ASSOCHAM BPOITES Summit Using 6 Sigma to deliver Control, Predictability, and Improvement Umesh Vyas

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ASSOCHAM BPO/ITES SummitUsing 6 Sigma to
deliver Control, Predictability, and
ImprovementUmesh VyasWIPRO BPO20 Dec 2006
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Milestones of Our Quality Journey
2005 Lean Pilots Wipro Way (2004-Studied Toyota
Manufacturing System )
2003 Infused Statistical Rigor into
Management Orthogonal Arrays DMAIC/ DSSS
frameworks launched
2002Worlds first at Level 5 of CMMI ver 1.1
Six Sigma
2001The best in people processes Worlds first
PCMM Level 5 company
2001Industry-specific quality standards
2000Defects prevention practices initiated at
project level
1998On the path tocontinuous improvement
2001Six sigma methodology broad-based
1997Enterprise-wideprocess defined
6 Sigma
CMMI BS 7799
Statistical Methods
CMMLevel - 3
CMMLevel - 5
ISO 9000
Lean
PCMMLevel 5
TL- 9000
Methodologies for software
1995Re-certified twice Mature processes
Metrics collection begun
2003 COPC, BS 15000 and British data protection
act compliance
2006 ISO
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Burning need of the BPO Industry
Can we quickly launch a project
Sure. But there arent enough fires to sample!

• Fighting Fire with Process Improvement!

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Tampering with Natural Variation Demings Funnel

• Leave the funnel fixed, aimed at the target, no
  adjustment.
• At drop k (k 1, 2, 3, ...) the marble will come
  to rest at point zk, measured from the target.
  (In other words, zk is the error at drop k.) Move
  the funnel the distance -zk from the last
  position. Memory 1.
• Set the funnel at each drop right over the spot
  zk, measured from the target. No memory.
• Set the funnel at each drop right over the spot
  (zk) where it last came to rest. No memory.
• SURPRISE
• Rule 1 provides the most stable system. Jerking
  knees increase variation. Separate common and
  special cause variations.
• RESPECT NATURAL VARIATION.

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DMAIC in Action
A
I
D
M
C
I
D
A
C

• There isnt much point popping BP medicine if you
  do not weigh yourself, exercise, and control your
  diet. Indiscipline and chaos cannot be cured by
  DMAIC. Consider
• CDMAIC
• Before you launch the next project, consider
  systems discipline and variation control.

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CONTROL

• Weigh Yourself
• We use control charts. Reduce variation. Update
  SOPs.
• Exercise
• We try and do what you know is good for us
• Constant Discipline before Continuous
  Improvement. Lane discipline before flyovers
• Control your diet
• We look upstream. Inputs determine process
  capability.

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Some Examples from BPO Industry

• Monitoring that is not calibrated with business
  results, when fed to individual agents, is not
  just useless, it causes harm.
• Key limitation of Process Capability is Sourcing
  and Preparation (Training)
• Most people dont know what to do. Trainability
  and Education should precede Compliance.
  Compliance should preceded Improvement
• We have many processes from our clients. Where
  are our processes?
• Pride of work precedes everything (Deming again)
• Over quantification and complication of front
  line work causes errors, and attrition
• Black-belts on Minitab breed Analysis Paralysis.
  Only the floor can help improve. Push them to the
  floor

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Predictability

• Y f(x1, x2, x3,.)
• This is the fundamental equation of Root Cause
  Analysis
• By now, most vital few xs of critical ys are
  known. There isnt much point reinventing the
  wheel
• Now we are using transfer equations to predict
  the behavior of Big Ys
• Some examples
• Impact of Ramp Up on Productivity
• Impact of Volume on Ownership, hence Resolution,
  hence Customer Satisfaction

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And Finally Improvement

• It is combination of local, quick improvements
  (Kaizen, Lean) and Big Ticket projects
• Most Improvements are cross functional and
  involve upstream activities
• Change Management and Execution are non-trivial
  challenges. They are not support to Analysis.
  They are, often, the core

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Our Quality Framework

• CPMs'
• Dashboards
• Scorecards
• Satisfaction Surveys

34 Full Time Black Belts 50 Functional Black
Belts 700 trained Green Belts. gt 350
projects First to get COPC certification using
Six Sigma platform (July 2002). 5 clients
across two Sites Delhi Mumbai COPC certified.

• Seamless Transition
• Standardization and Control
• Process Improvement
• Good Business Practice Audits

• Education
• BB resource
• VOE
• Calibrations

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Putting it all Together

• Quality embedded in The Way things are done
• Standardization and Variation Control
• Education (Separate group for Capability
  Building)
• Self Testing before Audits
• Discipline of day-to-day functioning
• Rigor of Improvement Projects. Strong link to
  Business Ys
• Going up the maturity curve
• Problems already solved update the Systems
• Known Xs help predict
• Separation of local, quick improvements from Big
  Ticket items
• Preparing the ground for Innovation

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A dream

• Next Operations Review