i

A STUDY OF LEAN METHODOLOGY BY 5S

APPLICATION WITH REFERENCE TO TCS CHENNAI.
By
K . REKHA
Roll No.1314MBA0239
Reg. No.69013200034
A PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT SCIENCES
in partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
in
OPERATION MANAGEMENT

CENTRE FOR DISTANCE EDUCATION

ANNA UNIVERSITY
CHENNAI 600 025
AUGUST,2015

BONAFIDE CERTIFICATE

Certified that the Project report titled A study of Lean Methodology by 5S

application with reference to TCS Chennai is the bonafide work of Ms. K.REKHA
who carried out the work under my supervision. Certified further that to the best of my
knowledge the work reported herein does not form part of any other project report or
dissertation on the basis of which a degree or award was conferred on an earlier occasion
on this or any other candidate.

Signature of Student:

Signature of Guide

Name: K. REKHA

Name: Dr . R. SATISH

Roll No.:1314MBA0239

Designation: Assistant Professor

Reg. No.: 69013200034

Address: Department of MBA

SRR Engineering College
Chennai.

CERTIFICATE OF VIVA-VOCE-EXAMINATION

This is to certify that Tmt K.REKHA (Roll No. 1314MBA0239,

Register No: 69013200034) has been subjected to Viva-voce-Examination on
(Date) at

..(Time) at

the Study centre

..

..(Name and Address of the Study centre).

Internal Examiner

External Examiner

Name:

Name:

Designation:

Designation:

Address:

Address:

CoordinatorStudy centre
Name: Dr. Hansa Lysander Manohar,
Designation: Associate Professor,
Address: Department of Management Studies,
Anna University, Chennai 600 025.

Date:

CERTIFICATE FROM THE COMPANY

TCSConfidential
Ref: TCS/2015-16/540882

August 31, 2015

TO WHOMSOEVER IT MAY CONCERN

This is to certify that Ms Rekha K from Centre for Distance Education, Anna
University, Chennai has successfully completed her project A Study Of Lean
Methodology By 5s Application With Reference To TCS Chennai at Tata
Consultancy Services Pvt. Ltd., from 1st June-15 to 31st August-15.

We wish her all the very best in her future assignments.

Warm regards and best wishes,

Ajoyendra Mukherjee
Executive Vice President & Head Global Human Resources

ABSTRACT

A company which wants to expand or retain clients must first understand the
clientss business environment and how to retain their clients by providing better value
additions should implement new business strategies and their increase their profitability
and establish a standard over their competitors.

In project management, resource

allocation or resource management is the scheduling of activities and the resources

required by those activities while taking into consideration both the resource availability
and the project time.
The purpose of this project is to develop Workers compensation letters in EMC
xPression Suit of Products. TCS gather the requirements such as the mock-ups, data
specification document, business rules etc from the customer. Once the necessary initial
setup is done, the document design process will be started which will include the dynamic
forms creation as well. The Unit testing is done for all the developed documents and
shared to customer through the archival system.

The need for this study is to analyze, create, organize new tasks and control tasks
in order to maintain and eliminate waste in the activities undertaken by the individuals or
as a group. By choosing an opportunity for improvement and sustaining actions can be
deployed. Which is then evaluated for over a period of weeks for the betterment of the
organization by formulating a series of strategies for better wastage management.

The main objective of this study is to analyze the project requirement and
individual technical capacity by allocating the corresponding associates with the desired
tasks by which the efficiency and cost cutting of the project can be improved. Also to
formulate strategies to organize and create new tasks for better wastage management.

ACKNOWLEDGEMENT
I would like to thank many people who helped me to accomplish this project work
successfully. At the outset, I am very grateful to the Coordinator, Centre for Distance
Education, College of Engineering Guindy (CEG), Anna University, Chennai 600
025 for giving me the opportunity to take up this project.

I would also like to sincerely thank my Guide Dr. R.SATHISH,

Assistant

Professor, Department of MBA, SRR Engineering College, Chennai, for motivating,

guiding and correcting me at every step ofthe way with great attention and care. He has
always been very approachable and his guidance has been a pivotal factor in helping me to
complete this project.

Further,I wish to take this opportunity to express my deep sense of gratitude to

thank Mr. Vignesh Moni, Manager, Mr. Anadaraj Ramalingam, Technical Manager
at Tata Consultancy Services for their invaluable guidance and Continuous support
throughout my project. I sincerely thank Tata Consultancy Services Private Limited for
providing an opportunity to work in the Publishing Project of Tata Consultancy Private
Limited to get an insight about Resource Management.

Finally, I would also like to thank all my Faculty members, Lecturers & my friends
for their constant support and guidance without whom this project would have been a
distant reality. I also extend my heartfelt thanks to my Parents for their cooperation and
support.
K.REKHA
5

TABLE OF CONTENTS

CHAPTER

TITLE

NUMBER

ABSTRACT

PAGE
NUMBER

LIST OF TABLES
LIST OF FIGURES

INTRODUCTION
1.1 INTRODUCTION

1.2 INDUSTRIAL BACKGROUND

1.3 COMPANY OVERVIEW

1.4 IDENTIFIED PROBLEMS

1.5 NEED FOR STUDY

1.6 OBJECTIVES AND SCOPE

1.7 DELIVERABLES

LITERATURE SURVEY
2.1 REVIEW OF LITERATURE

2.2 REVIEW GAP

18

2.3 SUMMARY

METHODOLOGY
3.1 TYPE OF STUDY

19

3.2 ASSUMPTIONS, CONSTRAINTS AND

LIMITATIONS
3.3 DATA COLLECTION

19
19

3.4 DATA PROCESSING

CHAPTER

20

TITLE

NUMBER

3.5 TOOLS FOR ANALYSIS

PAGE
NUMBER

20

3.6 SUMMARY

DATA ANAYSIS AND INTERPRETATION

4.1 DATA ANALYSIS AND INTERPRETATION

21

4.2 DIAGRAMMATIC REPRESENTATIONS

4.3 SUMMARY

CONCLUSION
5.1 SUMMARY OF FINDINGS

39

5.2 SUGGESTIONS AND RECOMMENDATIONS

40

5.3 CONCLUSION

40

5.4 DIRECTIONS FOR FUTURE STUDY

41

REFERENCES

LIST OF TABLES

TABLE

TITLE OF THE TABLE

NUMBER

PAGE
NUMBER

4.1

Rate Card

27

4.2

Billing of associates per month

27

4.3

Team wise associate split up

29

4.4

List of tasks eliminated

29

4.5

Development checklist

29

4.6

Redesign Checklist

32

4.7

Validation Checklist

34

LIST OF FIGURES

FIGURE
NUMBER

TITLE OF THE FIGURE

PAGE
NUMBER

1.2

xPression Architecture

4.1

Billing of associates per month

28

4.2

Cost cutting of Team wise

28

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CHAPTER 1
INTRODUCTION

1.1 INTRODUCTION
5S is a system to reduce waste and optimize productivity through maintaining an
orderly workplace and using visual cues to achieve more consistent operational results.
Implementation of this method "cleans up" and organizes the workplace basically in its
existing configuration, and it is typically the first lean method which organizations
implement.
The 5S pillars, Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize
(Seiketsu), and Sustain (Shitsuke), provide a methodology for organizing, cleaning,
developing, and sustaining a productive work environment. In the daily work of a
company, routines that maintain organization and orderliness are essential to a smooth and
efficient flow of activities. This lean method encourages workers to improve their working
conditions and helps them to learn to reduce waste, unplanned downtime, and in-process
inventory.
A typical 5S implementation would result in significant reductions in the square
footage of space needed for existing operations. It also would result in the organization of
tools and materials into labeled and color coded storage locations, as well as "kits" that
contain just what is needed to perform a task. 5S provides the foundation on which other
lean methods, such as TPM, cellular manufacturing, just-in-time production, and six sigma
can be introduced.
The 5S Pillars1
Sort. Sort, the first S, focuses on eliminating unnecessary items from the
workplace that are not needed for current production operations. An effective visual
method to identify these unneeded items is called "red tagging", which involves evaluating
the necessity of each item in a work area and dealing with it appropriately. A red tag is
placed on all items that are not important for operations or that are not in the proper
location or quantity. Once the red tag items are identified, these items are then moved to a
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central holding area for subsequent disposal, recycling, or reassignment. Organizations

often find that sorting enables them to reclaim valuable floor space and eliminate such
things as broken tools, scrap, and excess raw material.

