Methodology

  • Process Blueprint

    Corient will prepare a process blueprint and build a process handbook. This process handbook will identify the critical business outcomes and lay out with level1, level2 and level3 process steps, efficiency & effectiveness metrics for the selected business area for the client. It will also identify best practices across people, process and technology. This will allow a process owner to have complete visibility on the various aspects of process management

    How does it help you?
    • We prepare a process blueprint / manual with detailed process steps, mapping existing client processes
    • We help identify key performance measures, drivers and metrics and link them across the process continuum
    • The process blueprint can be leveraged to run diagnostics on existing processes and identify improvement opportunities
  • Application of Best Tools from Six Sigma- FMEA, SIPOC, Pareto and Non Value Add

    At Corient we have been conscious of advantages and some of limitations of Six Sigma. We have used the tools to get the maximum advantage

    FMEA:
    We conduct a failure modes and effects analysis (FMEA) which is an for analysis of failure modes within a system for classification by the severity and likelihood of the failures. This activity helps us to identify potential failure modes based on past experience with similar processes, enabling the team to design those failures out of the system with the minimum of effort. This has served as a form of design review to erase weakness out of the process.

    SIPOC Analysis:
    We regularly use a SIPOC tool that summarizes the inputs and outputs of one or more processes in table form. SIPOC stands for suppliers, inputs, process, outputs, and customers . This has been inspired by the use in e Total Quality Management programs of the late 1980s and continues to be used today in Six Sigma and Lean manufacturing
    The use of SIPOC has benefited us in the following way:
    High Level Overview of the process
    To reacquaint people whose familiarity with a process has faded or become out-of-date due to process changes
    To help people in defining a new process

    • Several aspects of the SIPOC that may not be readily apparent are:
    • Suppliers and customers may be internal or external to the organization that performs the process
    • Inputs and outputs may be materials, services, or information
    • The focus is on capturing the set of inputs and outputs rather than the individual steps in the process

    Pareto Analysis

    Pareto analysis is a statistical technique in decision making that is used for selection of a limited number of tasks that produce significant overall effect. It uses the Pareto principle – the idea that by doing 20% of work, 80% of the advantage of doing the entire job can be generated. Or in terms of quality improvement, a large majority of problems (80%) are produced by a few key causes (20%)

    Pareto analysis is a formal technique useful where many possible courses of action are competing for attention. In essence, the problem-solver estimates the benefit delivered by each action, then selects a number of the most effective actions that deliver a total benefit reasonably close to the maximal possible one.[citation needed]

    Pareto analysis is a creative way of looking at causes of problems because it helps stimulate thinking and organize thoughts. However, it can be limited by its exclusion of possibly important problems which may be small initially, but which grow with time. It should be combined with other analytical tools such as failure mode and effects analysis and fault tree analysis for example.[citation needed]

    This technique helps to identify the top 20% of causes that need to be addressed to resolve the 80% of the problems. Once the top 20% of the causes are identified, then tools like the Ishikawa diagram or Fish-bone Analysis can be used to identify the root causes of the problems

    The application of the Pareto analysis in risk management allows management to focus on the 20% of the risks that have the most impact on the project

    Lean Six Sigma
    Lean Six Sigma is a combination of ‘lean’ thinking in which a business strives to eliminate waste and Six Sigma, a quality management strategy that strives to eliminate defects and perfect products and services. When used together, they help any business or organization reach their highest potential when it comes to profits and customer satisfaction.
  • Identification of Best Fit Tools and Technology
    Once we have completed the documentation of the process and ran through the rigour of Six Sigma, we identify what are the tools and technologies that can be deployed to ensure the efficiencies are increased while the cost of the process management reduces. Further, the deployment of tools and technology is to ensure it enhances the customer satisfaction. Some of the popular tools we have deployed are:
    • Business Process Management System
    • Customer Relationship Management
    • Self Service Tools
  • Analytics

    More than ever we live in a world of data and rules—business, human, environmental. The use of daily, weekly and monthly analytical monitoring to determine patterns in business data is common: Identifying what we are doing well, determining how we can do it better and recognizing problems before they can result in material damage. Data analytics can be as simple as finding duplicate payments in accounts payable or evaluating sales patterns to determine the best location for a warehouse.

  • Measurement Framework

    With growing challenges in managing the global process and increasingly complex processes, it is becoming difficult for the CXOs and the process managers to have an overview into the health of the process. This is not only due to large number of metrics that need to be managed but also due to complex interdependency of a particular metric on the overall process. After identifying the key business enablers and understanding the key CXO imperatives, Corient can work with its customers to design the MIS framework that will aid the management to have a holistic view of the business processes
    How does it help you?
    We identify key metrics and generate layered dashboards to monitor and measure the process performance continuously
    We create standardized control charts, dashboards at leadership level and define data sources for reporting & create data repository for self service

  • Benchmarking against best is class enterprises

    The key to efficient and sustainable process improvement lies in knowing 'what', 'how' and 'why' to improve. Enterprises, globally strive to make their processes best in class; but the lack of right insights and benchmarking can help to achieve this objective.

    How does it help you?
    • It helps in identifying business / process goals that can be optimized and quantifies the financial impact of any process improvement made in the existing processes
    • It benchmarks clients existing process performance to relevant industry, region & global levels
    • It provides an indicative set of process insights and best practices that 'must-be' and 'should-be' followed to reach the optimum performance level
  • Project Planning and Implementation

    The Project Implementation Review Gate includes development, testing, and deployment based on project planning activities and deliverables. Development includes any activity that is necessary to make the product and/or service ready for operations. Development activities may involve activities such as hardware configuration, system configuration, software development, and system design. Technology aspects of the project, such as requirements and product descriptions, are translated to operationalize the product and/or service. Testing is performed to help ensure the product and/or service is ready to be operationalized. Implementation activities that relate directly to technology aspects of the product and/or service vary according to the desired project results.

  • Review and Closure

    The Post Implementation Review (PIR) is conducted after completion of the project, but prior to making final improvements. Ideally, it should happen after the system has been in place long enough to allow for judgments to be made about how it will perform long-term. Its purpose is to evaluate how successfully the project objectives were met and how effective project management practices were. Document the results of the PIR in a close-out report called the post implementation review report

    Conducting a timely and thorough PIR will help identify lessons learned and previously unidentified shortfalls. These, in turn, will assist in making final improvements to the system being implemented. Elements of lessons learned will also assist in planning, managing and meeting the objectives of future projects.