aig corp profile - six sigma v 2.5

7/29/2019 AIG Corp Profile - Six Sigma v 2.5

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Advance Innovation Group brings with itself combined expertise of over25 years in consulting and the training space. Its unique training &consultingmethodology is most suited to meet customer needs.

The training program has specifically been crafted after years of experience in consulting and knowing what is the best approach/s toimprovement methods across different industries in the world. Thisknowledge gained has helped us create a unique and unmatchedtrainingprogram to equip you with all that is required to be successful.

Consulting - Knowing what is the best approach to improvement

methods across different industries in the world gives us the edge to

craft a program to meet the specific customer need. Our strategicconsulting helps you transform your business, with minimal risk anddisruption and gives your organization greater flexibility, higherefficiencyand lower costs.

What differentiates AIG from its competitors is its commitment towardsits customers. AIG has a Passion for Building Stronger Businesses. At

AIG, we are proud to have built a culture attuned to anticipating andunderstanding ourclients needs, and then working in close partnershipwith them to make their businesses stronger more productive, moreprofitable, more capable of capturing market opportunities and thusmorevaluable.


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One World. One Solution ProviderAIG empowers forward-thinking companies by partnering

seamlessly to strategize, create and implement knowledge-driven,

innovative business solutions increasing efficiency and enabling

growth.

UNITED STATES OFFICE

Corporate HQ: Boston, United States

INDIA OFFICES

India : Noida

Kolkata

Gurgaon

Know what our customers say about us Click here
http://www.advanceinnovationgroup.com/client.phphttp://www.advanceinnovationgroup.com/client.php


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2 Six Sigma Master Black Belts, and 26certified Six Sigma Black Belts

15 Certified Lead Auditor for QMS, ISMS, EMS,ITSM

Resources with varied experience in ManualTesting along with Automated Testing indifferent technology platforms


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Pranay K. is Principal consultant at AIGwith 15 plus years of, experience in Six

Sigma implementation, QMS, ISMS,ITSM certification and recertificationauditsand Riskadvisory.

As a participative managementprofessional with a strongentrepreneurial , practical and resultoriented approach, he has derivedgenuine pleasure in high potential staffto become outstanding leadersdemonstrating the creativity critical to

financial and operational success.

Alok Verma is a Managing Partner atAIG with more than two decades of

industry exposure in various domains &verticals including sales , supply chainmanagement,and lean implementation.

As a Lean expert he has leadorganisational restructuring , crossfunctional operations & audit matrixdesign & implementation....

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Shishir Singh as a Managing Partner atAIG has helped several organizations to

set up governance framework around themanagemen t systems of ISO 9001,27001, Project Management & processre-engineering etc. He has consultedseveral organizations and departmentson improving KPIs both in the serviceand manufacturing domains.

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AIG Offerings

Advisory

Lean Six Sigma Consulting

ISMS Consulting

ITSM Consulting

QMS Consulting

CMMI Consulting

COPC Consulting

QA &Testing Process

Improvements

Implementation

ISMS Audit ITSM Audit

QMS Audit

Test Automation

Test Metrics

Full Testing Life-cycle

Framework Design and

Development

Trainings

Six Sigma Certification

7 + 4 QC Tools

Lean Methodology

ISMS Training

ITSM Training

QMS Training

CMMI Training

COPC Training

Software Testing Training

For more details on our services Click here
http://www.advanceinnovationgroup.com/http://www.advanceinnovationgroup.com/


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AIG Campus Solution

Internship Solutions

Winter/Summer internshipand live projects

Pre-interview preparation

Professional Career counselingand guidance

Latest corporate worldupdates & corporate trainingworkshop

Resume modification & Webprofile Creation

Training &Placement Solution

Soft skill/Management Skills/

Business Skills Personality makeover and

communication skills

Personality Development andGrooming sessions

Internationally accreditedand widely acceptedcertification programs

Employability-increasingtests and sessions

Confidence booster one-on-one coaching sessions

Business communication

Business networking skills

Presentation skills

Corporate etiquettes

QualityManagement

One day workshop on yellowbelt (Six Sigma)

One day workshop onTQM/Change Management

One day workshop on A-Zmanagement concepts andimplementations.

One day workshop on Lean

Methodology


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Do you want to:

Improve your business processes?

Improve your profit margin?

Reduce lead time?

Reduce wastage and inefficiency?

Improve productivity?

Program Overview

The Six Sigma methodology is appl ied when the projects issue is highly complex and the analysis requirements are also

complex. To implement this methodology most effectively, our training develops experts in your organization. These expertsreceive extensive training and complete comprehensive project work. Throughout the process, an experienced AIG consultant

provides coaching and guidance.

Program Objectives

Since a key role for Black Belts is to effectively lead project teams, our program prepares your candidates to do just that. TheAIG Green & Black Belt Program gives your candidates the skills and knowledge they need for the exceptional leadership of

business improvement projects. Upon completing each segment of training, participants immediately apply concepts and toolstaught in training to their real-time improvement projects.