Set In Order. Set In Order focuses on creating efficient and effective storage
methods to arrange items so that they are easy to use and to label them so that they are
easy to find and put away. Set in Order can only be implemented once the first pillar, Sort,
has cleared the work area of unneeded items. Strategies for effective Set In Order include
painting floors, affixing labels and placards to designate proper storage locations and
methods, outlining work areas and locations, and installing modular shelving and cabinets.
Shine. Once the clutter that has been clogging the work areas is eliminated and
remaining items are organized, the next step is to thoroughly clean the work area. Daily
follow-up cleaning is necessary to sustain this improvement. Working in a clean
environment enables workers to notice malfunctions in equipment such as leaks,
vibrations, breakages, and misalignments. These changes, if left unattended, could lead to
equipment failure and loss of production. Organizations often establish Shine targets,
assignments, methods, and tools before beginning the shine pillar.
Standardize. Once the first three 5S's have been implemented, the next pillar is to
standardize the best practices in the work area. Standardize, the method to maintain the
first three pillars, creates a consistent approach with which tasks and procedures are done.
The three steps in this process are assigning 5S (Sort, Set in Order, Shine) job
responsibilities, integrating 5S duties into regular work duties, and checking on the
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maintenance of 5S. Some of the tools used in standardizing the 5S procedures are: job
cycle charts, visual cues (e.g., signs, placards, display scoreboards), scheduling of "fiveminute" 5S periods, and check lists. The second part of Standardize is prevention preventing accumulation of unneeded items, preventing procedures from breaking down,
and preventing equipment and materials from getting dirty.
Sustain. Sustain, making a habit of properly maintaining correct procedures, is
often the most difficult S to implement and achieve. Changing entrenched behaviors can
be difficult, and the tendency is often to return to the status quo and the comfort zone of
the "old way" of doing things. Sustain focuses on defining a new status quo and standard
of work place organization. Without the Sustain pillar the achievements of the other pillars
will not last long. Tools for sustaining 5S include signs and posters, newsletters, pocket
manuals, team and management check-ins, performance reviews, and department tours.
Organizations typically seek to reinforce 5S messages in multiple formats until it becomes
"the way things are done."
The main objective of this study is to analyze the project requirement and
individual technical capacity by allocating the corresponding associates with the desired
tasks by which the efficiency and cost cutting of the project can be improved. Also to
formulate strategies to organize and create new tasks for better wastage management.

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1.2 INDUSTRIAL BACKGROUND

EMC Document Sciences xPression Enterprise Edition: Automates the generation
of highly customized and personalized multichannel customer communications. With
xPression, you can replace multiple document generation systems to reduce costs,
streamline processes, and improve customer experience. EMC Document Sciences is
award-winning xPression software suite enables organizations worldwide to optimize the
customer experience by automating the creation and delivery of well-designed, highly
personalized

customer

communicationsfrom

customized

marketing

collaterals,

contracts, and policies to high-volume relationship statements and correspondence. The

following information is designed to provide an overview of the architecture and various
components of xPression. Rather than focusing on the functionality of xPression
components or details of integrating xPression with other systems, this paper focuses on
the solutions architecture.

xPression generates highly personalized and customized customer communications

through DCP, which comprises the creation, assembly, and multichannel delivery of
customer communications, including the following types of documents:
Legal contracts and highly negotiated agreements, such as ISDA master
agreements and group healthcare contracts
Insurance policies, forms, and certificates
Statements, financial reports, and consolidated investment reports
Trade confirmations, correspondence, and other trading documentation
Claims and customer service correspondence
Printed and rich HTML email correspondence
Invoices, bills, notices, and alerts
Account opening and welcome kits
1:1 personalized marketing collateral, mailers, catalogs, and newsletters
Personalized web landing pages for secure communications

The generation of such document types requires content assembly driven by rules
that specify how to select the right version of the content and how to personalize the
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content based on data and business logic. Personalized documents also need to be properly
formatted for distribution across many output channels including web and email formats
such as HTML and Adobe PDF and high volume print formats such as Adobe PostScript
and IBM AFP. Customer communications management is typically part of an overall
business process executed by an integrated set of systems, such as customer relationship
management (CRM), enterprise content management (ECM), and claims administration
systems. Therefore, xPression provides a variety of mechanisms for integration with other
systems in the enterprise. This paper explains how the architecture and functionality of
xPression make it uniquely qualified to provide a true enterprise document generation
solution that is far superior to any other product in its class.

EMC Corporation (stylized as EMC) is an American multinational corporation

headquartered in Hopkinton, Massachusetts, United States. EMC offers data storage,
information security, virtualization, analytics, cloud computing and other products and
services that enable businesses to store, manage, protect, and analyze data. EMC's target
markets include large companies and small- and medium-sized businesses across various
vertical markets. The stock was added to the New York Stock Exchange on April 6, 1986,
and is also listed on the S&P 500 index.
EMC has over 70,000 employees and is the worlds largest provider of data storage
systems by marketshare, competing against NetApp, IBM, Hewlett-Packard, and Hitachi
Data Systems (arranged in descending order of external data storage marketshare).
Joe Tucci has been EMC's chief executive since January 2001 and chairman of the
board of directors since January 2006; he joined the company in 2000 as president and chief
operating officer. Tucci is also chairman of the board of VMware Corporation and chairman
of the board of Pivotal Software, which are partially owned by EMC.
In 2012 and 2013, EMC was included on a number of award lists, including the
World's Most Admired Computer Companies, Top 100 Global Innovators, and Best
Multinational Workplaces in Europe. EMC also received a score of 100 on the Human
Rights Campaign 2012 and 2013 Corporate Equality Index
EMC, founded in 1979 by Richard Egan and Roger Marino (the E and M in EMC),
introduced its first 64-kilobyte memory boards for the Prime Computer in 1981 and
continued with the development of memory boards for other computer types. In the mid1980s the company expanded beyond memory to other computer data storage types and
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networked storage platforms. EMC began shipping its flagship product, the Symmetrix, in
1990. Symmetrix was the main reason for EMC's rapid growth in the 1990s, both in size and
value, from a company valued in the hundreds of millions of dollars to a multi-billion
company.
Michael Ruettgers joined EMC in 1988 and served as CEO from 1992 until January
2001. Under Ruettgers leadership, EMC revenues grew from $120 million to nearly $9
billion 10 years later, and the company shifted its focus from memory boards to storage
systems. Ruettgers was named one of BusinessWeeks "World's Top 25 Executives;" one of
the "Best Chief Executive Officers in America" by Worth Magazine; and one of Network
Worlds "25 Most Powerful People in Networking."
In 2001, Joe Tucci was named Chief Executive Officer of EMC. He has been
credited with transforming EMCs business model from a focus on high-end storage
platforms to a portfolio of platforms, software, and services that enable organizations to
deliver IT as a service through cloud computing. Under Tuccis leadership, EMC grew to
$21.7 billion in revenues in 2012.
In 2009, EMC and Cisco, with investments from VMware and Intel, formed a joint
venture called VCE to develop products and services for the converged infrastructure and
cloud computing markets.
EMC announced its 450,000 square foot Center of Excellence (COE) in Durham,
North Carolina in 2011. The COE houses a virtualized data center and includes 130,000
square feet of global research and development labs. The company also has COEs in India,
China, Egypt, Israel, Ireland, and Russia, which perform engineering, research and
development, customer, and translation services for EMC business units.
In 2013, EMC launched a new company named Pivotal. Led by Paul Maritz, the
organization combines technologies from VMware and EMC and is focused on delivering
Platform-as-a-Service offerings.
EMC has been growing in part through aggressively making acquisitions of small
companies, and starting to bring those products to market. In 2014, EMC acquired from
Cisco a majority ownership of VCE and VCE will now operate as part of the EMC
Federation instead of an independent company.

XPRESSION ARCHITECTURE

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xPressions multitier SOA provides a set of tools and applications to administer,

design, and publish a wide variety of highly customized and personalized communications,
in real time, near time, and/or high-volume batch. xPressions open architecture is based on
the Java EE standard, web services, and XML. Its architecture is designed to ease
integration into an organizations existing business workflows and data/content repositories.
Figure 1 depicts the architecture of xPression at a high level.
The architecture is unique in that it provides both realtime, web-based document
fulfillment and optimized high-volume batch generation. This clearly differs from other
product offerings that are designed only as optimized batch engines and, therefore, are
unable to support the requirements of realtime or near-realtime publishing systems. Whereas
other products are designed exclusively as online systems and thus, do not perform well for
large-batch document production, xPressions Java EE SOA allows it to process online,
realtime requests; near-time messaging requests; and batch requests equally well. Moreover,
because xPression is built on the power of the Java EE standard, it supports industry-leading
operating systems, application servers, and databases.
In addition, xPression leverages operating system, application server, and database
support for clustering. Therefore, it can scale up or down to run on a variety of platforms
from modest hardware (all components, including the database, can be run on a single
laptop) to a horizontal cluster of many small servers, to a very large vertically clustered
server, to anything in between.

