Lean Six Sigma Practice @ KINDUZ

Lean Six Sigma Practice at KINDUZ Consulting

http://www.kinduz.com/

http://sixsigma.kinduz.com/

Mr. Pavan Kota Mr. Sundeep Madireddy
Chief Executive Officer Senior Director, Customer Relations
KINDUZ Consulting KINDUZ Consulting
India Mobile: +91-9246185183 India Mobile: +91-9246185180
US Phone: +1-312-473-9767 US Phone: +1-312-473-9767
pavan.kota@kinduz.com sundeep.m@kinduz.com


Table of Contents

1.0 EXECUTIVE SUMMARY ........................................................................................................ 3

2.0 INVITATION FOR THE LEAN SIX SIGMA INTERNATIONAL CONFERENCE .................................... 4

3.0 EXPERT PROFILES ............................................................................................................... 5

4.0 KINDUZ ESTEEMED PARTNERS ............................................................................................. 7

5.0 PROFESSIONALS TRAINED ON LEAN SIX SIGMA FROM ........................................................... 8

6.0 VALUE DELIVERED THROUGH CONSULTING ASSIGNMENTS .................................................... 9

7.0 CLIENT SPEAK ON LEAN SIX SIGMA COURSES ...................................................................... 14

8.0 THE KINDUZ CONSULTING NETWORK ................................................................................. 21

9.0 FREE LEAN SIX SIGMA WHITE BELT CERTIFICATION ............................................................. 22

10.0 SAMPLE CASE STUDIES THAT CAN BE SHARED ..................................................................... 22

11.0 REFERENCES ..................................................................................................................... 30

12.0 CONTACT INFORMATION .................................................................................................. 31

Page 2 of 31 uncontrolled if © 2009 - 2010 KINDUZ Consulting
Version 1.0 copied or printed http://www.kinduz.com/
Release Date: March 14th 2010 Confidential, All Rights Reserved


1.0 EXECUTIVE SUMMARY

KINDUZ is a niche consulting firm that delivers focused 'Organizational Improvements',
with 'Organizational Results' for its customers.

Since 2008, KINDUZ Consultants have delivered Organizational Benefits worth over $150
million.

Headquartered in India, with branches in Germany, U.S.A. Canada and new Zealand,
KINDUZ has completed over 60 assignments since its inception in 2008, and has retained
every single client it has worked with.

Our closest customers are those, to whom we have delivered Direct Business Value.

We take pride in not just creating business strategies, but also
implementing them on the ground, and delivering business value to our
customers!
KINDUZ Differentiators:
Business Focussed
Holistic Expertise in Human Development Management
Unbiased View of Problems and especially Solutions
Focus on 'getting the work done'
Enhanced Transparency

KINDUZ Lean Six Sigma Practice Differentiators
Business Focussed
Successful execution of engagements across the industry
Certified Black Belts from American Society for Quality (ASQ), GE, Capgemini with
Global industry experience
Online portals for access to videos, templates, case studies, checklists at
http://network.kinduz.com
Unmatched access to Case studies and Quality of Training Material
Unique three step testing of both knowledge and skills and Coverage of Minitab



2.0 INVITATION FOR THE LEAN SIX SIGMA INTERNATIONAL CONFERENCE

KINDUZ Consulting and Computer Society of
st
India are conducting the 1 Lean Six Sigma
International Convention at Hyderabad, India
th th
on the September 25 and 26 2010.

Key highlights include:
Two Day Conference
CXO Summit on Day 1
Lean Six Sigma Awards

Theme: Delivering Customer and Business Value using Lean and Six Sigma

Focus Areas:
Improving Profitability
Improving Cash Flows
Increasing Revenues
Increasing Customer Satisfaction and Customer Delight
Delivering Customer Value

Conference Website:
http://www.leansixsigmaconvention.org/

Lean Six Sigma International
Network:
http://leansixsigmaconvention.ning.com/



3.0 EXPERT PROFILES

The following experts will be available from KINDUZ.

Mr. Pavan Kota is the Chief Executive Officer at
KINDUZ Business Consulting.

He has extensive experience in the field of Business
Consulting, working in the past with the TATA Group,
Lionbridge and Capgemini and consulting with clients in
the U.S., India, U.K. and Singapore.

He has presented his ideas around 'Business
Excellence' and 'Business Process Management' in 12
International Conferences and continues to share his
knowledge and experiences around the world.

Mr. Pavan Kota completed his Masters in Business Management from Xavier Labour
Relations Institute (XLRI), Masters in Quality Management from Birla Institute of
Science and Technology (BITS) and Bachelors in Engineering and Mining Machinery
from Indian School of Mines (ISM).

