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Engineer

D. M. A. E. C. Six Sigma Project Storyboard. Business – CMB : PCM Operations Project – Improving PCM Ops Productivity. Define. Champion Nilesh Parmar Head, HSBC INM Operations Sponsor Nilesh Parmar Head, HSBC INM Operations Green Belt’s

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  1. D M A E C Six Sigma Project Storyboard Business – CMB : PCM Operations Project – Improving PCM Ops Productivity Define • Champion • Nilesh Parmar • Head, HSBC INM Operations • Sponsor • Nilesh Parmar • Head, HSBC INM Operations • Green Belt’s • Pushpa Salian – Officer, PCM Remittances • Biju Francis – Manager, PCM Collections • Omkar Kamat – Officer, PCM Electronic Payments • Jai Kumar Menon – Officer, PCM Remittances Team Members – Bhagyashree Paralkar, Helen Mendonca, Rajit D’Souza, Devang Parikh, Hitiksha Lalwani, Ramkrishnan Nerurkar, Avinash Mazumdar, Jeeva Arjun, Meenakshi Katkar, Sharmila Shetty, Shankuntla Bangera, Smita Tawde, Jayanthi Rele, Kalayani Karindekar, Sumit Ingle, Shaju Nair, Mithila Bhosle. • Master Black Belt / Black Belt • Sudhanshu kwatra, AVP Six Sigma • Date of Start • May ’05 Measure Analyze Engineer Control

  2. D M A E C Business Case • Productivity Cluster Project Y Business Case (Why do we need to do this now ?): Payments & Cash Management(PCM) is a growing business and volumes are expected to grow by > 40% in ‘06. Processes in PCM Operations are a combination of paper / electronic input & manual / semi automated desks which are not equipped & streamlined enough to handle this volume surge. In such a scenario overall cost is bound to go up on account of additional headcount, increase in stationery consumption, manual processing leading to increase in defects & re work, poor customer service due to turn around delays leading to poor / inefficient internal processes 2005 scenario ! Increase in turn around time defects resulting in more complaints, re work & overall cost In a paper driven environment,as volumes go up,consumption of necessary stationery items surge resulting in increased cost Manual / broken Processing leading to increase in defects / re work Increase in incoming calls leading to increased work load in both upstream&downstream processes

  3. D M A E C CTQ Drill Down Tree - - Productivity Cluster Business CTQ Customer CTQ Project CTQ Process CTQ Volume / Error Proofing Cost Reduction Automated Processing Streamlined Process Flows Reduce Work Load / Re Work Superior Customer Service Ability of PCM business to handle volume surge with same or lower cost & streamlined processes - - Attractive PCM product Quicker / Error free product & service • Processing Time • No. of Investigations • Turn Around Time defects • Incoming calls • Stationery consumption General Specific

  4. Problem & Goal Statement How good are we today and where we want to be ? Project Title / Desk Baseline DPMO Problem Statement Project Target Six Sigma Way ! Reduction in no. of Investigations Average 1029 investigations are received monthly of which 91% are queries 750 / Month 8137 Productivity Improvement Reduction in incoming calls at officer’s desk Average time spent by a Officer is 114 minutes. Avg. call volumes is 270 45 min. / Day on taking calls 10,00,000 Reduction in ECS processing time Avg. processing time in Min.; SO & BA ECS Credits – 90 & 25 SO & BA ECS Debits – 174 & 65 60% reduction in processing time 10,00,000 Reduction in outward remittance processing time Average processing time in Min.; SO – 4.75 hrs. BA – 14.9 hrs. 40% reduction in processing time 10,00,000 Reduction in upcountry cheque TAT defects 31681 TAT defects out of 84672 Qkcollect cheques 50% defect reduction 373,937 Avg monthly spend–INR12,30,000 Paper RIMS – 412 RIMS Cartridges – 11 Deposit pads – 1040 Reduction in stationery consumption 25% reduction in consumption 674,270 Using Six Sigma to improve customer experience & build strong internal processes (4)

  5. D M A E C CTQ Drill Down Tree - - Productivity Improvement Project Y Reduction in Upcountry cheque TAT defect count (Project X5) Reduction in incoming call’s at staff officer’s desk in remittances (Project X2) Reduction in No. of Investigations in Remittances (Project X1) Reduction in Electronic clearing services processing time (Project X3) Reduction in Outward Remittances Processing time (Project X4) Reduction stationery& courier consumption (Project X6) Collections Payments • Planned Start Date – Apr ‘05 • Planned Completion Date – Dec ’05 • Actual Start Date – May ‘05 • Planned Completion Date – Mar ‘06 ** Note : All 6 DMAIC projects were kicked off in May ’05 at different dates. All 6 projects were completed at different dates in Mar ’06 as against planned target of Dec ‘05

