Created brand new system design to abolish entire manual work.
Bring awareness about quality, processes and benefits of following processes.
Done first ever review with Management to show current picture of company working.
Developed monthly and weekly review mechanism of function heads with MD.
Identified key performance parameters of different functions to measure and improve performance.
Started a Green Belt project with the help of MD and CEO to improve profitability ratio.
Created SLA measurement system in the company to measure different processes efficiency.
Executed Monthly/Weekly/Daily Cost analysis
Started Monthly Audit process for each function with proper feedback mechanism.
Started daily MIS reports for CEO/Sr. leadership e.g. Daily Fresh order, re-work, shipments, Cost incurred, profit and loss, Time and action report etc.
Created a standard report and dashboard for measuring end to end ECS tracking for PAN India with each function SLA and accuracy.
Successfully completed GB project on Improving ECS Process Success rate with huge success.
Put efforts to bring persistency up to acceptable level throughout company with ECS success rate.
Bring down TATs below SLA, end to end by using process walkthrough and brainstorming technique.
Prepared tracking mechanism for GENPACT processed business with SLA tracking and accuracy.
Initiated compliance report to ensure proper due-diligence is being done at branch level for 100% ECS success.
Created standard channel-wise high level dashboards for management review on daily basis.
Prepared automated tracking and entry utility for ECS mandate process which caused to reduction of 8 resources.
Created automated e-mailers to customers from excel using lotus notes for both pre and post hit intimation.
Created a brand new automated utility for recently shifted tele-calling process on concept of dialer used in BPO/Call centers to avoid manual work/excels etc.
Reduced high level escalated complaint count to 5 per month in just 3-4 months from 30-40 per month.
Reduced processing cost up to 10% in existing process by reducing re-work and error rate in just 3 months.
Got three “Star of the Month” award and many appreciation mails from Senior Management for making process more simple and accurate.
Successfully done process transition from Finance to Operation function in just 3 months.
Changed overall measurement for ECS Process Success.
Managed successfully team of 14 outsource and 3 FTEs.
Won Best department trophy continuously twice for the month of May11 and Jun11.
Initiated black belt project on recovering ECS lapse/Surrendered policies issued between Jan10 and Jun11.