He is also a Lean Six Sigma Master Black Belt, ISO 20000 Auditor, ISO 27001 Lead
Auditor, Assessor - European Foundation for Quality Management (EFQM) and
Certified External & Internal Assessor for TATA Business Excellence Model (based on
the Malcolm Baldrige National Quality Award).

You can know more about Pavan Kota at:

http://www.linkedin.com/in/pavankota

You can interact with him on the KINDUZ Consulting Network at:

http://network.kinduz.com/profile/pavankota



Ms. Aartee Roy is a Senior Vice President at KINDUZ.
She leads the Retail and Infrastructure Service Verticals
at KINDUZ. She has international retail exposure, heading
merchandising for Lifestyle‘s Home décor category across
nine GCC countries.

A NIFTIAN, Aartee is also a Lean Six Sigma Black Belt, a
Certified Production and Inventory Management (CPIM)
professional from APICS (USA) with over nine years of
industry experience covering sourcing and merchandising
domains.

Prior to this she was working for William E. Connor & Associates Ltd, Monsoon
Accessorize, Landmark Group, Odyssey India Ltd.―

http://network.kinduz.com/profile/AarteeRoy

Mr. Yash Challa is a Senior Consultant at KINDUZ. He
leads the Lean Six Sigma Practice and the Banking and
Financial Services Vertical at KINDUZ.

Yash is also an American Society of Quality (ASQ) certified
Six Sigma Black Belt.

In the last two years, he has provided his consulting
services for Riyad Bank in Saudi Arabia where he has helped

 Reduce cycle time in credit approval for retail and corporate customers

 Reduce cycle time in account opening for retail customers

 Reduce cycle time in approval and delivery of credit cards for retail customers

Prior to this he was working with leading IT companies in India.


http://network.kinduz.com/profile/YashChalla



4.0 KINDUZ ESTEEMED PARTNERS

COMPUTER SOCIETY OF INDIA

Website: http://www.csi-india.org/

Formed in 1965 CSI has been instrumental in guiding
the Indian IT industry down the right path.

Today, the CSI has 66 chapters all over India, 381
student branches, and more than 40,000 members.

CENTER FOR ORGANIZATION DEVELOPMENT

Website: http://www.codhyd.org/

Established in January, 1980, as a non-profit
registered society, the Centre for Organization
Development has conducted 512 executive
development programmes in which 11823 executives
have participated. The Centre has also completed 32
research studies on subjects of contemporary
relevance.

START SIX SIGMA

Website: http://www.starswin.com/

Star Six Sigma is a North Carolina, USA based
consulting firm that offers a broad range of process
improvement consulting services, workshops around
Lean and Six Sigma among others.

The team consists of five very famous and senior
industry leaders including

Mr. Clyde H. Parker
Ms. Ann S. Angel-Parker
Mr. Charles Putnam
Mr. Bob Olson
Mr. Eric Lewis



5.0 PROFESSIONALS TRAINED ON LEAN SIX SIGMA FROM

SANKHYA



6.0 VALUE DELIVERED THROUGH CONSULTING ASSIGNMENTS

Case Study 1: BGK Engineering Projects Pvt. Ltd.

Our
Client Goals Client Outcomes
Responsibilities
•Reduce loss of revenue •Identify areas of major •Saved over 1 crore INR
due to not meeting improvements in the last one year
Service Level
Agreements •Development of •Easy to implement
Program and Project project tracking process
•Automate all the Management Processes in place
equipment tracking
processes and delivery •Automate all the •Ability to negotiate with
mechanisms equipment tracking clients around
processes and delivery payments, using factual
mechanisms data

•Customize the
automation processes to
specific projects

Case Study 2: Lean Implementation in Logic Designers – a LED manufacturing firm

Our
Responsibilities
•Streamline all the •Lean Implementation in •300% increase in bottom
existing manufacturing the manufacturing line
processes processes
•Identified target markets
•Effective Marketing •Boost the bottomline by and marketing strategies
strategies cutting down costs
•Customized lean
•Increase Profitability •Develop marketing plan implementation process
in place



Case Study 3: Cost Reduction at a Large Contract Research Organization in Asia

Our
Responsibilities

•Cost Reduction •Study expenditure •Permanent expenditure
incurred on various tracking process in place
activities
•Large reductions in
•Identify the cost costs in non value
reduction areas adding areas

•Identify priority areas •Benchmarking process
where cost reduction in place
measures can be
implemented quickly •Saving of ~4 crores

Case Study 4: A Well Renowned Pharmaceutical Educational Institution

Our
Responsibilities

•Increase contribution of •Identify Core processes •Identified high priority
institution to overall and non-core processes areas with large impact
Revenues of the on revenues and
Organization •Identify Key profitability
Differentiators and
•Increase contribution of Parity Points •Identified improvement
institution to overall areas
Profitability of the •Identify priority areas
Organization wit h large impact on
Revenues and
Profitability



