Manager Business Excellence
GAVS TECHNOLOGIES
Total years of experience :11 years, 4 Months
• Heading Quality & Delivery Excellence for application development & IT infrastructure management services with AIOps for a health care account size of 400+ (Client Name: Premier Inc, US)
• Managing end to end implementation & certification for SEI CMMI DEV & SVC 2.0 at organization level and played the role of CMMI Site Coordinator at organization level.
• Driving implementation and certification for various standards such as ISO 9K, ISO27K, ISO20K, HIPAA & OSHAS
• Responsible for identifying continuous improvement/ automation opportunities across the account and liaise with all the involved stakeholders for implementation.
• Improved productivity by reducing manual effort worth of 6.2 FTE per annum (in FY 22) & 9 FTE per annum (in FY23) by various continuous improvement & automation projects through internal automation team (ZIF Remediate), RPA- UiPath & service improvement projects.
• Reduced service credits worth of $150K per month by improving the performance of critical service levels that are liable for penalty.
• Improved the performance of incident resolution rate from 73% to 95%, thereby helping the engagement to avoid service credits and resulting in margin increase.
• Improved overall engagement CSAT from 67% to 80% by having individual working sessions with each team to address pain points raised by customer.
• Introduced Lead Indicator based process health checks to pro-actively identify process gaps and address at early stage.
• Ensure high Agile & ITIL maturity levels (4 & above on a scale 5) by guiding the delivery project managers to address the process gaps identified through Agile & ITIL Maturity Level Audits
• Developed in-house account/process performance dashboard called Customer Success Management Portal with internal development team to track & report customer success goals, metrics, risks, issues, CSAT results, process compliance status of the entire account to the senior management and customers.
• Liaise with customer for the due- diligence of service level agreement to conclude on the metrics definition, metric algorithms, measurement methods, targets, revisions & specification limits before sign- off.
• Monitor & review agreed service level metrics on monthly basis and initiate service level improvement plan by working along with the respective project and portfolio manager.
• Managing end-end customer satisfaction survey program (includes analysis of CSAT ratings & voice of customers to work with the respective Portfolio leaders to come up with CSAT improvement plan to improve the overall CSAT & NPS)
• Ensure risk management & service continuity plans are institutionalized across the account.
• Trained & certified business green belts/ yellow belts to equip the project team on Lean & Six Sigma concepts.
• Delivered 110+ hours of training on concepts such as Lean, Six Sigma, 7QC tools and FMEA.
• Planned, designed, developed and implemented strategy for operational excellence and personnel development.
• To oversee and ensure the delivery of process improvement projects with the objective to improve productivity and quality of multiple operational processes using lean/six sigma/automation (RPA/API/Tableau/Excel Macros/MS Access).
• VA/NVA analysis- Performed to identify & eliminate process wastes in order to improve the operational efficiency.
• Idea generation workshop- Conducted to identify & execute improvements on automation capabilities & process gaps.
• Process models- Developed & implemented for various business operations such as Customer Onboarding, Billing & Settlement, Reconciliation, Dispute Management, Refund, Customer Support, Change Management, Fund load/unload and KYC Upgrade (20+ models For Citi Bank’s portfolio) & (17+ models- For InterPay Portfolio).
• Streamlined merchant acquiring business to reduce the operational expenditures by moving 8 outsourced processes to in-house capabilities and technologies.
• Quality Circle Forum- Implemented to drive continuous improvement culture across all levels of the organization.
• Performance metrics- Established & monitored (productivity, accuracy & utilization) of service delivery processes.
• Training programs- Conducted on Lean Management and problem solving tools/techniques to the functional leads.
• Responsible for daily communication and project reviews with both the project sponsor & project tollgate review team.
• Worked with overseas stakeholders/ functional heads for global projects & process designing.
• Other responsibilities include team management, up skill team members through regular trainings, stakeholder management, updating leadership team periodically & supporting global projects.
Continuous Improvement
• Reduced duplicate payments by 2.25% in accounts payable process, maintained accuracy- 99.77%.
• Reduced lead time by 75% in ‘order to shipment’ & 86% in ‘dock to put away’ of supply chain process.
• Improved overall efficiency- 23678 hours savings/annum (through RF + Barcode + EDI & WMS Technology).
• Reduced TAT from 48hrs to 24hrs while reducing the average waiting time by 67% in rates quotation process.
• Contributed 3.23 FTE savings through Quality Circle Initiative.
• Productivity improvement- driven initiatives towards 5% target (year-on-year). Achieved results: 2015- 4.83%,
2016- 5.15% & 2017- 4.02% (through lean & automation projects)
• Robotic Process Automation (Automation Anywhere) - Project governance, feasibility assessment, complexity analysis, ROI Estimation, Process & BOT performance measure, As- Is & To-Be Process Design and end-end support.
Operations Management
• SLA Management- Ensured Service levels are met as agreed with customer. Identified root cause for gaps in metrics. Recommended and implemented solutions for the same.
• Implemented process/procedure for managing customer complaints, stakeholder engagement, performance measurement, succession planning & QC sample audit.
• Client/Stakeholder engagement model- Formulated to identify, analyze & implement client requirements through pro-active approach (aims to achieve NPS targets by moving ‘detractors’ & ‘passives’ to ‘promoters’).
• Workforce optimization through ‘volume vs. FTE’ analysis- all processes. 3% head count reduction in 2018 budget.
• Risk Management- FMEA: Performed FMEA, implemented mitigation plans to control & reduce high process risks.
• Performed root cause analysis (cause & effect) & recommended/implemented solutions for customer complaints.
• Process Compliance- Monitored process compliance through regular audits.
Team Management
• Been responsible for direct team members performance, rewards & recognition.
• Responsible for attrition management & retention of direct team members. Anticipated attrition through EWS (Maintained overall team attrition% within the tolerance; Key Talent 10%).
• Maintained the targeted 'Employee Satisfaction Survey score' of direct team.
• Involved in hiring, goal setting & performance review of direct team members.
• Team management experience includes motivating, knowledge sharing, delegating, talent retention & conflict avoidance/resolution.
Performance Management
• Balanced Scorecard- Developed Scorecard with 15 metrics for effective process performance management.
• On monthly basis, identified performance deviations from Balanced Scorecard & highlighted area/metric that needs improvement.
• Customer Satisfaction- Managed C-Sat Surveys, Published C-Sat Score & Net Promoter Score of the entity.
Knowledge Sharing & Quality Culture
• Quality driven culture- quality circle, trainings & quality campaigns to empower employees thought process.
• Trainings- Delivered 150+ hours of training on six sigma, lean, 7QC tools & FMEA. Trained and certified business green belts & yellow belts to form quality circle.
• ISO 9001: 2008 (QMS) & ISO/IEC 27001: 2013 (ISMS)- Conducted internal audits & Co-ordinated for external audits. Other experience includes managing controlled documents/records of QMS/ISMS, FMEA revisions, baselining, NPS analysis, lost business analysis, BCP & mock drills and trainings on quality concepts.
• Conducted internal audits for ISO/TS16949:2009, ISO 9001 : 2008, ISO 14001:2004 and co-ordinated for external & customer audits such as (HMIL 5Star, Ford Q1, Volkswagen Formel Q, etc.)
• Other experience includes handling customer complaints, FMEA, gauge calibrations, root cause analysis for non conformance products, acceptance sampling, SPC (through control charts), measuring process capability & performance.
I have completed B.E. in Mechanical Engineering in 2012 with a overall percentage of 62%.