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Fig 1.2 xPression Architecture

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1.3 COMPANY OVERVIEW

Established in 1968, Tata Consultancy Services a member of the Tata Group has
grown to its current position as the largest IT services firm in Asia based on its record of
outstanding service, collaborative partnerships, innovation, and corporate responsibility.
It was founded by Jamsetji Tata in 1848 and it is one of Indias most respected
institutions today. Their mission reflects the Tata Group's longstanding commitment to
providing excellence. To help customers achieve their business objectives by providing
innovative, best in class consulting, IT solutions and services, and to actively engage all
stakeholders in a productive, collaborative, and mutually beneficial relationship.
TCS' ability to deliver high quality services and solutions is unmatched. They are the
world first organization to achieve an enterprisewide Maturity Level 5 on both CMMI and
P CMM, using the most rigorous assessment methodology SCAMPISM. Additionally, TCS
Integrated Quality Management System (iQMS) integrates process, people and technology
maturity through various established frameworks and practices including IEEE, ISO
9001:2000, CMMI, SWCMM, PCMM and 6Sigma.
It is largest IT employer in India. It provides services to wide range of segment like
banking & financial services, energy, resources & utilities, government, telecom, media &
information services, etc.
TCS acquired Citigroup Global Services(CGSL), India based BPO for $505 million.
The acquisition broadened TCSs portfolio of end to end IT and BPO services in the global
Banking and Financial Services (BFS) sector. TCSs enhanced scale and expertise will be
providing service improvements to Citi and Citis customers. CGSL has more than 12,000
employees located in India and expected to generate revenues of approximately $278
million in 2008.
Tata Consultancy Services delivers real results to global businesses, ensuring a level
of certainty no other firm can match.TCS offers a consultingled, integrated portfolio of IT
and ITenabled services delivered through its unique Global Network Delivery Model,
recognized as the benchmark of excellence in software development. TCS has over 143,000
of the world's best trained IT consultants in 42 countries.

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1.4 IDENTIFIED PROBLEMS

TCS Chennai plant has performed number of unnecessary tasks and their by increasing
their budgeting. They are also not aware of the process or standards to be followed to
improve the performance of their deliverables.

1.5 NEED FOR STUDY

The scope of this study is to analyze, create, organize new tasks and control tasks in order
to maintain and eliminate waste in the activities undertaken by the individuals. By
choosing an opportunity for improvement and sustaining actions can be suggested and
then evaluated for over a period of weeks for the betterment of the organization by
formulating a series of strategies for better wastage management.

1.6 OBJECTIVES & SCOPES

1.6.1

Primary Objective
To study the implementation of 5S process steps of Lean Methodology for the
betterment and development of the project in TCS.

1.6.2

Secondary Objective

To analyze the project requirement and individual technical capacity and by

allocating the corresponding associates.

To categorize the desired tasks by which the efficiency and cost cutting of the project
can be improved.

To formulate strategies for organize and create new tasks for better wastage
management.

To put forth a package of suggestions for the project.

1.7 DELIVERABLES

Budgeting of the project will be increased.

Unnecessary tasks can be eliminated.

Quality assured product will be delivered.

Workers caliber would be utilized efficiently.

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CHAPTER 2

LITERATURE REVIEW

2.1REVIEW OF LITERATURE

Selecting and Executing a Personal 5s Application Project - Robert Landel

(University of Virginia)
This technical note requires students to define and describe a practical application
deploying the 5S process steps of Lean Thinking methodology: Sort, Set in Order, Shine,
Standardization, and Sustain. The purpose of these process steps is to help future business
managers organize, create new habits, and visually control a personal area or workplace
setting in order to eliminate waste in the activities undertaken by one or more individuals.
The note provides guidance for students to document their 5S journey, reflect and learn,
and then summarize the experience.

This note helps to define and describe a practical, clutter-elimination project in

which you can deploy the 5S Lean methodology: Sort, Set in Order, Shine,
Standardization, and Sustain. The purpose is to organize personal living or work areas,
reduce non-value time or other wastes, develop new habits, and control activities in order
to maintain a productive, safe, and desirable environment used daily by one or more
individuals. You should choose an opportunity where your improvement actions and the
sustaining procedures can be deployed and then evaluated over a pilot testing period of at
least one week. Then look for practical personal applications where you can deploy the 5S
process steps to organize, create new habits, and visually control important activities and
storage areas to avoid wastes. Please choose sufficiently challenging areas where 5S
improvement actions can be deployed during the next several weeks.

Define and Describe Phase

Your 5S application area(s) could be your apartment or home setting or any
personal or work setting outside of your apartment/home, where you and perhaps others
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are involved in a set of important, daily activities. Be sure to select a project application
that will provide an interesting and challenging 5S learning experience. Cars, personal
computers, or storage areas with infrequent usage typically do not provide good
application situations. Instead look for practical personal applications where you can
deploy the 5S process steps to organize, establish new habits, and visually control these
activities to avoid waste. Please choose sufficiently challenging areas where 5S
improvements actions can be deployed over a period of several weeks.

In any 5S application, you should always define and describe the current state by
preparing a project scope document and obtaining authorization to proceed. For this
exercise, you are expected to prepare a PowerPoint presentation that documents the
current state of your selected bad-normal situation by including the following:
Vivid pictures and

descriptions of the application areas bad-normal state,

including observations on current clutter and how these conditions could be wasteful
Explanation of the functional purpose of the area and an overview of its major activities
and storage functions

List of individuals utilizing the application area

Any relevant history of the situation
Your 5S selection will be reviewed and either approved or returned with questions
and suggestions for your consideration.
Application and Guidance Phase

Now a bad-normal situation has been selected, defined, and captured with
photographs and vivid descriptions, it is time to apply the 5S process for making and
sustaining improvements.

Over the next several weeks, navigate through the 5S steps, keeping track of your
thinking and actions, and, if possible, continue to document with pictures (when relevant
and necessary for a reader to understand your improvements). It is important to complete
the cycle of 5S steps within two weeks and then to allow for at least seven days to see how

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well you and other individuals involved have been able to sustain the gains associated with
a clutter-free environment. Plan for the following subphases:

Within two weeks, apply the 5S steps of Sort, Set in Order, Shine, Standardization,
and Sustain. Within three weeks, complete at least a week in your improved situation
using the new habits, routines, and actions necessary to maintain improved, good-normal
conditions. Track how well it goes and what else might be done to sustain the gains.
Within four weeks, prepare a written report including each of the items and sub items
listed in the following section.

5S Implementation Process Guidance and Reporting1

The following items provide instructions for documenting your 5S journey and
reporting your experiences in a 5S Application Report:

1. Sort through everything in an area and decide what to keep, discard, or move to
other areas (e.g., maybe an item is out of date or nonfunctional; perhaps you have too
much of the item; maybe an item is not used at least once per x time period; or maybe
the item is not necessary for your core activities in this particular area: in these
circumstances the item should be discarded/donated/sold or stored elsewhere). Sorting
can be fun and Explain your decision rules, Sort actions, and the results.

2.Set in Order is the process of placing the necessary items in predetermined

areas/spaces and then creating visible signs to show the placement. It is important to select
locations for necessary items that are connected to or located according to work area and
frequency of use.
Explain your criteria, the Set in Order actions implemented, and the results.

3. Shine is the element where the seriously tidy person has the greatest fun. It is
sometimes amazing what is needed to put a work area in a physically clean and safe state.
Items not in the appropriate place must be relocated to the designated area/location as
defined in the Set in Order element.
Explain your decision rules, Shine actions, challenges, and the results.

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4. Standardization is often the element in the 5S process where the deepest

thinking is necessary. The goal here is to define the standard practices and routines that are
going to: help individuals using the areas keep them organized, clean, safe, and orderly in
the creation of day to day actions; (b) decide on the commitments necessary at the
individual level; (c) articulate the benefits of using the standard practices; and (d) create
formal and informal audit processes. At times, individuals will alter work areas and the
input/output steps just to implement some 5S improvement actions. One particular
problem for at-home or common-use work areas is persuading others to develop and act
with respect for your 5S mindset and outcomes.

Lean Manufacturing process implementation - Rohit Sharma (PEC

University
Of Technology), Harshit Srivatsava (PEC University Of
Technology) Published on 08th May 2010
In this a framework is created by a brief exposure to lean manufacturing process
and its implementation on some companies chosen as case study in this paper. These
companies have main focus on maximizing profit even in their limited resources and
inventories. They have to do so by not neglecting the quality according to World Class
Manufacturing (WCM) standards. To do so they adopted strategies and philosophy
of lean manufacturing concept.

Here we are covering up with the case study of a company and its sister concerns
that were initially lagging in proper technology utilization. But after they had
adopted Lean manufacturing Process, they had overcome most of the hindrances they
were facing on the business front. With the use of Lean concept they were able to remove
the bottleneck in their manufacturing process and were able to achieve increase in overall
productivity and other parameters which maximize their monetary gain. Although to
achieve it they had worked for years but by the continuous improvement they have finally
achieved their goal of overall success.
Much as mass production was the production system of the 20th century, lean
manufacturing, which focuses on the elimination of waste in the production process, has
been heralded as the production system of the 21st century. Although the Japanese
automaker Toyota pioneered the concept, the term lean manufacturing itself was coined in
the early 1990s by three researchers from the Massachusetts Institute of Technology.
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The National Institute of Standards and Technology (NIST) Manufacturing

Extension Partnerships Lean Network offers the following definition of lean
manufacturing: A systematic approach to identifying and eliminating waste through
continuous improvement, flowing the product at the pull of the customer in pursuit of
perfection.
In other simple words we may Define Lean Manufacturing Process as, Lean
manufacturing is a performance-based process used in manufacturing organizations to
increase competitive advantage. The basics of lean manufacturing employ continuous
improvement processes to focus on the elimination of waste or non-value added steps
within an organization. The challenge to organizations utilizing lean manufacturing is to
create a culture that will create and sustain long-term commitment from top management
through the entire workforce.