Case Study 5: A Large Product Development Firm in Asia

Our
Responsibilities

•Increase contribution of •Identify Core processes •Identified high priority
a specific product to and non-core processes areas with large impact
overall Revenues of the on revenues and
Organization •Identify Key profitability
Differentiators and
•Increase contribution of Parity Points •Identified improvement
a specific product to areas
overall Profitability of •Identify priority areas
the Organization wit h large impact on
Revenues and
Profitability

Case Study 6: The largest account (> $100 million) of a Large Account Contract
Research Organization

Our
Responsibilities

•Increase contribution of •Study the value adding •Identified high priority
account to overall and non-value adding areas with large impact
Revenues of the activities within the on revenues and
Organization account profitability

•Increase contribution of •Competitive Analysis •Action item definition
account to overall
Profitability of the •Identify priority areas
Organization wit h large impact on
Revenues and
Profitability



Case Study 7: New Products Development Department within a Large Product
Development Firm

Our
Responsibilities

•Increase contribution of •Study value-adding and •Reduce product
New Products non-value adding development lifecycle
Development processes within the by 75%
department to overall depatment
Revenues and •Increase time to market
Profitabilityof the •Map customer of product
Organization requirements to process
followed •Deliver customer
requirements faster
•Business Process
Reegineering

Case Study 8: Improving Organizational Information Security at No Cost

Our
Responsibilities

•Information Security •Analysis of current •Understanding of
Risk Assessment practices around IP and Information Security
Confidentiality risk assessment
•Identification of
Upcoming Trends in IP •Identification of industry •Quick implementation
& Confidentiality best practices and of priority items
Management to stay upcoming trends in IP &
ahead of competitors Confidentiality that are
optimal for the •Reduced risk profile
Organization
•Identify Action Items that
can be Implemented at no
cost •Identify Action Items
with Quick
Implementability and at
No cost



Case Study 9: Improving Competitive Intelligence at a Large Organization

Our
Responsibilities

•Develop Competitive •Mentor and coach the •Identified key
Intelligence team members of the differentiators of the
Organization on Organization from
•Develop Benchmarking developting Competitve others
metrics Intelligence
•Indepth understanding
•A clear Road Map for the •Identify and Implement of Benchmarking
future sophisticated methods Metrics
to develop Competitive
Intelligence •A clear Road Map to
develop and update
Competitive Intelligence

Case Study 10: Holistic Improvement in Customer Relationship across various
verticals

Our
Responsibilities

•Holistic Improvement in •Analyze current •Comprehensive
Customer Relationship Customer Relationship Governance Framework
across various verticals Practices in place

•Customize best •Framework to asess
practices to the Maturity levels in place
Organization

•Pilot the best practices
and refine them



7.0 CLIENT SPEAK ON LEAN SIX SIGMA COURSES

"The Six Sigma Green Belt Program conducted by KINDUZ
was worth the investment of money and more importantly it
was worth the investment of time. The most important
learning for me has been the Lean principles which I can
implement immediately and also see to it that I get immediate
returns. The case studies shared from both the
manufacturing, medical, pharma and IT sector were excellent
and it was good to know that a lot of companies are making
good head way into implementing Six Sigma and reaping the
required benefits."

- Mr. Raju Kanchibhotla, CEO, Logic Designers Pvt. Ltd.

"The Six Sigma workshop was an excellent and provided me
with more value that I had expected. It is a program that
provides a large amount of learning within a short-span of time.
It is like doing a crash-MBA course, but the only difference is
that you can immediately implement most of the knowledge
you learn. This is exactly what a lot of CEOs look for - i.e. to
get the most in the shortest span of time. On the whole it was
an excellent workshop from KINDUZ and would recommend it
to everyone at a Leadership position or for anyone wanting to
move into a Leadership or Managerial position."

- Mr. Venkatesh Parasuram, CEO, Vensoft Systems Pvt. Ltd.

―I really enjoyed the program in terms of the relevance and
the live examples that the trainer took. The trainer was ready
to take up to help us understand the concepts better.
Appreciate the extra effort from the trainer to go with us the
extra mile in accommodating our requests for stretching as
well. On the whole the learning and takeaways are worth the
effort. Thanks for the experience‖

-Vijay Raj, Manager Quality, NETENRICH Technologies Pvt. Ltd.