  6. Reduction in No. of Investigations (6)

  7. D M A E C Reduction in No. of Investigations in Remittances Gage Study • Unit of Measurement • Output – Investigation Case/Resolution provided • Unit – Each Investigation cases Specifications / Defect Definition Defect definition : No. of Investigation cases (Query/Complaints) in a month crossing the Upper Specification Limit of 750 • Operational Definition • Investigation Case – Query / Complaint received from End customer / Internal staff on Inward / Outward Remittance. • Various input channels are ; TELEX, LN, Call, ED,E-mail, Letters • New categories updated on E-Form • Users while entering investigation details on E-Form, choose the new Query / Complaint category Result :Gage Passed Sample Size = 25 Errors = 1 Reproducibility = 96 % Accuracy = 95% As Is Process Mapping

  8. D M A E C Reduction in No. of Investigations in Remittances

  9. D M A E C Reduction in No. of Investigations in Remittances Sl. No. Name of ‘X’ Description of ‘X’ X1 Query Investigation resulting in due to customer asking query on Remittance request sent to HSBC. (Lack of training in Call Center, Dispatch details of Inward TT’s,Cheque Status,Re design of Payment Instruments,Non receipt of Funds, Dispatch details of Internet Banking,Expected Date of Credit, Tariff) X2 Advices Investigation resulting in due to incorrect Preparation of advices which are part of Remittance request received by the customer. (Manual filling of Envelopes, Instruments sent by post have no record, Default Values) X3 Errors / Complaints Investigation resulting due to Remittances Request not processed correctly. (Debit/Credit to wrong A/C, Wrong details captured on system,Mismatch of Names & A/C, Duplication of Outward,Dispatch errors) X4 Delay Investigations resulting in due to delay in processing of Remittances request sent by customer (Inward / Outward Remittance).(Disposable Instruction,Absenteeism, Delay in transit time, No cover received,NNCT approval not received, Incomplete information,System Incompatibility) X5 Courier Investigation resulting in due to Courier / Dispatch errors, courier information not Available & courier not delivered on time. (Address not complete, Courier not delivered on time, Site not updated)

  10. D M A E C Reduction in No. of Investigations in Remittances Current Procedure Improved Procedure • Increased no. of Investigation cases are received for TT information, DD & CO Status, Expected date of credit, Tariff Charges & Dispatch details of Instruments. There is currently no automated system is place which displays the information automatically in a structured manner. • Contact Center in turn sends the request to Investigation desk to get the required information. • Swift MESSAGES are received from group officers to seek the required information • Build a online search feature on HSBC Intranet where all information pertaining to TT/DD/CO/RTGS/EFT is available in a customized way • INM Online search created on Ehelpline. Currently under UAT • Separate link to be created for group officers outside India. Information pertaining to officer’s country will be available for viewing. Easy & Customized Access of Information at all levels is the key !!

  11. D M A E C Reduction in No. of Investigations in Remittances Current Procedure Improved Procedure • Advices form a major part of the Remittance services offered to the clients. On an average 70-80 • Advices are sent to clients. These advices are sent manually and often incorrect advices are mailed resulting in a • Investigation case. Further advices are sent by post which have no record which leads to further increase in Investigations • IRTT / ORTT advices to be generated and emailed automatically. • Email addresses and advise details to be picked from HUB and stored in a source file. • Source file to be uploaded in a automated package in a pre defined frequency. Outward Advice Inward Advice

  12. D M A E C Reduction in No. of Investigations in Remittances Current Procedure Improved Procedure • CSR’s and Branches are not equipped to handle Investigation cases at their end and as a result the case is transferred to Investigations team. • CSR’s and Branches have the access to HUB screens and can access the required information at their end. • Contact Center reps trained on IRTT / ORTT / EFT / Local Payments / Salary Processing by officers in REMS • CC staff answering queries based on training received and information available on new PCM Enquiry portal Contact Center Training Approach Reduction in Queries handled By Investigations desk Enquiry Screen on Portal Call routing to CC through Voice message on extensions Training Quiz Ensuring teams become self sufficient in handling queries through structured training / Quiz / SOP’s !!