Why do organizations want to use Lean Manufacturing techniques?

To significantly improve overall productivity
To increase market share
To improve speed-to-market with new products
To reduce manufacturing and engineering labour costs
To eliminate non-value-added operations and processes

Lean manufacturing techniques focus on:

Equipment reliability
Balanced or level production
Just-in-time material control techniques
Stop-the-line to correct the problem and in-station process control
Continuous improvement processes
Statistical Process Control techniques for quality consistency
Developing human systems to support the technical processes
Roadblocks to implementing lean manufacturing:
Complacency; no reason to change
Using lean manufacturing to facilitate downsizing efforts
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Role clarity issues from senior management

Opposition from middle management
Poorly defined measurement systems
Short-term versus long-term thinking
Inadequate union involvement
Lack of commitment and ability to just-do-it

Current Trends on Lean Management - M. Shabeena Begam (PSG institute

of management) Published on December 2013
In the current era of globalization, industries are adopting new tools and techniques
to produce goods to compete and survive in the market. The most daunting issue faced by
manufacturers today is how to deliver their products or materials quickly at low cost and
good quality. One promising method for addressing this issue is the application of lean
management principles and techniques. Lean management simply known as lean is
production practice, which regards the use of resources for any work other than the
creation of value for the end customer, is waste, and thus a target for elimination. Though
there had been numerous claims on the real origin of Lean Manufacturing principles, it
was generally accepted that the concept With this back ground, business needs to compete
with efficiency and quickly respond to market needs and niches.

There is no doubt that the manufacturing industry are confronted with challenges
and looking to implement improvements in their key activities or processes to cope with
the market fluctuations and increasing customer demands. Applying lean management
philosophy is one of the most important concepts that help businesses to complete. In this
paper, the literature survey findings such as existing level of lean practices, types of lean
tools employed, and perceived level of different encountered by the various manufacturing
industries are discussed.

The primary aim of this study is to find out the needs and examine the degree to
which the concepts of lean management are put into practice within various manufacturing
Industry.

25

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This is an overview for finding the current situation of lean management practices
in manufacturing industries. It is a measure to identify the constrains that retains lean
manufacturing in the infant stage in manufacturing firms and helps to identify the muda
(waste) that evolves in an processing unit and gives out supporting measures to remove the
same. The constraint that predict the implementation and sustainability of lean
manufacturing tools and techniques are also discussed.

A detailed review of research in current trend of lean management in various

manufacturing industry like automotive industry, machine tool industry, semi-process
industry, electronics manufacturing industry, steel industry, pump industry and furnishing
industry has been discussed. Lean manufacturing is a multi-dimensional management
practice including just in time-quality systems, work teams, cellular manufacturing,
supplier management etc. the popular definition of Lean Manufacturing and the Toyota
Production System usually consists of the following, Wilson (2009).

It is a comprehensive set of techniques which when combined allows you to reduce

and eliminate the wastes. This will make the company leaner, more flexible and more
responsive by reducing waste.

Lean is the systematic approach to identifying and eliminating waste through

continuous improvement by flowing the product or service at the pull of your customer in
pursuit of perfection. Lander and Liker (2007) discussed the performance benefits of lean
systems are often remarkable, greatly improving quality, cost, and delivery and studied the
fundamental misunderstanding of TPS, viewing it as a specific tool kit technically
implemented in a formulaic way to achieve pre-specified results. According to Shah and
Ward (2007) lean production is a multi-dimensional approach that encompasses a wide
variety of management practices, including just in time, quality system, work teams,
cellular manufacturing and supplier management in an integrated system. Petersen (2003)
in his article made the analysis of the lean literature and concluded that among the authors
dominates a view that lean is more than a set of tools, since it is a philosophical approach
to lean. Therefore, lean production is also considered as a philosophy of continuous
improvements and respect to people.

26

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Liker (2003) illustrated the most common lean tools in the form of house as shown
in Figure 1. The goal of lean production is set in the roof and consists of reaching for the
best quality, lowest costs, shortest lead-time, highest safety and high morale. The left
pillar encloses Just-in-Time principle that consists of production planning and leveling
tools like takt time, continuous flow, pull system, quick changeover and integrated
logistics. The right pillar deals with Jidoka, which prevents a defective part from
proceeding into the next workstation as well as insists on separating people from
machines. People are in the center of the lean house concept since people see waste and
solve problems that lead to continuously improvement of the processes. In addition, it is
important to consider the characteristic of a lean work organization since the
responsibilities are decentralized to multifunctional teams. The foundation of the house
has to be stable for the pillars to stand steadily and consists of the tools like 5S,
standardized work and leveled production.

LEAN WASTES

According to David Magee (2007), different kinds of wastes in a process are

categorized in following categories.
Overproduction Producing items more than required at given point of time i.e.
producing items without actual orders creating the excess of inventories, which needs
excess staffs, storage area as well as transportation etc.
Waiting Workers waiting for raw material, the machine or information etc. are
known as waiting and is the waste of productive time.
Unnecessary Transport Carrying of Work in Process Inventory (WIP) a long
distance, insufficient transport, moving material from one place to another place is known
as the unnecessary transport.
Over processing working on a product, more than the actual requirements is
termed as over processing.

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Excess Inventory - This includes excess raw material, WIP or finished goods
causing longer lead times, obsolescence, damaged goods, transportation and storage costs,
and delay. In addition, the extra inventory hides problems such as production imbalances,
late deliveries from suppliers, defects, equipment downtime, and long setup times.
Unnecessary Motion Any wasted motion that the workers have to perform
during their work is termed as unnecessary movement.
Defects Defects in the processed parts is termed as waste. Repairing defective
parts or producing defective parts or replacing the parts due to poor quality etc. is the
waste of time and effort.
Unused Employee Creativity Loosing of getting better ideas, improvement,
skills and learning opportunities by avoiding the presence of employee is termed as
unused employee creativity.

Vorne (2012) discussed the most important lean management tools such as 5S,
Andon, Bottleneck Analysis, Continuous Flow, Gemba, Heijunka, Hoshin Kanri, Jidoka,
Just-In-Time, Kaizen, Kanban, KPI, Overall Equipment Effectiveness, PDCA, PokaYoke, Root Cause Analysis, Single Minute Exchange of Die (SMED), Six Big Losses,
SMART Goals, Standardized Work, Takt Time, Total Productive Maintenance, Value
Stream Mapping and Visual Factory used for productivity improvement in manufacturing
industries.

CHALLENGES IN LEAN IMPLEMENTATION AND SUSTAINABILITY Ana Valentinova Kovacheva Msc. In strategy, Organization and Leadership
Published on January 2010
The challenges faced in the process of implementing and sustain lean is a tedious
job as the concept relates to time, cost, interest, and involvement, the concepts that
together support the new change for development in an firm. The study tells that new
firms introduce and accept lean manufacturing and other innovative concepts than the old
and existing firms. The forces opposing and driving a change to lean is shown in Figure
2.The following important factor of resistance to change in manufacturing sectors is Fear
28

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to change the legacy system with the new successful trends and methodologies Not
utilizing the opportunities and advantages of the new policies Market destabilization will
lead to force the change, which will be in a non-standard format.
Manufacturers are under intense, remorseless pressure to find a new ways to
reduce production cost, elimination of waste, enhance high quality of product, increase the
productivity, and better customer satisfaction. These parameters are usually achieved
through the implementation of lean management practices in their industries. The
traditional manufacturing practices are indicated inadequate representation in lean
management. This paper presented an important imminent into the status of lean
manufacturing implementation in manufacturing industries. The progress in lean
implementation is snail-paced and needs to be augmented. It has a further scope to
develop focused lean concepts, which could be implemented in other kind of
manufacturing environment like low volume, high variety and high volume and low
variety. The major reasons for the low level of lean management were anxiety in changing
the attitude of workers, lack of awareness, and training about the lean management
concepts, cost and time involved in lean implementation. Therefore, it can be concluded
that the manufacturing industry needs to give more attention to implement lean
management in all the key areas. Hence, appropriate lean education, training, and research
setup in association with manufacturing industries are to stimulate the lean awareness and
technological development in all type of manufacturing industries. This helps to industries
and researchers create awareness about Lean Managements Tools, and techniques, so as it
could be supportive to opt suitable lean practices for implementation, continuous
development and for sustaining leanness in the competitive environment of current
scenarios.

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2.2 REVIEW GAP

The research gaps identified from the literature review are as follows:
There are few strategies available to monitor and control Lean Methodology which
need to execute.
Less statistical tools are available to implement the resources allocation
It has a further scope to develop focused lean concepts
There are few research available to measure the BPR implementation, but there is
no proper specification that it can be followed.
There is no specific comparisons made before and after implementation. There are
papers describing the effects after the implementation only.
This papers describes the challenges faced by following the lean and their
implementation methodology.
These papers examines how the implementation of Lean could bring value to the
organization processes and contribute for achieving an operational excellence.