―The differentiating factor for me was Mr. Pavan Kota. Sharing
knowledge with an expert definitely made the workshop more
effective. When someone relates theory with real-time
experiences, learning will always takes an easy path. That‘s
what we experienced in this workshop.‖

-Bobby Tangirala, Sr.Business Analyst, Mahindra Satyam

―I liked the way lean concepts were blended with six sigma
concepts to bring out a practical way to address process
improvements. Mr. Pavan‘s approach to drive home the
concept using simple, non-technical examples is worth a praise
as it is extremely important to have audiences‘ involvement
throughout the session.‖

- Sandya Nagarajan, Assistant Manager, Applabs

―Very good insights in lean management. The workshop taught
me a practical approach towards how to apply lean
management to solve any problem. Trainer was insightful and
had good knowledge of the lean principles. Participants also
participated with their experiences which made it more
interesting‖.

- Kavita Yadav, Consultant, Ernst & Young

―Training was delivered in excellent manner. The examples
selected are really good and made us easy to understand the
concept. The training presentation was good and the training
method was also good.‖

- Hari Lanka, Senior Quality Analyst,
Prithvi Information Solutions Limited



"I got a clear picture of Six Sigma through the Program. The way
training was handled was very good. The trainer's experience in
the industry came out very clear. All the 6-Sigma techniques were
excellent. I found the Poka-Yoke technique the most helpful as
taught by Pavan. I could immediately implement it in my current
Organization and was able to reduce the Cycle time in preparing
Practice specific Status Reports."

-Mr. Vamsee Oruganti, Chief Product Evangelist,
Cognizant Technologies India Pvt Ltd.

―Excellent course design, great depth of knowledge of faculty,
excellent explaining ability and ability to maintain high level of
interest among participants.‖

-Mr. Dhanunjaya Ravikanti, General Manager,
Bangalore Safety Glass Works (P) Ltd.

―I am so proud to say that I have attended the six sigma training
with KINDUZ where I have gained excellent knowledge, skills and
awareness on the Six Sigma Green Belt course. Currently I am
working as a Quality Control Section Head in ABU DHABI MEDICAL
DEVICES CO. L.L.C , ABUDHABI, UNITED ARAB EMIRATES and am
applying the six sigma concepts to understand the variation in the
process, repetition of defects, and control of defects through the
Six Sigma DMAIC tools and techniques. It has also helped the
production floor in the analysis of waste generated during the
process. I have developed a system for the production floor to
control the waste during the process by using the Six Sigma tools
and techniques. I recommend to the readers that KINDUZ is an
excellent facilitator for Six Sigma training courses. They have very
good field experienced instructors to spread the knowledge of Six
Sigma among the participant. A very good delighter in the Six
Sigma green belt course is the live project in their system of
training and certification where as other six sigma facilitators do
not have the live project. The live project helps a lot in
understanding Six Sigma and its implementation.‖

-Mr. Syed Atheeq, Quality Control Section Head, Abu Dhabi Medical Devices Co.
L.L.C, Abu Dhabi. United Arab Emirates



―The trainers are great communicators and
what is more important that as trainers they
encourage questions from the participant.
They make the training very lively and
interactive with every day examples and
through their experience. Overall money
worth spent.‖

-Mr. Shashi Bhushan, Legal Counsel, C&C Alpha Group

―Very practical approach to the training which relates to
my business requirement.‖

- Ms. Ruma Chakravarthy, Managing Partner, CoreMind Techno Services

―I find myself very lucky to have had the opportunity to be
trained and walked through the Lean Six Sigma Green Belt
certification process by KINDUZ. They took time to talk,
explain give real life examples to ensure understanding.
They have a great way of connecting with each participant
and understanding the learning need for each. I for sure
will be back for my Black Belt Certification.‖

- Mr. Bhuvanesh Khanna, Director of Conventions, Hyatt Regency

―Excellent introduction to a methodology woven around
common sense and scientifically proven methods. Lean and
Six Sigma don't feel boring anymore...‖

-Mr. Manish Thakur, Vice President (Engg), Lucid Infotech Pvt Ltd.



―It‘s a phenomenal explanation by the trainers. The
connection between the topics, business and personal life
was explained clearly. Very friendly approach, towards
making the participants understands the concepts. Kudoz
to CSI and KINDUZ‖

- Mr. M. A. Prasad, Manager – Quality Management, Dr. Reddy’s Labs.

―This program is really amazing and it is really useful to
improve knowledge on six sigma implementation in any
kind of industry.‖

- Mr. Mahendran, Process Specialist, Cognizant Tech Solutions

―It was really interesting and cleared lots of
misconception I had about Lean Six Sigma. It also helped
me understanding better about upcoming methods and
strategies.‖

-Mr. Samith Tripathy, Project Manager, Convergys IMG India Pvt. Ltd.