Green and Black Belt candidates learn to use:

The DMAIC method for process improvement and Statistical tools and techn iques to make fact-based decisions.The DMAIC model is a systematic method for analyzing and improving business processes. It consists of f ive phases:

Define Opportun ity

Measure Performance

Analyze Opportunity

Improve Performance

Con trol Performance


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Green Belt are experts groomed in the Six Sigma methodology

Black Belts are experts groomed in the Six Sigma methodology and advanced statistical tools.

They can come from all functions of your organization. Although candidates do not need to be statisticians, they need to bewill ing to use statistical tools to apply Six Sigma

Methodology

Our approach to developing Six Sigma Green Belt & Black Belts combines classroom instruction with real-time projectimplementation and mentoring. As candidates complete each segment of training, they will immediately apply the concepts

and tools learned to relevant projects in your organization with the assistance of a AIG consultant.

The Green Belt program is a Seven - Day program for developing Six Sigma practitioners in the DMAIC framework.

Program Length : 7 days (42 hou rs - if required the Train ing program can be customized as per your

requirement). Extensive Minitab training will be included in the sessions. The training would emphasize towards the projects and practical implementation of the concepts and setting up

Process Improvement framework.

The Black Belt program is a Twenty- Day program for developing Six Sigma practitioners in the DMAIC framework.

Program Length: 15 days (90 hours - if required the Training program can be customized as per yourrequirement).

Rigorous Minitab training will be provided in the sessions. The training would beoriented towardscompletion of at least one project, and setting up on PI theme buckets for

the department and helping develop framework for the same. Hands on training on setting up of Metrics in the organization.


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Culture

Vision

Values

Governance

Accountability

ProcessManagement

Interactionmodel of

processes

PerformanceManagement

Metrics

Targets

Incentives

Talent

Leadership

Skillsdevelopment

Structure

Consolidation

Centralization

Factor Cost

Location

Outsourcing

Process

Automation

Process Flow

Technology

Infrastructure

Applications

Organization Model Business Architecture

We use two-part framework to evaluate & refine the operating model. The business architecture defineshow operations are configured and address structural issues and factor cost, processes and technology.The organizational model is often ignored in operations program but is critical to ensuring changes ,describes how the business is actually run. It focuses on culture, governance, performance managementand talent. In our work for a top Indian Bank, we found that the client had a relatively robust business

architecture but had major issues in the organization model. The shared services unit was measured andrewarded on total cost basis. As a result it focused more on controlling volumes and less reduction oncontrollable unit cost. This imbalance led to friction between shared services unit and revenue generating

business unit.

We use two-part framework to evaluate & Refine the operating model

Organization Model


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Root

Cause

AnalysisIssue Identification Optimize Solutions

Dashboards

DailyWeeklyMonthly Statistical Tools

Deployment

Initiate Process

ImprovementAdopting Lean& Six Sigma

Measured

Results

Conduct a diagnostic study to identify the limitations/gaps in the existing Quality

Managementand areasof improvementclassified in people, process & Technology

Process Definition

PerformanceCriteria

TechnologyManagement

Quality Monitoring

Measurement &Analysis

Corrective &

Preventive Action Governance

Communication

Objective and Scope


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Visit & Interview Key

Customers /CollectVOC LOB wise

What DoWhat DoCustomers Want?Customers Want?

How Do CustomersHow Do CustomersWant it Done?Want it Done?

Project InitiationProject InitiationCommunicateCommunicate

LearningLearningDrive BusinessDrive Business

ActionAction

Identify Critical Metrics

Understand theBusiness Need &Expectations

Kick-off meeting

Publish Final Report

Identify Best Practices

Prepare and consultdraft results

Communicate

Learning to CustomerConduct VOC forfeedback

Engagement Approach &

Discovery Phase

Project Initiation, Tollgate Reviews Implement

Solution & Closure Benefits

Identify Customer CTQs

Finalize Improvementpriorities across eachLOB

Finalize AIG resourcerequirements(Consultants & Trainers Timelines ) Locationwise

Finalize Data CollectionStrategy

Collect & ReviewData

Translate Critical toQuality (CTQ)

Review Initial Findingswith Stakeholders

Select and conf irmeffective methodology

Detailed Project Plan

Communication Plan

Project Execution:

Tollgate Reviews- AIGMBB, Client, ProjectTeam, Project Lead/AIGConsultant

Project Charter & Sign-off

Approval f rom Customer &AIG MBB

Review

Recommendation withStakeholders

Root CauseAnalysis

Report OutFindings

Brainstormfo r Solutions

Sign of fPriorities &ImplementSolutions

Guidelines forengagement protocol

Process MappingLOB wise

Detailed Training Plan

Finalize Exception handlingprocess

Measured Results

AIG Approach


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Walk The Process

Conduct meetings withrespective Managers tounderstand the process

Initial meetings in eachservice line to walk theprocess for existingExternal and Internalreports

Study existing reports andsupporting documents(Definitions, SLA s & SLA

agreements, SOPs,templates etc)

Gap Analysis Report Out & FinalizeNext Steps

Prepare the finaldiagnostic report

Validate the findings in

each service line Validation and action

planning with theLeadership team

Measure results

Analyze current systemfrom people, process andtechnology perspectives

and list initial findings Follow up meetings with

Process owner to validatethe initial observations,get clarifications, collectadditional information ordata (if required)

Approach and Plan


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Approach

Statistical validation of potentialcauses

Creation of action plan forstatistically valid causes

Data Collection on potential causes for Low

Conversion

Track implementation of

action items and sustain

results.

