band it is a watch that works even underwater). It was also important to bring in the exclusivity -We chose to launch watches with features no one had done before at this cost. Thus launching many of India’s first. Second, it was important to price these watches such that would not be perceived as unaffordable to this consumer but offer true value for the money paid

Result:
87% increase in average realisation in 3 years is unthinkable for any brand - That's the story of Superfibre (average UCP increased from Rs.440 to Rs.830) on the back of feature rich value added products. Turnover of over 100crs (additional) since launch of the collection Over 8,00,000 consumers touched through these collections. The collection launch led to new doors opening for the brand in large format stores and even in international markets. What started as one watch and one collection now is a whole portfolio of feature rich and value added products offering unthinkable value to the consumer now ready to be spin off as a complete brand. The brand SF alone is now about 100 crs

Introduction:
Yes Bank has a strategic objective to grow the granular MSME Loans portfolio. The erstwhile credit appraisal mechanism of subjective decision making is a deterrent to efficiently grow SME Loans portfolio. Hence, statistically developed application and behavioural scorecard developed for scientific decissioning

Challenge:
Existing decision making is deterrent to effectively grow SME loans portfolio is mainly due to the below challenges. • The time taken for approval is very high (>19 days) leading to customer dissatisfaction • High Collateral Requirement (>100%) on par with the large ticket size customers which is difficult for MSME customers to comply • Subjectivity in decision making • Lack of robust early warning mechanism

Solution:
In order to strengthen the existing credit decisioning process, and increase productivity without compromising on key controls, we developed the credit application scorecard for new to bank customers and behavioural score based “Straight Through Auto Renewal (STAR)” scorecard for existing customers. This scorecard has been developed by studying customer past transaction behavior with YBL to predict customer’s probability to become 30+ DPD in next 12 months. Scorecards are developed using statistical techniques (Logistic Regression) and back-tested on historical data of 38 months Application scorecard has parameters to cover Financial, Management, Business and Industry Risk. Behavioural scorecard has parameters related to customer historical credit behaviour/transaction history with YBL Scorecard has good discriminatory power (Gini-65% and KS-52%) in terms of differentiating low and high risk customers.

Result:
• Turnaround time (TAT) reduced significantly from 19 days to 6 days • Enhanced portfolio offering -Xselling • Centralized Straight through Auto Renewals -70% of the eligible portfolio has been covered till now • Building high-quality portfolio with 0% STAR-processed renewals going delinquent • Effective Early warning mechanism for high risk customers • The credit scorecard has improved operational efficiency of YES BANK in lending to MSMEs by 31%. Also reduced overall transactional cost of credit assessment process.

Introduction:
Being one of the important areas of the hospital, a permanent solution for the discharge related issues and complaints were never existed. This has forced us to develop a common discharge process for our network hospitals. Discussion amongst the team brought an idea of a new project “Expediting Discharges”.

Challenge:
•As the expected date of discharge is not known prior, the discharge formalities start only on the day of discharge when the consultant comes for rounds. •Discharge Summary takes long time to get prepared which delays the discharge process furthermore. •Improper bed management delays the availability of beds which affects the turnaround time and average length of stay.

Solution:
The most appropriate solution is to predict the EDOD (Expected Date of Discharge) on the day of admission. We discussed the same with doctors and asked them to mention an EDOD on the day of admission, because doctors are the linchpin of discharge process. Other stakeholders such as billing, Discharge summery and Pharmacy will only trigger once the doctor declares the discharge, but the same stake holders can work in advance if the discharges are known in prior. Methodologies such as tools and tracker for better intra departmental communication and periodic assessment would ensure an expected outcome for the project.

Result:
The new forms of discharge procedure gave a better result in reducing the discharge duration which leads to an increase in the availability of vacant beds for the new patients. We also got a positive feedback from the customers for the quick discharge. It also helps us to provide more space (number of available beds) for the customers.