―Teaching material & case studies covered were
awesome. Mr. Pavan Kota kept the session active and
involved in all activities. Keep up the good work by CSI
and KINDUZ.‖

-Mr. Avishkar Pamnani, Senior System Engineer, Intelligroup



―Very effective for anyone who is new to Lean and Six
Sigma. Best in class inputs delivered without going too
much in to statistics.‖

- Ms. Vandita Malhotra –Management Trainee , AEGIS BPO

―Well structured program by CSI and KINDUZ. I learned
so many things about Six Sigma and Lean Methodology.
Thanks to Ms. Aartee Roy for the excellent explanation
about the concept.‖

- Mr. Imran Tapalwale, Manager - Communications, INDAN Navy

―Excellent Certification Program from Computer Society
of India and KINDUZ Consulting. How to reach goals
rapidly compare to others is my key learning in the
program.‖

-Mr. T. M. Prasad, Senior Quality Surveyor, TATA Projects Ltd.

―Mr. Pavan and Ms. Aartee Roy did a fantastic job. Lean
Six Sigma techniques are very valuable tools for the
process improvement. The four day training program was
organized very well.‖

-Mr. Praveen Raj, Senior Manager – SAP Practice, Deloitte



―An excellent place to learn new concepts and also to
share each other‘s experience in relevance to the Lean
Six Sigma. Appreciate the effort.‖

- Ms. Rajani Meka, Quality Analyst, GENPACT

―The workshop was successful in building and
showcasing the very essential relationships between
implementation of Six Sigma tools and enhancing
business value. The stress on importance of correct
definitions and recognition lays down a great platform
for ensuring failure proof implementation.‖

- Mr. Raunak Mahajan, COO, Qvantel Software Solutions Ltd.

―The best thing is that in the training was conducted
in an informal atmosphere using formal methods.
More examples give the clear idea of all the concepts.‖

-Mr. Srinivas Bhagavatula, Project Manager, Inspire Softek

―It was an excellent program to understand, and look
for possible improvements to quality deliverables to
customers and also to the organization.‖

-Mr. Shava Kumar Patil, Vice President (Operations), Virinchi Technologies



―It‘s worth attending for lots of learning
brought about through simplicity approach.‖

- Ms. Sushila Grace, HR - Manager, HSBC

―Good time allocation, personal attention,
good team to share and learn with in-depth
activity sheets.‖

- Mr. Dheeraj Janga, Production Manager, Pre Mould

8.0 THE KINDUZ CONSULTING NETWORK

http://www.network.kinduz.com/

Interact with over

1800+ members from 92
countries

Over 50 CEOs from all over the
world

With specific focus on:
Lean Six Sigma
Retail
Entrepreneurship
Investing
Human Resource Management
Project Management



9.0 FREE LEAN SIX SIGMA WHITE BELT CERTIFICATION

http://onlinecourses.kinduz.com/

A Community Initiative by KINDUZ

Free Online Lean Six Sigma White Belt
Certification:

Online and Self Paced Course
Certificate given by KINDUZ in
collaboration with CSI.
10 Credit hours

10.0 SAMPLE CASE STUDIES THAT CAN BE SHARED

Increasing speed of requirements finalization at Microsoft by 34%, by the SQL
Server Product Development Group

Increasing completion of scheduled maintenance tasks by 25% for 4U2! Brands

Decreasing Average Handling Time (AHT) from 134 Seconds to 110 Seconds at
Aegis BPO for Airtel Client

Reduce schedule variance for delivery of research reports by Pro Minds
Technologies for the Research Now client

Reducing call drop rates from 25% to 4% at a Call Center

Increasing ROI delivered to the client to $2,50,000/- per quarter by Capgemini
for their Erie Client

Improving Software Design Process by L&T Infotech

Improve Review Process Efficiency by25% at L&T Infotech



Reducing Processing Cycle Time for changes to the Sales Document for ―Contact
changes and Cancellation of SA (without credits)‖ by 50% for HP

50% reduction in errors caused during order processing, for HP clients

Reducing overall dissatisfaction of customers at Wipro

Idle time reduction at outbound que by 38% at Wipro

Forms automation process using Design for Six Sigma at Wipro

User Interface Response Time Improvement by 10% for a Storage Customer at
Wipro

Reducing number of rejected candidates in client interviews at Capgemini

Procure-to-Pay (P2P) process had low ‗payments on time‘ rate to its suppliers.
Using Lean and Six Sigma techniques, reduced the delay rate from 35% to below
2%, resulting in higher supplier satisfaction and credit worthiness of the company

Procure-to-Pay (P2P) operations had low productivity compared to industry best.
Using Six Sigma DMAIC methodology, improved productivity by 50% and
productive utilization by 60%, resulting in a cost reduction of close to $0.5Mn per
annum