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CHAPTER 3
METHODOLOGY
3.1 TYPE OF STUDY
The method adopted was Lean methodology. The data was collected from the
reports usually numeric in form, presented in tables or graphs often with statistical
analysis. Based on the analysis results, conclusion will be drawn.

3.2ASSUMPTIONS, CONSTRAINTS AND LIMITATIONS

Limited availability of xPression resources

Series of quality process should be followed for deliverables within short span

This study is limited to respondents from xPression team only

Questionnaire was circulated to selected users within Tata Consultancy Services

only.

The respondents were mostly middle Developers and technical architects

who have vast experience in EMC Tool

3.3DATA COLLECTION
25 members were interviewed through a series of questionnaires and by a panel
of members.
Based on the feedback from the interview panel and the exit test conducted the
technical aspect, individual capability and interest of an individual is determined.
The requirements corresponding to document development and the mapping of
Data elements through which the values will be populated are analyzed and all the
corresponding queries where answered by Business analyst.
The datas from the upstream and downstream are verified.

Both primary and secondary data collection methods are used in this study,
where majority of the information and data used in this study is collected through
primary sources. The different data collection methods used is explained below:
In this report, the research was implemented by using both qualitative and
quantitative research methods and using theoretical ideas. The theoretical part contains
information gathered from literature and text books dealing with Xpression eboobs,
31

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Resources management. In addition, the case studies research is from the existing
company information to the analysis of environment of the target project to evaluate the
companys strengths, weakness, opportunities and threats in the current process
followed in the project. Besides, the case study includes a series of querionaries that a
lot of participant where examined The open questionnaire included 2 sets of questions
based on Design aspect and Development aspects with multiple choice which were
designed for the target associates by answering on internet and paper handing out. The
personal interviews were also conducted by the experts in the corresponding technology

The market research included primary and secondary data.

Primary data is collected with qualitative methods by interviewing the
technical associates. The quantitative research to be conducted by exit tests for
understanding the associates technical capabilities.
Secondary data is extracted from budgets or the rate values assigned to the
individual associates and the views of experts or the developers of the tool.

3.4DATA PROCESSING
Both Primary & Secondary data was collected for 5 months (Jan15 to Apr15)
from the associates and customers of this organisation to study:
Current process in the project
Current budget of the project
The Technical capabilities of the associates
Ideas to implement standards across the project

3.5TOOLS FOR ANALYSIS

Excel Bar Graphs

Excel Pie Charts

Assignment Problem
I. Enumeration method
II. Simplex method
III. Transportation method
IV. Hungarian method

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CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
4.1Data Analysis and Interpretation
4.1.1 Process Implementation
The Secondary objectives are achieved by implementing 5S process
1) Sort:
To analyze the project requirement and individual technical capacity by
allocating the corresponding associates.
Sort through everything in an specified requirement and decide what to keep ,
discard or move to other category.

Data Requirements

1000 forms must be implemented into xPression system from the Legacy
system.

Analyze the requirements provide by the customer with the corresponding

tools capability and the specific time frame provided for its execution.

Team of 25 members are interviewed through a series of questionnaires.

Based on the feedback from the interview panel and the exit test
conducted the technical aspect, individual capability and interest of an
individual can be determined.

The requirements correspond to document development and the mapping

of Data elements through which the values are populated.

The datas from the upstream and downstream must be verified.

2) Set in Order:
To categorize the desired tasks by which the efficiency and cost cutting of the
project can be improved.
Categorize the job requirements into four main functional categories, Such as
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1. Design Phase
2. Development Phase
3. Validation Phase
4. Redesign Phase.

The research instrument used for Data sampling is through questioner and
interview process.

The requirements collected through sort process are categorized into

different phases through which they fit in.

The Tasks for the individual phases are grouped based on the priority and
dependencies with respect to the other phases.

Assignment of job tool is been used to allocate the corresponding

resources to their corresponding tasks through which they can work
effectively.

DESIGN PHASE:

The tasks to be performed in the design phases are;

Form analyses are done with respect to the Data mapping sheets.

Based on the form analysis the necessary shared contents for the forms
development are categorized.

Low Level Design Document should be developed for every

individual forms. The main purpose of this document is to provide the
developers an idea of how to implement the forms development. Also
to maintain a standard development process. The LLD mainly consists
of 2 documents:
o LLD word specification document: The document pictorially
represents the contents which have to be placed in which
content item.
34

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o LLD excel specification document: This document consists of

the Naming Conventions and the shared contents to be
followed while developing the document.

Unit test cases are captured for different scenarios based on the
individual forms though which the developer and the valuator can
execute the test cases.

All the necessary configurations should be incorporated in xAdmin.

o Configurations such as:

Resources management

Printer configuration

Separator sheets

Category management

Data source management

Output profile setup

Distribution definition

Stream Definition

DEVELOPMENT PHASE:

The below listed activities needs to be performed in development phase.

Shared contents analyzed in the design phases should be developed

Based on the LLDs prepared from the design team the documents are
developed in the xPression tool.

The corresponding XMLs are prepared for the individual forms.

The Look and feels of the documents are validated by publishing the
documents.

The Unit test cases should be executed and their corresponding Unit
test results must be captured.

PDF comparator tool is used to validate the legacy documents with the
current output generated documents.

VALIDATION PHASE:
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The forms developed by the development team are moved to the next
stage of testing by the validation team.

A team of 2 members are involved in the validation team.

The outputs are triggered for different test cases including negative test
cases.

Defects are captured and reassigned to the corresponding developer

Fixed defects are revalidated.

All the corresponding defects are logged and RCA(Root Cause

Analysis) for the defects are preformed.

The second stage of validation is done by technical experts from other

streams and their corresponding defects re logged and fixed
accordingly

The final stage of Inspection is done by the Quality Manager where the
quality of the forms delivered are analyzed and inspected.

REDESIGN PHASE:
The redesign phase performs the below activities.

The look and feel of the documents are modified based on the business
requirement

Data field sheet and font style sheets are developed through which the
developers can develop the forms in development phase.

3) Shine:
To formulate strategies for organize and create new tasks for better wastage
management.

Shine means to thoroughly clean and fix up the selected area.

Typical Planning is considered for regularly scheduled system clean ups

as well as remove the unnecessary tasks performed in different Phases.

This becomes a routine task for standardization phase.

The unnecessary tasks need to be identified by the time consumed for the
activity to be achieved and the corresponding tasks should be removed.

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The unnecessary tasks are listed below:

The xmls prepared for the Policy center and PDA team.

Data naming conventions should be done by BAs and the team will not
be afford to do the naming conventions

4) Standardization:

Standardization requires the deepest thinking on to decide the possible

causes of the bad normal process and behaviors that will contribute the
loss.

The main goal is to develop standard operating practices (SOP) as

guidelines with the help of xPression expertise technical architects for
implementing and development process and provide checklist outlining
the specific actions to be performed in the corresponding phases.

The below list standard documents are prepared.

1. Standard development document
2. Standard design document
3. Style guidelines document for redesign

The below list of checklists are prepared for validating the documents
prepared.
1. Development checklist
2. Redesign Checklist

5) Sustain:
Sustain means embracing and adhering to the elements in the standardization
step in order to maintain the gains accomplished through the first four
processes.
4.1.2Resources Allocation
Based on the data collected the job is categorized into four different stages.
Such as Design Phase, Development Phase, Validation Phase and Redesign
Phases.
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Based on the Rate card collected and the designation of the associates the billing
of the individual associates are calculated and are categorized by the assignment
problem.
So far, in the literature it is available that an assignment problem can be solved
by the following four methods.
I. Enumeration method
II. Simplex method
III. Transportation method
IV. Hungarian method

I. Enumeration method
In this method, a list of all possible assignments among the given resources (like
men, machines, etc.) and activities (like jobs, sales areas, etc.) is prepared. Then
an assignment involving the minimum cost (or maximum profit), time or
distance is selected. If two or more assignments have the same minimum cost
(or maximum profit), time or distance, the problem has multiple optimal
solutions. In general, if an assignment problem involves n workers/jobs, then
there are in total n! Possible assignments. As an example, for an n=3
workers/jobs problem, we have to evaluate a total of 3! or 6 assignments.
However, when n is large, the method is unsuitable for manual calculations.
Hence, this method is suitable only for small n.

II. Simplex Method

Since each assignment problem can be formulated as a 0 or 1 which becomes
integer linear programming problem. Such a problem can be solved by the
simplex method also. As can be seen in the general mathematical formulation of
the assignment problem, there are nn decision variables and n+n or 2n
equalities. In particular, for a problem involving 5 workers/jobs, there will be 25
decision variables and 10 equalities. It is, again, difficult to solve manually.