Introduction:

Challenge:

Solution:

Result:

Introduction:
Client,leading investment bank desired to dispatch trade confirmations on the trade date itself with complete accuracy in language,economic parameters. The business aim is to enable error-free drafting in the minimal possible time also standardize the process which would provide a platform for auto-dispatch of trades in future

Challenge:
Due to multiple parameters involved in drafting of trades, there was no scope of automating the process. As a result, it was prone to errors,delays in meeting regulatory dispatch and matching timelines. Training period for identification of the parameters was high and users had to gain exposure to multiple scenarios before gaining knowledge on its implementation. Additionally there were frequent changes in drafting rules, and exceptions for specific counterparties were to be adhered to

Solution:
With rigorous timelines in place, the solution had to be efficient in terms of implementation and sustainability. We developed Clone Tracker that uses relevant trade parameters and provides potential clones for trades. For the initial search database, trades drafted during past 3 months were used and key parameters were added after scrubbing of the trade documents. Linkages were also created to the counter party (CP) and Master Confirmation Agreement (MCA) SharePoint repository to serve as a single platform of clone searches. To find a potential clone, the user simply needs to check the document containing terms of the trade and select the 7 parameters on the screen. It uses this combination to search for a match and upon identification, compares the event date with the creation dates of CP exceptions and MCA. The final result displayed is the trade to be cloned along with details of exception. This prevents the manual process of drafting

Result:
Tangible  Reduction in AHT from 35 min to 1 min  Increase in Accuracy from 92.5% to 99%  Reduction in Average Errors from 1350 per month to 18 per month  FTE Savings of 5 Resource Intangible  Improved Client Satisfaction: client was impressed with the low turnaround time  Internal Stakeholder Satisfaction: − Processing Team: rework and overtime had reduced − Managers: Follow-ups reduced greatly and so less managerial controls were required

Introduction:
Client, the largest plumbing wholesaler in North America wanted to increase and improve their eCommerce product offering by launching 350,000 new products. eClerx had to play a very crucial role in the success of this campaign by processing and improving the quality of data required to launch products on website

Challenge:
Client was up against a tight deadline for launching new products. The number of specifications/attributes associated to a single product ranges from 20 to 40 which was way above than what eClerx has handled in past. The volume of data and complexity of product type required high average processing time per product which made it difficult to achieve required throughput to launch products on time with desired quality to prevent negative Online Customer Experience

Solution:
The stiff goal demanded transformation of role from being just a vendor to act as a solution partner to help the client. A six sigma project was undertaken along with onsite & client collaboration to meet client required throughput. Six major automation areas were identified & implemented across data capture and enrichment, data standardization, input validation, work assignment, QA process and final report collation activities. Some of the benefits was creation of multiple documents viewing in one screen, reduction in manual effort in data cleansing and standardization. The automated Quality assurance audit script covered more than 20 simple and complex checkpoints which allowed both eClerx and client to focus more on their core execution processes. Finally, category level data sources and attribute level list of values were created and agreed with the client to avoid any sort of data integrity issue or data formatting misses in future

Result:
• This journey of process improvement helped eClerx team improve the throughput by ~40% & 38% for data enrichment and web display names respectively along with 3% improvement in deliverable quality • The process efficiency, quality and client perception improved consistently and the ultimate goal of 350,000 product launch was successfully achieved within the stipulated timeline. • Client eCommerce merchandising team got multiple appreciations from their senior management and this was extended to eClerx team as well

Introduction:
P. D. Hinduja Hospital & MRC is 400 bed tertiary care hospital in Mumbai providing world-class healthcare services for six decades. To cater for high demand for MRI services we have two state of the art MRI machines (3T & 1.5T) working from 7 am- 11 pm Monday- Saturday.

Challenge:
The key challenges identified during brainstorming session includes underutilization of the MRI department in terms of manpower and equipment, high operating costs/ Overheads, convincing the team (technicians & doctors) for optimizing utilization, long hours for the process and limited revenue opportunities. The objective of this project was to reduce the time taken for a MRI, improved availability of slots, enhanced revenue opportunities culminating into increased patient satisfaction.

Solution:
The team identified the most likely reasons for underutilization using Process Mapping, C&E Matrix, FMEA, and real time monitoring & analysis study of patient movement through the department. The following Improvement plan included: • Optimizing department working hours without affecting volume & quality. • To ensure speedy and hassle free process, checklist has been revised enumerating key responsibility areas for each process step. Thus, increased accountability of JMS & technicians. • Better scheduling of ICU patients: by introducing dedicated ICU slot for all elective cases planned. • Introduction of SMS alert facility: to help remind and communicate change in schedule (if any) to the patients. • Preventive maintenance: The responsibility has been shared with Head Technician in addition to the Bio-medical team. • Training of Technicians: by Company Engineers to ensure optimal Machine usage. • Annual training of the reception staff to reduce errors & time taking for charging.