Order-to-Cash process had challenges in Cash Application sub-process. Using
Reengineering and Lean techniques, improved Straight through Process (STP)
rate of cash applications by 30%. This has resulted in a saving of 5 FTE

Reduced the cycle time for refunds from 25 Business days to 10 Business days
using transactional Lean concepts and tools

Reduced the cycle time for application of cash from an average of 5 days to 3
days using transactional Lean concepts. This also helped in reduction of unapplied
cash by 75%

Improved Straight through Process (STP) rate of Migrations process from 66% to
95% using Six Sigma tools and techniques. This has resulted in a saving of 2 FTE

Reengineered recruitment process to improve turn-around-time for recruitment
and right fitment of resources

Reduction in Account Opening Cycle Time in a Leading Middle-East Bank

Reduction in Credit Card Processing and Delivery Cycle Time in a Leading Middle-
East Bank



Reduction in Corporate Lending Processes Cycle Time in a Leading Middle-East
Bank

Rollout of Six Sigma in an HR Department

o HR was seen as reactive, uncoordinated, over-manned and
unprofessional, delivering poor, slow and non cost-effective services.
Employees were working hard to keep broken and ill-defined processes in
place. The outputs of the key HR processes were not clearly defined. This
image had a demoralizing effect on HR employees as they were aware
that their considerable efforts were not appreciated in the business. This
case provides the ways in which a turnover was achieved which resulted in
improved bottom lines and employee motivation levels

Reducing Employee Turnover

o A clinical centre had issues with the employee turnover in their first year.
This case study talks about the investigation methodologies and the
reasons for a turnover. It also emphasizes on finding the various
correlations and ways to neutralize them

Cost-Saving New Process to Eases Transition as Workers Retire or Quit

o Building a succession plan for key employees is a vital task for any HR
department across organization. This case talks about how succession
plan was created which not only helped in transition but also more
productive workforce and direct cost savings

HR Headcount Approval Process

o Human Resource head count approval process has a long turnover time
which leads in increasing spending, budget overruns. This shows us the
various perspectives in which this process can be streamlined

Driving Workplace Performance: Using Analytics, Dashboard Metrics, and Soft
Skills to Improve Result

o Economics play a vital role in our approach to a project. This case study
explains on differential approaches to process improvements when we
have constrained options, human involvement and different tools to use
to make the initiative successful

Six Sigma for the Mobile Workforce – especially the Sales Teams

o Sales staff and Mobile workforce lead a relatively autonomous work life,
held responsible only for their end results. This case study speaks about
how to get the best tangible (Improved Lead Conversion) & intangible



(Building Rapport, increasing the brand value) benefits out of the sales
teams who spend the maximum time with the prospective customers.

Eli Lilly and Company
o Saved over $600 million in 2007 i.e. saved 2-3% of annual revenue
o The 2004 Annual Report speaks very highly of Six Sigma and suggests
that the company will use the money saved to do more for their
customers such as funding clinical trials or broadening their reach so more
people can benefit from their products. They said: ―This year, we will
launch a corporate-wide effort to identify and pursue further productivity
gains, using the well-established toolkit of the Six Sigma process. We will
apply these tools across our operations, looking for every opportunity to
cut waste, reduce variability, shorten cycle times and boost efficiency. The
dollars gained can be harvested to deliver more—to fund a clinical trial
that supports a new indication, or a new market research effort to bring
our solutions to more patients who may be helped by them.‖

Pfizer Pharmaceuticals, Ireland
o Reduce energy consumption of Cold Syltherm
o 50% improvement in refrigeration system efficiency

GlaxoSmithKline
o Savings made from minimizing wastes and costs through a coordinated
Lean Six Sigma program across the manufacturing sites of a global
pharmaceutical manufacturing company can be highly significant —
GlaxoSmithKline (GSK) reported savings of £300 million (€333 million).

Pfizer USA
o Pfizer employed Lean Six Sigma approaches successfully targeting, the
reduction in clinical manufacture lead times by 50%.

Teva
o Teva implemented lean manufacturing in 2001, and reported a 31%
increase in commercial productivity, a 55% decline in manufacturing
incidents, and a 41% decrease in deviations.