III. Transportation Method

Since an assignment problem is a special case of the transportation problem, it
38

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can also be solved by transportation methods. However, every basic feasible

solution of a general assignment problem having a square payoff matrix of order
n should have more m+n-1= n+n-1= 2n-1 assignments. But due to the special
structure of this problem, any solution cannot have more than n assignments.
Thus, the assignment problem is inherently degenerate. In order to remove
degeneracy, (n-1) number of dummy allocations will be required in order to
proceed with the transportation method. Thus, the problem of degeneracy at
each solution makes the transportation method computationally inefficient for
solving an assignment problem.

IV. Hungarian Method

Assignment problems can be formulated with techniques of linear programming
and transportation problems. As it has a special structure, it is solved by the
special method called Hungarian method. This method was developed by D.
Konig, a Hungarian mathematician and is therefore known as the Hungarian
method of assignment problem. In order to use this method, one needs to know
only the cost of making all the possible assignments. Each assignment problem
has a matrix (table) associated with it. Normally, the objects (or people) one
wishes to assign are expressed in rows, whereas the columns represent the tasks
(or things) assigned to them. The number in the table would then be the costs
associated with each particular assignment. It may be noted that the 75
assignment problem is a variation of transportation problem with two
characteristics. (i) The cost matrix is a square matrix, and (ii) The optimum
solution for the problem would be such that there would be only one assignment
in a row or column of the cost matrix. Hungarian method is based on the
principle that if a constant is added to the elements of cost matrix, the optimum
solution of the assignment problem is the same as the original problem. Original
cost matrix is reduced to another cost matrix by adding a constant value to the
elements of rows and columns of cost matrix where the total completion time or
total cost of an assignment is zero. This assignment is also referred as the
optimum solution since the optimum solution remains unchanged after the
reduction.

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The below listed is the rate card by which the resources planned for this
corresponding project are obtained.
Role
Architect/Program Manager < 5 yrs Onsite
Architect/Program Manager 5+ yrs Onsite
Architect/Program Manager < 5 yrs Offshore
Architect/Program Manager 5+ yrs Offshore
Business Analyst < 5 yrs Onsite
Business Analyst 5+ yrs Onsite
Business Analyst < 5 yrs Offshore
Business Analyst 5+ yrs Offshore
Data Modeler/Data Analyst/Tech Lead < 5 yrs Onsite
Data Modeler/Data Analyst/Tech Lead 5+ yrs Onsite
Data Modeler/Data Analyst/Tech Lead < 5 yrs Offshore
Data Modeler/Data Analyst/Tech Lead 5+ yrs Offshore
DBA General Skills < 5 yrs Onsite
DBA General Skills 5+ yrs Onsite
DBA General Skills < 5 yrs Offshore
DBA General Skills 5+ yrs Offshore
DBA Niche Skills < 5 yrs Onsite
DBA Niche Skills 5+ yrs Onsite
DBA Niche Skills < 5 yrs Offshore
DBA Niche Skills 5+ yrs Offshore
Developer General Skills < 5 yrs Onsite
Developer General Skills 5+ yrs Onsite
Developer General Skills < 5 yrs Offshore
Developer General Skills 5+ yrs Offshore
Developer Niche Skills < 5 yrs Onsite
Developer Niche Skills 5+ yrs Onsite
Developer Niche Skills < 5 yrs Offshore
Developer Niche Skills 5+ yrs Offshore
Developer Specialized Skills < 5 yrs Onsite
Developer Specialized Skills 5+ yrs Onsite
Developer Specialized Skills < 5 yrs Offshore
Developer Specialized Skills 5+ yrs Offshore
Functional Consultant ERP < 5 yrs Onsite
Functional Consultant ERP 5+ yrs Onsite
Functional Consultant ERP < 5 yrs Offshore
Functional Consultant ERP 5+ yrs Offshore
Technical Lead/Designer ERP < 5 yrs Onsite
Technical Lead/Designer ERP 5+ yrs Onsite
Technical Lead/Designer ERP < 5 yrs Offshore
Technical Lead/Designer ERP 5+ yrs Offshore
Infrastructure General Skills < 5 yrs Onsite
Infrastructure General Skills 5+ yrs Onsite
Infrastructure General Skills < 5 yrs Offshore
Infrastructure General Skills 5+ yrs Offshore
Infrastructure Niche Skills < 5 yrs Onsite

40

Rate
$ 81.50
$ 98.00
$ 28.50
$ 31.75
$ 71.25
$ 74.25
$ 25.25
$ 27.50
$ 71.00
$ 74.25
$ 25.25
$ 26.50
$ 72.25
$ 74.50
$ 26.50
$ 28.50
$ 82.50
$ 92.75
$ 28.50
$ 29.50
$ 70.00
$ 73.25
$ 24.25
$ 27.50
$ 77.25
$ 83.75
$ 28.25
$ 31.50
$ 95.25
$102.75
$ 31.25
$ 34.50
$ 97.75
$113.00
$ 33.50
$ 42.00
$ 92.75
$108.25
$ 31.50
$ 40.00
$ 69.75
$ 73.00
$ 24.50
$ 27.25
$ 82.00

41

Infrastructure Niche Skills 5+ yrs Onsite

Infrastructure Niche Skills < 5 yrs Offshore
Infrastructure Niche Skills 5+ yrs Offshore
Project Managers/Manager < 5 yrs Onsite
Project Managers/Manager 5+ yrs Onsite
Project Managers/Manager < 5 yrs Offshore
Project Managers/Manager 5+ yrs Offshore
Systems Analyst < 5 yrs Onsite
Systems Analyst 5+ yrs Onsite
Systems Analyst < 5 yrs Offshore
Systems Analyst 5+ yrs Offshore
Tester < 5 yrs Onsite
Tester 5+ yrs Onsite
Tester < 5 yrs Offshore
Tester 5+ yrs Offshore

$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

Table 4.1 - RATE CARD

Employee Name

Bill Rate

Lakshminarayana.Gv
Jay
Rama Tagore
Dhayalan Subbaiah
Lekha
Anandaraj Ramalingam
DineshKumar Jaladurgam
DivyaPrabavathi Asokan
Gokula Kumar
Hema Duraisamy
Jansimaruthuveni Nagarajan
Meharay Angaze
Prakash Jayapal
Kothandaraman
Santhi Priya C
Sapna Nagendra
Saravanan L
Vaishnavi Thiruvengadam
Joseph Santhosh
Vignesh Moni

$ 92.76
$ 110.19
$ 110.19
$ 112.75
$ 78.16
$ 26.91
$ 26.65
$ 26.65
$ 26.65
$ 26.65
$ 26.65
$ 35.97
$ 26.65
$ 26.65
$ 26.65
$ 25.36
$ 26.65
$ 26.65
$ 25.36
$ 26.65
Total

Inv. Amt.
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$

9,647.04
7,933.68
10,137.48
11,726.00
6,252.80
2,798.64
639.60
2,771.60
2,771.60
2,771.60
2,771.60
3,453.12
2,771.60
2,558.40
2,558.40
2,637.44
2,771.60
2,771.60
2,637.44
1,492.40

$ 83,873.64

Table 4.2 - Billing of the associates per month

41

88.25
29.25
32.25
74.25
79.25
27.25
29.50
68.00
71.00
25.25
27.50
61.75
65.00
24.00
26.25

Employee Name

Fig 4.1 Bar Chart - Billing of the associates

Cost cutting of Teamwise
$45,000.00
$40,000.00
$35,000.00
$30,000.00
$25,000.00
$20,000.00
$15,000.00
$10,000.00
$5,000.00
$0.00
Managers

Design Team Development

Team

Validation
Team

Redesign
Team

Fig 4.2 Bar Chart Costcutting of Teamwise

Based on the interview panel feedback and questionnaire prepared the team
members should be spitted as below.

42

Vignesh Moni

Joseph Santhosh

Vaishnavi Thiruvengadam

Saravanan L

Sapna Nagendra

Santhi Priya C

Kothandaraman

Prakash Jayapal

Meharay Angaze

Jansimaruthuveni

Hema Duraisamy

Gokula Kumar

DivyaPrabavathi Asokan

DineshKumar Jaladurgam

Anandaraj Ramalingam

Lekha

Dhayalan Subbaiah

Rama Tagore

Jay

$14,000.00
$12,000.00
$10,000.00
$8,000.00
$6,000.00
$4,000.00
$2,000.00
$0.00

Lakshminarayana.Gv

Inv.Amt

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43

Design
Team
Saravanan
Lakshmi
Jay
Dhayalan
Lekha

Development
Team
Kothandaraman
Joseph
Dinesh
Gokul
Prakash
Vaishnavi

Validation
Team
Santhipriya
Sapna

Redesign
Team
Mehary
Jansi
Hema
Divya

Managers
Anadaraj
Vignesh
Rama

Table 4.3 Teamwise associate split up

Based on the time spent for the task completion and their priority the below tasks can
be eliminated.