Result:
The average time taken to finish a MRI was reduced from 74 minutes to 60 minutes from Apr to Jul'16. Final saving of INR 3,71,586 has been achieved from Apr till July’16 . The entire process resulted in improved cross functional team coordination, increased number of tests/ MRI per day, reduced number of working hours and eliminated the need for one trainee technician.

Introduction:
Medication management is a complex continuum that covers aspects of prescription, ordering, dispensing, administering, monitoring and education. This causes errors, which compromise patient safety and increase financial burden on patient and the organization. The hospital felt the need to revamp the system as the existing process had several challenges.

Challenge:
Medications are the cornerstone of care provision. Medication management involves several sub-processes by multiple users which lead to miscommunication, wastage of time and resources, high frequency of medication errors with resultant patient harm & increased financial burden. The system had few lacunae to meet the demands of the accreditation standards related to medication safety. There is a need of monitoring at every stage of medication management.

Solution:
The medication management process in the current Hospital Information System(HIS) Wipro Version 2.0 was reviewed by a multidisciplinary team and gaps were analyzed by brainstorming and Inputs given by the clinical team were formulated to create a robust system Wipro Version 4.0 1. CIMS integration provides comprehensive information on drugs which enables the doctor in informed prescription. Clinical decision tools interacts with patients profile to give alerts on drug-drug-disease -food interaction. 2. Feasibility to select those drugs that need to be continued during hospitalization and discharge. 3. The prescription auto populates in the drug indent screen . 4. Pharmacists can view treatment sheet and gets alerts for high risk and stat medication. Pneumatic chute is used for dispensing thus saving man and time. 5. Bar-coding of patient ID band and medications help in administering right medication to right patient. 6. Workstation On Wheels enables to perform process at patient bedside.

Result:
• Increased efficiency and productivity during medication rounds • Greater controls and transparency of records • Reduced medication errors • Evidence based practice • Effective professional and consumer education about medication use • Compliance with accreditation and regulatory requirements • Use of Clinical decision support tools • The system frees staff from the intensive documentation and administrative duties that paper-based systems require, providing more time to focus on providing safe and high quality care.

Introduction:
Brillio was born in January 2014 to lead the industry in digital transformation. With this vision, it was imperative to have a benchmark story to drive this commitment internally. Brillio adopted a cloud First, Mobile must approach that automated the entire business processes with zero code foot print onpremise

Challenge:
1. Timeline - Brillio was a de-merger from Collabera. Hence systems of the parent had to be cut-off 2. Change management - Too many business changes in a short period of time 3. Dealing Solution complexity - No single product met the needs of the entire organization 4. Solution Maturity - Cloud products were not mature as on-premise products 5. Cost effective – Solutions has to be top notch yet should have low TCO

Solution:
Brillio rolled out a 100% cloud solution automating every fundamental business processes. Listed below are the cloud solutions rolled out: Communication & Collaboration: Microsoft Office 365 brings email, Yammer, Skype, SharePoint, OneDrive to interact and collaborate to share information, reach out to the right person at the time and get the right information. 2000+ employees on Yammer, globally working together. Financial solution: NetSuite is our single source of truth for all kinds of financial and project financial processes CRM: Salesforce acts as catalyst for almost all Sales related business transactions HCM: Oracle Fusion automates the entire employee lifecycle – from hire to retire. Rapidly launched, it became a single source of truth for all employee-related processes BrillioOnTheGo Mobile: Hosted on Azure cloud, this brings the power of key processes in the handheld. Also Cloud products have ready-to-use app that brings most of our processes online

Result:
Product-I Bottleneck cycle time reduced from 53-hrs to 41-hrs; Capacity increased 6TPM to 9TPM; Reduced Standard Deviation reduced 13.2 to 5.5. Increased Cpk from 0.5 to 2.5 Product-H Bottleneck cycle time reduced 64-hrs to 37-hrs, Yield improved 0.91 to 0.94, capacity was increased 6TPM to 10TPM. These ideas replicated in other products; Achieved 100% OTIF consistently. Product-N Increased 5TPM to 9TPM Product-M2 Increased 3TPM to 10TPM Product-M3 Increased 3TPM to 8.3TPM (TPM- TonnesPerMonth)