Sanofi-Aventis
o Through Six Sigma, Sanofi-Aventis sped up run times and increased cost
savings

Novartis
o It has cut costs by 40 percent and improved cycle-times by 70 percent at
its site in Suffern, New York. The company has done it by applying Lean
principles not only in the direct labor areas but in supporting functions like
quality, IT and maintenance. It has eliminated the need for supervisors by
integrating those functions into line teams. 3+

Roche
o Reduction in Material Loss



Problem Statement: Waste in tablet powder granulation process
was 30% higher than goal of 3 units/lot in year 2006
 Key Finding / Results: Waste categories defined, data gathered;
Cause and effect analysis showed set-up, sampling, timer settings
as key factors
 Solutions Implemented:
Created new set-up procedure for machine
Reduced in-process sample sizes & testing frequency
Reduced retention of tailings between lots
Optimized rejection timer setting
Revised handling of non-destructive samples
o Space Reduction
 Problem Statement: A January 2006 survey estimated that 30% of
the laboratory workstations and 24% of the laboratory space were
not being utilized resulting in high cost of lab space
 DMAIC:
Identified scope and specific space and equipment
Obtained VOC, CTQs
Established relocation plan without compromising quality
 Solution Implemented:
Consolidated offices moving Metrology and CSV groups
Consolidated Dept A onto 2nd Floor
Reduced Dept M from 3 wings to 2 wings
Reduced Dept C by 2 labs & 2 office carels
Established fast track equipment re-qualification plan
Removed excess equipment & improved equipment
utilization

Johnson and Johnson
o Eliminated over $5 billion in costs over a five-year period

Lean Six Sigma – Theory to Practice at Join Attack Munition Systems (JAMS)

o The JAMS Project Office‘s mission is to provide joint warfighters with effective and
efficient life-cycle management of a myriad of critical air-to-ground missile and
rocket weapon systems. The JAMS team is committed to providing aviation forces
with the right weapons at the right time at the right place. The team manages
five separate missile/rocket systems: the Joint-Air-to-Ground and and Griffin
small guided munitions, the 2.75 Hydra Rocket, and all the associated launchers.
Inherent in their mission is the imperative to continuously improve our support to
the joint warfighter community. Recently, they experienced groundbreaking
success using LSS tools and techniques to evaluate and improve programmatic
processes, especially those directly associated with our high-demand weapon
systems.

64 Fold Increase in Productivity at Army Repair Depot



o The job at Red River Army Depot is to return battle-damaged tactical vehicles
(like Humvees) to full mission-capable condition as quickly as possible. Applying
Lean Six Sigma, Humvee output has increased from half a vehicle a day to 32 a
day.

Algining Army Call Center Goals to Improve Performance

o Product Manager, Transportation Information Services set out to improve the
perception of its support to the Army transportation logistics environment. It
completed a Lean Six Sigma project that brought performance in line with
customer expectations.

Kaizen Event – Addressing Overage Specification and Standards

Army Improves Equipment Management with Lean Six Sigma

o In order to provide the best logistical support to soldiers, Army organizations at
Natick, Mass., USA, are using Lean Six Sigma to establish a joint process to
improve the accuracy of equipment support budget proposals by 50 percent.

Army TACOM LCMC Strengthens Lean Six Sigma Deployment

o Since 2007, the Tank-Automotive and Armaments Command (TACOM) Life Cycle
Management Command (LCMC) has institutionalized a culture of innovation and
continuous improvement. Promulgation of Lean Six Sigma across the command is
a nonstop effort.

Optimizing Patient Flow at Fort Drum Clinic

o A project to optimize family practice patient flow at the Guthrie Ambulatory
Healthcare Clinic, part of the U.S. Army Medical Activity (MEDDAC) at Fort Drum,
N.Y. The goal: to reduce process cycle time while maintaining the same quality of
care.

A Lean Six Sigma Approach to COTS IT Acquisition

o Commercial-off-the-shelf (COTS) information technology (IT) supports the
business of the Department of Navy (DON). The approach to acquiring COTS
applications is resource intensive and involves a number of rigorous steps. While
these steps protect the investment in IT, they can slow the acquisition process
and inhibit the DON‘s need to take advantage of modern technology in a timely
manner. The Assistant Secretary of the Navy for Research, Development and
Acquisition (ASN (RDA)) has established goals that will aid in expediting this
process. However, it will require considerable effort on the part of the acquisition
community to look at how we do business to find opportunities for improvement
in the acquisition process.

Continuous Process Improvement and Lean Six Sigma in Defence Contract Management



Ideas for Using Lean Six Sigma in the Marine Corps

o The U.S. Marine Corps' continuous process improvement effort is aimed at
enhancing all aspects of support -- every level and every element -- to provide
operating forces the maximum combat readiness and war fighting capability.

Using the Design for Six Sigma (DFSS) Approach to Design, Test, and Evaluate to
Reduce Program Risk

Lean Six Sigma and the War Fighter

o The USMC and DoD use Lean Six Sigma as part of their continuous process
improvement (CPI) effort aimed at enhancing all aspects of support provided to
military operating forces to maximize combat readiness and war fighting
capability.