Table 4.4 List of tasks eliminated

By avoiding the above tasks sum of 2250 hours and $85075 of revenue wastage can
be avoided.
4.1.3 CHECKLIST
S.No
1
2
3

4
5

Checklist Description
Naming Conventions
Have you given the proper naming conventions for the documents created.
Have you given a proper naming conventions for the user defined variables
created.
Are the name of the variable is using any space or special character
While naming the documents or creating any objects in xPression (xDesign )
avoid using " "(Space) inbetween the letters. Instead use Underscore "_" e.g
"Document Description" - should be named as "Document_Description".
If the variable name is too long use "_" underscore to make it look simple. E.g
"Header and Footer" can be named as "Header_Footer".
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44

6
7

9
10
11
12

13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28

Through out the Document use the similar naming conventions to maintain the
Uniformity.
Have you initialized all the string variable as null and all integer and float variable
as 0
Have you given a proper name for section, Content rule, Content group and
content item
so that It will easily understandable by seeing the name
Page properties
Are you using the correct and latest dotm file for creating the documents in
xDesign.
Have you given the effective date correctly
Page set up Should be as per the Baseline document
Page margin should be as per the Baseline document
Header and Footer
Header and Footer set up should be same as of Baseline Document or the style
guide line provided.
Page numbers are populated as in the Baseline
Logo and Signatures
Logo size and position should be similar to the Baseline Logo Position
Exact logo should be placed as in the Baseline document
Exact signature should be placed as in the Baseline document
Signature size and position should be similar to the Baseline Position
Content check
Title, content and its style should be same as of the Baseline document
Dynamic Variables should be populated as per the Baseline document
Length of the Variables should be checked with Baseline
Static content and Dynamic variable spacing should be checked with Baseline
Spacing between paragraph lines and alignment should be similar to the
paragraph alignement of the Baseline document
Two column length and width of the paragraph should be similar to the Column
set up in the Baseline document
Ensure the start and end position of the words in the paragraph matches
with Baseline document
The alignment of the paragraph should be similar to the Baseline. Example:
Justification
Check for the date format (MM/dd/yy)
If the countersignature is appearing after the static content, check if it is at the
Bottom-Right position of the page (Just above the footer)
Tables

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29
30

31
32

33

34
35

36
37
38
39
40
41
42
43
44
45

46
47

Table Properties should match with Baseline forms

i. Column width
ii. Row Height
iii. Number of rows
iv. Font,Styles and Alignment of each cell
v. Cell Margin
All the cells in the table are filled with relevant information.
Design Check
Have you given a proper name for section, Content rule, Content group and
content item so that It
will easily understandable by seeing the name
Have you grouped all the content rules under a section rule which are having same
section criteria
If you have a very big criteria with many fields, Are you using any variable rule
to check the criteria
once and use that variable in all the place
If you are using more than one content group under a content rule, Have you given
the criteria for each content group.
Otherwise it will pick always first content group
If you want to make a section as backup Have you given the name of that section
as _bkp format.
If you are reading any field from secondary table Have you used read loop to link
the secondary table
with primary table before reading that field
If you are using read next have you checked eof condition for that table
Have you given a proper name for the label rule
Have you mentioned the criteria for goto rule, Otherwise it will go for infinity
loop.
If you are using any subdocument Have you checked whether mapping is correct
with main document
Are you using any shared rule in your design.
If you want to change anything in the shared rule Have you removed sharing the
rule as well as content before changing.
If you are using any external content Have you placed that content in the correct
path.
If you are using user exit, Have you checked to give the input as null
Are you using any section break in your design. If so have checked for the Header
and Footer (page number) printing approriately.
Handing Version control
For newly created documents, have you created the document version by giving
the respective effective date or width draw date?
Incase if your changing the existing document make sure to update the existing
version through the Manage option instead of creating a dulplicate or new version.
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If you are working on the existing document and if it doesnt have the document
48 version make sure you are creating the document version.
Preview
Make sure to verfiy the generate xml option is given "Yes" in settings.
(Navigation - Tools -> Options, you will get "xPression Design Options" dialogue
box in that goto "setting" tab " and select "Yes" for the Automatically Generate
49 XML option).
The above setting will save the time. Whenever you click on the preview tab it
50 will minimize the manual effort. This is just one time setup.
Output profile setting

51
52
53
54
55
56
57

Output profile settings given below are set as per the requirement
i. Output definition,
ii. Distribution definition &
iii. Stream definition
Output pdf should be placed in the respective folder as defined in the profile.
Business rule check
Business attributes are placed for the content
xRevise/xResponse
The form opened in xRevise/xResponse as designed and as in Basline document
The form is checked for Editable fields and non-editable fields/Content as in
Basline document
Template check
Check whether the update .dotm template has been mapped
XML/XSD/DRD
Check whether the latest xml, XSD and DRD are been used.
Table 4.5 _ Development Checklist
Redesign Checklists

S
No

Steps

Type of File

Step-1

All Files

Step-1

All Files

Step-2

All Files

4
5

Step-2
Step-2

All Files
All Files

Step-4

All Files

Step-5a

All Files

Checklist
Have you checked the Form Number whether it is
available for all forms in Forms Inventory
Have you checked the Forms count for User
Generated and System Generated forms
Have you checked whether valid legacy has been
provided for all forms
Have you checked the page count for the forms
Check whether the form is Static or Dynamic
Are you using proper template(Letter,Fax,Memo
etc) while creating the document
Have you checked the form contents, it should not
be repeated

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Get the review comments from Onsite and perform

fixes
Please perform Self Review based on the Forms
Design Checklist before sending the forms to
Validation Team
Are you using the Proper form number. Eg: " Bor6A"
Have you given the name of the document properly.
Eg: "Form Description_Artifacts Name_version"

Step-5b

All Files

Step-5a,Step-5b

All Files

10

Step-5a

All Files

11

Step-5a,Step-5b

All Files

12

Step-5a,Step-5b

All Files

Have a look at the complete form for any visible

mismatches/overlaps or other corrections

13

Step-5a,Step-5b

All Files

Review all the changes done in Mockups, which

should also reflect in Type Spec and Data-Field

14

Step-5a,Step-5b

All Files

Have you checked the image quality (Logo,Contact

Us icon,Important Message icon).

15

Step-5a

All Files

16

Step-5a

All Files

17

Step-5a

All Files

18

Step-5b

All Files

19

Step-5a

All Files

20

Step-5a

All Files

21

Step-5a

All Files

22

Step-5a

All Files

23

Step-5a

All Files

24

Step-5a

All Files

25

Step-5a

All Files

26

Step-5a

All Files

27

Step-5a

All Files

28

Step-5a

All Files

Style Tags(Style codes) should be aligned adjacent to

the text corresponding
Are you using the correct Style Tags(Style codes)
Check the indentation as per Style Guidelines
(Checkbox,Bullet List,Numbered List)
Are you using the latest version of forms for doing
fixes
Are you using the proper Return Address
Have you given the correct Process date Format. Eg:
December 26, 2015
Have you marked the Editable contents in red color
Have you marked the Dynamic/Editable contents in
blue color
Have you added the Country in Recipient and Policy
Holder details. Do not add country to Return
Address
Have you checked the space for Return and
Recipient address. It should be "Before: 0 pt, After:
0 pt and exactly at 12 pts"
Policy Information label should be consistent across
all forms and font size should be 12 pts
Check whether the Policy Information table has only
Policy Number or 2 column data(Policy No & Policy
Holder Details) or 3 column data(Policy No, Policy
Holder Details & Effective Date) and follow standard
table format for these columns
Have you checked the Table Properties(Column
Width/Height, Row Width/Height, Cell margin &
Font Styles)
For 2 column table Policy Holder details should be at
top row and Policy Number should come next

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29

Step-5a

All Files

Contact Us block icon and Policy Information label

must be in same line

30

Step-5a

All Files

Are you using the correct Phone Number in Contact

Us block whether it is for Agent or Insured

31

Step-5a

All Files

32

Step-5a

All Files

33

Step-5a

All Files

34

Step-5a

All Files

35

Step-5a

All Files

36

Step-5a

All Files

37
38
39

Step-5a
Step-5a
Step-5a

All Files
All Files
All Files

40

Step-5a

All Files

41

Step-5a

Data Field

42

Step-5a

All Files

43

Step-5a

All Files

Have you checked Operation hour timings, it should

be placed within brackets in Contact Us block. Eg:
(7AM - 7PM Central Standard Time)
Have you checked the thickness of solid line in
Contact Us block
Have you checked the font color and style for
Email/Website address
Have you removed the Agent fax/Insured fax after
the Recipient Address
Have you given the proper Data tag element for
dynamic variables
Have you checked the signature section whether it
is for underwriter or static(Your Hartford Service
Team)
Have you checked the space(5 pt) before cc line
Are you using the Checkboxes as interactive
Have you justified the body contents
Have you checked the Row height for
Phone,Fax,Email in Signature section(0.18)
Are you using Rationalized data tag elements for
Data Fields
Have you checked space after comma and full stop
in body contents
Have you moved the additional fields(Policy Term,
Policy Type, Premium etc) to Additional Information
table

Table 4.6 Redesign Checklist

Validation Checklists
S No
1
2
3
4

Steps
Step-6a,Step6b
Step-6a,Step6b
Step-6a,Step6b
Step-6a,Step6b

Checklist
Have you checked the naming conventions for File names
Have you checked the form Number
Have you checked the Form Contents
Check whether a Form is Static or Dynamic
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49