DATA

IDENTIFY

CAUSES

STATISTICAL

ANALYSIS

ACTION PLAN

IMPLEMENT &

SUSTAIN

Six Sigma Approach


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Define

the

operating model

Implement cell basedtransformation

Continuous Improvement

Establish Transformation capabilities

Understand

the drivers of

Customervalue

Define optimal customer experience andcustomer value

Review the operating model as awhole to determine how tomanage end-end processes anddeliver customer value

Keep the cells intact to continuefinding ways of improving theprocess

Segment the Organization intosmall cells to ensure that changeoccu rs systematically and ismanageable

Establ ish cri tical program ,changeand performan ce, management

capabilities

The Lean advantage approach has helped Banks around the world gain efficiency

improvements with impressive gains in customer satisfaction and Loyalty

Lean advantage begins with an

understanding of customer value


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Review Performance Review progress on

operational excellence Review solution

implementation progress

Drive improvement initiatives / projects Review project progress

Master Black Belt

Black GreenBelts Belts

Governance

Project Teams

- Project Lead- Process Manager- Business Support

Services Team

Business OrganizationProcess Improvement Team

Sponsors

Business Leadership

ChampionsOperations Leadership

Process Owners

Other Stakeholders

Project Teams

Continuous Improvement Governance

Framework


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Business Case: After stabilization of service delivery in this

process with respect to efficiency and effectiveness, this project

was initiated to explore an opportunity for generating additionalsales revenue permonth.

Objective: The goal of this project was to improve the

conversion percentage by 10%. Conversion percentage in this

process is the percentage of quotes that are converted into

insurance policies in a month.

Solutions Implemented:

Before and After:

Introduced a follow up concept in the process for hot/warm

leads. A digital application (BDFU) was designed to track

increased conversion of quotes to sales. Training was imparted on identifying hot/warm quotes.

SAT application was developed & implemented. SAT helps

in daily, weekly and mon thly tracking and advanced

analysis.

An Incentive scheme was created for agents to ensure a

constant driveof conversion percentage

Benefits:

There was an increase in conversion percentage from 19%

to 27%.

Each agent sold 97 policies as against 67 policies permonth.

5767 policies were sold in the respective quarter

Project delivered INR 10 Million benefit per month in

additional premiums for the client.


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Business Case: The clients Loan processing department was

spending $80 per loan. and was operating from 9 different

locations.

Objective: This project was undertaken in order to reduce the

processing cost and to centralize the operations into one

location.


A standardized workflow mechanism was put in place

The cost of operations was optimized by util izing benefits

of a web-based application which was developed and

implemented.

Benefits:

20 sub processes were standardized and classified into 5

sub tasks.

The automated/web-based application led to increased

efficiencies in the process.

Process maps and operating procedures were developed

for the new process.

Cost saving over a period of 5 years $2 mill ion


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Business Case: Th is Banking process was receiving an

average of 2314 complaints from end customers with respective

to their Inbound Customer service process . The end user satisfaction was getting impacted due to this number of customer

complaints increased in the process.

Objective: This project was kicked of in order redu ce the

number of complaints received from 25% per month to 12% per

month.


Training conducted on Understanding Customer needs and

Incorporation of Customer Satisfaction Skills in to Employee

A platform for sharing of best practices was designed and

implemented.

A tracker was implemented in the process to ensure call

back was made to the customer

Benefits:

The number of complaints in the process were reduced from

2314 to 139 per mon th . A reduction from 25% to 12% per

month.

Process sigma improved from 1.2 sigma to 3.4 sigma


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Business Case: There was considerable variation in this

process that deals with Approving Home Loans. It ranged from

22days to 80 days. (few outliers)

Objective: This project goal was to reduce the number of

calendar days taken to Approve a Home Loan from the date of

f il ling the form to the closure date from 22 days to 7 days.


Before and After:

The number of handoffs in the process were reduced.

Refresher training was imparted to employees on the new

process

Automation was done with respect to capturing and

reporting of Customer account data management

Benefits:

The increase in productivity lead to approval of additional

home loans

As a result of efficiencies brought about in the process,

home loans approved went up from 35% to 78%.


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Thank YouAdvance Innovation Group

www.advanceinnovationgroup.com

E 26, Sector 8Noida, UP 201301

India

Advance Innovation Group

3 continents. One team.

AIG is headquartered in Boston, Massachusetts and maintains several consu lting and training delivery centers across Asia Paci ficincluding India. Asia Pacific operations is headquartered at Noida, India with several offices and training facilities.

Global offices allow us closer client contact to better serve your needs, while enriching our services with global perspective andexperience.

aig corp profile - six sigma v 2.5

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