Lean Six Sigma Is in the Army Now, Improving Efficiency

o A sweeping rollout of Lean Six Sigma is helping the Army transform its business
practices and free up resources - all to better support its soldiers. The Army
deployment is the largest ever attempted, eventually encompassing 1.3 million
people.

Letterkenny Army Depot: The Army Teaches Business a Lesson in Lean Six Sigma

Meeting Army Black Belt Project and Certification Goals

o To increase Black Belt project completion and certification, the Army is using Belt
course portfolios within its project-tracking software program to monitor leading
and lagging indicators to ensure that more Belts are reaching their goals on time.

P&R IM Improves Management of Health Treatment Records

o P&R IM, Office of the Under Secretary of Defence (Personnel and Readiness), led
an analysis of the Health Treatment Record (HTR) life cycle management process
to help ensure service members and veterans receive their benefits in a timely
manner.

Reserve Unit Improves Requisition Process

o Once faced with an 80 percent rejection rate of requests for supplies and
equipment from units that fall under the 335th Signal Command, the Researve
Unit's Lean Six Sigma project transformed the requisition process to a 90 percent
approval rate.

Reducing Total Ownership Cost (R-TOC) and Value Engineering (VE)

Army to Save $130 Million/Year For Language Services, Thanks to Lean Six Sigma



Using Simulation to Design Robust Combat Vehicles

o A simulation model and sensitivity analysis were used to develop a robust design
for the rotational device on a ground combat vehicle. The end result was a tool
that allowed for a designer to develop a new system with a higher degree of
reliability.

Driving Improvements in Government Service Delivery Using Lean Six Sigma: Defence
Leads the Way

Up Close with J.D. Sicilia

o In an interview with iSixSigma, J.D. Sicilia, director of the Department of Defence
Lean Six Sigma Program Office, shares about the purpose of the office, his
deployment strategy and how the office will interact with the services.

Deploying Lean Six Sigma within the U.S. Navy: An Interview with COMSPAWAR‘s
Robert Kamensky

Transforming the Armed Forces Through Lean Six Sigma: An interview with Nathan
Sprague

Reengineered recruitment process to improve turn-around-time for recruitment and
right fitment of resources

Rollout of Six Sigma in an HR Department

o HR was seen as reactive, uncoordinated, over-manned and unprofessional,
delivering poor, slow and non cost-effective services. Employees were working
hard to keep broken and ill-defined processes in place. The outputs of the key HR
processes were not clearly defined. This image had a demoralizing effect on HR
employees as they were aware that their considerable efforts were not
appreciated in the business. This case provides the ways in which a turnover was
achieved which resulted in improved bottom lines and employee motivation levels

Reducing Employee Turnover

o A clinical centre had issues with the employee turnover in their first year. This
case study talks about the investigation methodologies and the reasons for a
turnover. It also emphasizes on finding the various correlations and ways to
neutralize them

Cost-Saving New Process to Eases Transition as Workers Retire or Quit

o Building a succession plan for key employees is a vital task for any HR
department across organization. This case talks about how succession plan was
created which not only helped in transition but also more productive workforce



and direct cost savings

Driving Workplace Performance: Using Analytics, Dashboard Metrics, and Soft Skills to
Improve Result

Economics play a vital role in our approach to a project. This case study explains
on differential approaches to process improvements when we have constrained
options, human involvement and different tools to use to make the initiative
successful

11.0 REFERENCES

1. Mr. Venkatesh Kumar Parusuram,
Chief Executive Officer, Vensoft Systems Pvt. Ltd.

2. Ms. Vanita Sahgal,
Senior Manager – Training & Development, GVK Bio

3. Mr. Raju L Kanchibhotla,
Chief Executive Officer, Logic Designers

4. Mr. Mallikarjun Akula
Managing Director, Manuh Solutions (Healthcare IT Services)

5. Mr. Umakanta Mansingh,
Head - Quality, Infotech Enterprises… and many more

Contact details of the references will be provided on request.



12.0 CONTACT INFORMATION

Mr. Pavan Kota
Chief Executive Officer
India Mobile: +91-9246185183
pavan.kota@kinduz.com

Mr. Sundeep Madireddy
Senior Director, Customer Relationships
India Mobile: +91-9246185180
sundeep.m@kinduz.com

KINDUZ Business Consulting Pvt. Ltd
#5-62/9/22-B, V.V. Nagar, St. No.8, Habsiguda,
Hyderabad, Andhra Pradesh, India. ZIP: 500 007

India Office: +91-40-40165594
US Phone: +1-312-473-9767
Websites: http://www.kinduz.com/ , http://sixsigma.kinduz.com/


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