Step-6b

6
7
8
9
10

Step-6a,Step6b
Step-6a
Step-6a,Step6b
Step-6a,Step6b
Step-6a,Step6b

11

Step-6b

12

Step-6a,Step6b

13
14
15
16
17

Step-6a,Step6b
Step-6a,Step6b
Step-6a,Step6b
Step-6a,Step6b
Step-6a,Step6b

Have you checked the bolded text in between the content

Have you checked the space after "Comma" and "full stop"
Have you checked the Keep Together rule is followed
Have you checked the Style codes in Style Guideline
Have you reviewed all the positions of the Labels
Cross check the forms based on the legacy,Style Guidelines.
Comparing content present in both Old Legacy Form and Mock
Up Form using PDF comparator tool
Validation Team should cross check all the forms before
sending to Onsite
Please compare all the artifacts, there should not be any
discrepancy between artifacts.
Have you checked for Spelling mistakes
Have you checked the quality of the images
Have you checked standard format of Header and footer
Have you reviewed Data Tags in Dynamic Forms

Table 4.7 Validation Checklist

4.1.4 Standards and Guidelines

Form Development Guidelines
1) All labels should remain in static locations based on the original Product
Registry sample.
Examples Policy Number: <variable_data>
Effective Date: <variable_data>
Named Insured: <variable_data>
etc.

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2) Address content should condense based on the removal of blank lines

(variables). This would include return address, mail-to address or any address
content that may occur in the document body.

Assume that address block data is built as follows:

<NamedInsured>
<NamedInsured_2>
<Street>
<City><State><Zip>

And this particular policy does not have a NamedInsured_2 value. the
result would be
Andy Griffin
1 Griffin Rd.
Windsor CT 06095

Instead of leaving a blank line...(for the empty value)

Andy Griffin
1 Griffin Rd.
Windsor CT 06095
3) Content defined as Footers remain in static location. Typically includes data:
form number , "Print in USA",
Page Number 1 of 3, etc.
4) Headers remain in static location
5)

Overlay content space utilization should remain static.

When a form is

configured to use an overlay today the appropriate whitespace is available on the

underlying form whether or not the overlay content uses all of that space. This will
continue and will mean that underlying form content placed below where the
overlay content is placed will not be relative (will not move) based on the
contraction of the content above it.

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6) Paragraphs containing variable data should expand/contract based on the length

of the variable data. This might mean that sentences will wrap differently than
they do today and that is acceptable.
7) Arial font should be used across the board and should remain of the same size as
it is defined on the Product Registry sample (with the exception of item # 11
below) Bold and italic need to carry through as well.
8) Variable data can be identified using the tagged version of the form from
Product Registry, the tag mapping document and the Business Rules Center
(BRC).
9) Margins: top, bottom, right, left should be standardized to 1/2". The expectation
is that this will be minimally impactful. If reality during forms build becomes
different then we need to reconvene and discuss. If the application of these margin
requirements causes undesirable effects (example: content flowing to a new page
where it doesnt today, footers being overlapped, etc) then it is acceptable to adjust
paragraph spacing slightly during design time to make the appropriate adjustments.
Forms not reasonably adjusted should be brought forward for discussion.
10) Logo / Image Size logos and other images should be sized consistently across
forms within a category (example: large stag logo, small stag logo, etc).

We

should honor the logo dimensions provided with the logo itself - no resizing should
occur to attemptto align with individual form instances of the logos.It would be
appropriate to slightly relocate (under movement in any direction) a logo
position should it be necessary to facilitate a shared content item in a header.
11) Footers Font size can be adjusted upward to facilitate shared content. An
example would be one form having a footer with 9.5 Arial and another form
having the same footer but in 10 point. The 9.5 occurrence can be increased to 10
pt.

We should standardize on footer size and position for each group of shared

content. Use best judgement to size and place with consideration given to margin
and clear zone requirements.

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12) Page numbering - page numbering in the footer/bottom of page area (1 of n)

will remain specific to each individual form number vs. being applied at the
package level.
13) Page Break - honor existing page breaks from legacy. Content should appear
as it is currently paginated.

STANDARDS TO BE FOLLOWED WHILE DESIGNING

1. For one page document
a. Header and footer should be designed separately.
b. Body should be designed separately in different contents.

2. For more than one page document

a. Having logoonly in first page,
i. Create header and footer separately and body content separately.
ii. In the header and footer section enable Different in first page
option under design tab in first page and disable the option in
second page.

b. Having logo in all pages

i. Create header and footer separately and body content separately.
3. For designing purpose when you use table for alignments use it in appropriate
portions.
4. For positioning the labels in the page use tables.
5. Use the default page setup (8.5,11)
6. Use scaling option to fit the text position correspondingly.
7. For page number continuation use link to previous option.
8. For lines do not copy paste from word document insert using tables.
9. For address section, Insert all the fields in a single row using a table.
10. For dynamic variables in tables
a. Check the maximum value that could accommodate in a page.
b. Create separate content item for the variables population in the tables.
c. Use appropriate rules and logic for reading the tables.
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11. Make sure content overlap does not affect the other alignments.
12. Use paragraph options Line spacing exactly to fix the spaces between the lines.
13. Use before and after spacing for spaces between the paras.
14. Insert page X of Y format for footer and then do the corresponding footer setup.

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CHAPTER 5
CONCLUSION

5.1 SUMMARY OF FINDINGS

From the analysis below are the findings.

Detailed project requirement analysis was done.

Based on the scope of the project the flow of the project is streamlined into four
phases.

The tasks performed in the corresponding phases are determined.

Based on the results obtained from exit tests and interview sessions. The resources
are categorized into the corresponding team,

The bill rate of the individual members are also listed down.

Based upon the time consumed on the individual tasks and their priorities the
unnecessary tasks are eliminated.

By avoiding the unnecessary tasks sum of 2250 hours and $85075 of revenue
wastage can be avoided.

Standards and Guidelines are designed for all the phases of the project.

Checklists are built with the help of technical architects for quality deliverables.

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SUGGESTIONS
The project has to be categorized into four phases. So that the associates technical
capabilities and interests are considered while assigning the tasks. And elimination of
unnecessary tasks increases the budgeting of the organization.
Overall the phase wise split with the help of 5S Lean Methodology concept would help the
associates and well as the organizations to achieve their goals.

CONCLUSIONS
From the study, It is evident that the above process and split-ups can enhance the
productivity of the team as well as by using the standards and guidelines the quality of the
forms delivered will also be assured. This research highlights some of the unnecessary
tasks performed within the team thereby eliminating the same the budgeting of the team
can also be improved.
Thereby I conclude that if the management takes all the above mentioned suggestions the
process and the budgeting of the organization can be improved and I hope that
management will take these considerations.

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REFERENCES:
1. Lean Methodology: Selecting and Executing a Personal 5s Application Project
Author: Robert Landel (University of Virginia) Published on 28th March 2012

2. Lean Manufacturing process implementation and their case study Author: Rohit
Sharma (PEC University Of Technology), Harshit Srivatsava (PEC University Of
Technology) Published on 08th May 2010

3. Lean Manufacturing, Non Financial Performance Measures, and financial

performance Author: Rosemary Fullerton (Utah state University School of
Accountancy), William F. Wempe (Texas Christian University M.J. Neeley
School of business) Published on 19th December 2008

4. Factors affecting successful implementation of Lean Manufacturing Tools and

Techniques in the apparel industry in Sri Lanka Author: Niranga Silva ( Sri
Lankan institute of information technology) Published on 27th April 2011
5. Does Lean improve Labour standards ? Management and social performance
in the Nike supply Chain Author: Richard

Locke ( Brown University)

Published on 22nd September 2014

6. Current Trends on Lean Management Author: M. Shabeena Begam (PSG

institute of management) Published on December 2013

7. Implementation Plan of 5S Methodology in the Basic Surgical Instruments

Manufacturing Industry of Sialkot Author: Atif Qamar Malik (International
journals of Scientific & Technology Research ) Published on 9th September 2014

8. Challenges in Lean Implementation Author: Ana Valentinova Kovacheva Msc.

In strategy, Organization and Leadership Published on January 2010

9. Breaking the barrier of service hostility: A lean approach to achieve operational

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excellence Author: Mofizul Islam Awwal (MIP School, Politecnico di Milano,

Milano, Italy )

10. Breaking the barrier of service hostility: A lean approach to achieve

operational excellence: The roles of communication process for an effective lean
manufacturing implementation

11. A simulation-enhanced lean design process Author: Jon H. Marvel Gettysburg

College (USA) Published on April 2009

12. A case study of lean, sustainable manufacturing Author: Geoff Miller Grand
Rapids Chair Company (USA) Published on May 2010

13. Implementing Lean Manufacturing System: ISM Approach Author: Naveen

Kumar Maharishi Dyanand University Published on June 2013

14. Lean process management implementation through enhanced problem solving

capabilities

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