To design & implement best-in-class business processes that will provide competitive advantage to Birla Sun Life Insurance.
Develop Quality Plan for the company to establish Quality culture & sustenance. Implement continuous improvement initiatives across the company. Provide the expertise to achieve breakthrough improvements in the areas of Productivity improvement & Cost reduction, Revenue enhancement and customer satisfaction.Competency building in employees and develop them as change leaders.
Job Context: To design & implement best-in-class business processes that will provide competitive advantage to Birla Sun Life Insurance.Develop Quality Plan for the company to establish Quality culture & sustenance. Implement continuous improvement initiatives across the company.Provide the expertise to achieve breakthrough improvements in the areas of Productivity improvement & Cost reduction, Revenue enhancement and customer satisfaction.Competency building in employees and develop them as change leaders.
Job Challenges: • Development of Quality culture from the scratch. Influencing and convincing stakeholders on the benefits. Driving the improvement projects and successfully implementing solutions. Handle complex roadblocks in project progress where teams’ role is perceived as intrusive.
- Influence & obtain buy-in from the various stakeholders (Management & Function heads) for the acceptance & implementation of Quality Plan.
- Engaging employees to contribute more than their BAU (business as usual – routine) as these endeavours may not directly contribute to the Key result area.
- Ensure the data sanity for various process performance measures & matrices as all published dashboards are owned by the team.
- Attracting and retaining the right talent in Process Excellence roles in the company.
KRA (Accountabilities) (Max 1325 Characters)
Supporting Actions (Max 1325 Characters)
KRA1
Develop and implement the Quality Strategy / Plan of Company. Buy-in from Leadership team and engagement in various Quality / Process Improvement Initiatives
Creation of awareness on Quality and competency development at various levels of employees in Organization in order to imbibe Quality culture.
Drive Process Excellence towards maturity as per the Group Service Excellence Framework.
1. Form a Quality Strategy for company. Subsequently develop a Quality plan and approve by respective stakeholders.
2. Establishment of Quality councils at both Corporate office and zones (currently driven through the IT Steering committee at HO)
3. Series of Awareness Initiatives and sessions for Quality culture and competency development - Six Sigma Simulation sessions to senior leadership team, Quality Awareness sessions to employees, Six Sigma Yellow Belt (YB) & Green Belt (GB) Training to the select employees to lead improvement projects. Champions Training to senior management to review & monitor projects in a methodical way.
4. Run an effective Reward & Recognition & Certification Program – Awareness, Yellow Belt, Green Belt, Black Belt, Kaizen –structured reward & recognition to ensure employees involvement and win-win for organization. Reach out by way of periodic Newsletter (Q Bytes).
KRA2
Drive Business Process Management. Facilitating Process seamlessness from the Service Quality (Customer) point of view.
Embrace suitable Quality Methodologies to meet the company objectives (Six Sigma, Lean, Workplace Management (5S), Balance Scorecard Methodologies and Benchmarking etc.) and drive.
Adopt appropriate Quality Framework (Business Excellence, ISO 9000) for BSLI.
1. Ensure development of new process for upcoming verticals / initiatives. Inputs to transformational projects. Facilitate Standardization, Improvement and Automation of critical business processes. Overall approach to benefit the customer.
2. Pursue and formalize a suitable Quality Methodology keeping in mind the need for process maturity and external recognition. Business Excellence framework for services is being developed with the help of World Class Manufacturing Cell of Aditya Birla Group.
3. Keeping need in view, take decision to embrace suitable Quality Methodology. Effort – Impact Analysis, Assessment of implementation feasibility, scope and sustenance.
4. Adopted a Benchmarking Mechanism. Driving both within company and competition. Knowledge Management initiatives.
KRA3
Drive Lean Six Sigma deployment and key strategic projects and deliver value to the business (achieve goal in desired timelines)
Ongoing mechanism of need analysis and selecting improvement Projects.
1. Need analysis & Project selection with CEO / CXOs at corporate office, functional & zonal leadership teams.
2. Facilitate project teams and handhold through various quality methodologies / tools and techniques for better success rate.
3. Structured periodic reviews to ensure that project is completed in defined timeframe.
4. Ensure timely implementation of projects. Appropriate closure involving finance.
KRA4
Establish robust measurement mechanism to gauge organisational health and periodical monitor process performance. Noise Dashboard & Balance scorecard methodologies.
1. Establish a proper mechanism to ensure the data consistency and validation month on month. (Set up of a Query Bank).
2. Defined and standardized performance parameters across BSLI. Regular Reviews / modifications etc. Scope covers from the functional performance to customer experience.
3. Publication of dashboards and analytics for requested functions on a monthly basis using Balance Scorecard Representation – one reference point by functions.
4. Track the Process Performance by in-house developed Noise Dashboard Mechanism. This monthly activity measures the impact of process performance on the customer, not only for adherence but also on outliers – unique concept in industry.