  13. D M A E C Reduction in No. of Investigations in Remittances Current Procedure Improved Procedure Investigations desk receives queries from contact center / braches in basic product information. Lot of time is spent each day in giving this information. • PCM Enquiry portal built on HSBC weconnect which has following • three categories ; • Product Enquiries - Provides list of frequently asked questions about a critical product with screen shots of HUB screens. • Process Maps - Visio based process maps for each product. • Turn Around Time - SLA's for REMS, PCM Collection and Bulk Payments products.

  14. D M A E C Reduction in No. of Investigations in Remittances EForm – Online Investigations Tracking system as per Staff requirements • Search functions Giving the Case reference number and Giving the Amount. • Option to select all transactions under "deposit slip no/case number" at one go. • Should not give run time error when capturing the case details. • When reference no. is inputted in the E Form if the system has a previous entry under the same reference no. it should given a alert. • The system should have a facility to copy paste similar transactions during capturing of details. • E form should have a facility to calculate the total number of cases under the same reference number (eg If one case has 12 cases that needs to be investigated the EFORM gives the total as One, This should be changed so that the system can give the correct totals.) • E form should be able to populate fields from R9223(HUB Screen) and respond directly through E-mail / Letter.

  15. D M A E C Reduction in No. of Investigations in Remittances $19,333 Six Sigma Benefits

  16. D M A E C Reduction in No. of Investigations in Remittances Investigations – Control Plan Control Plan adherence is the key to sustained performance !!

  17. Reduction in incoming calls at officer’s desk (17)

  18. D M A E C Reduction in incoming call’s at Staff Officer’s desk • Unit of Measurement • Output – Time spent on Incoming Call • Unit – Average Call time per Day per SO As Is Process Mapping Specifications / Defect Definition Defect definition : Any SO whose average time spent on taking incoming calls crosses 45 min. / on any given day Operational Definition • Average Time spent by a SO on taking incoming calls related to answering queries for different remittances products each day. • Average Time Spent on Calls / Each SO to be taken out from PABX automated reports. Gage Study: Extension Wise Queries List : Data for Inward calls is recorded on EPABX and data can be pulled out automatically through call reports per extension. Sampling Plan: • Precision range – 3% • Populations Size – 6946 (Average Monthly Call volume) • Defect Rate – 5% (Standard Assumption) • Sample Size – 203 Calls (Large Population)

  19. D M A E C Reduction in incoming call’s at Staff Officer’s desk Pareto analysis / Brainstorming tool used to arrive at right analysis / critical factors Problem

  20. D M A E C RightFax is a Windows 2000/2003 based fax server that emulates a print queue. When the server receives a document to fax, it calls one of 8 separate rendering lines. The server decides automatically which conversion engine to use based on the format of the submitted document and the installed conversion capabilities. After conversion to fax format, the server examines the destination fax number and compares it to a list of customizable dialing rules. Depending on the dialing rule matched, the fax is then transmitted via the local phone lines or the RightFax IP fax network for transmission. Reduction in incoming call’s at Staff Officer’s desk Current Procedure Improved Procedure REMS receives 250-300 faxes daily. There are currently 4 fax machines in the process Rightfax implemented in the process. Fax’s are received on line on user’s PC through right fax application. Direct reduction of paper / cartridge / fax machine maintenance

  21. D M A E C Reduction in incoming call’s at Staff Officer’s desk Three Phases of Call Routing to Contact Center 4 6 5 1 2 3 6 8 9 Meeting with Contact Center Process Owner Agree on Call Routing and decide on 1st phase of extensions to be transferred Contact Center to speak to Telecommunications team to route calls Set up a Escalation extension for Contact Center queries Extension 7073 / 7603 / 7109 Training / Quiz for Contact Resources on ORM Extension 7103 / 7602 Extension 7606 / 7404 Establish Separate line for PCM Corporates Phase I Phase II Phase III • Route Salary processing, Direct Credit, EFT, ECS and RTGS extensions. • Establish a separate line for Corporate customers. • Separate IVR option and queries handled by a specialized unit • Route Inward Processing, FIRC and Investigation extensions. • Train Contact Center personnel on ORM and route ORM calls, BCC, SI and funding extensions • Setting up framework for Call Routing to Contact Center • Liaise with Process Owners and agree on need to route • Work out telecommunication requirements for routing. • Voice message activated on extensions

  22. D M A E C Reduction in incoming call’s at Staff Officer’s desk Current Procedure Improved Procedure Outward related calls contributes to 6% of the total calls in Payments. Currently no information / unstructured information is available on documents required for Outward TT applications. ORTT Check list created and uploaded on PCM Enquiry link.

  23. D M A E C Reduction in incoming call’s at Staff Officer’s desk Pilot Result :

  24. D M A E C Reduction in incoming call’s at Staff Officer’s desk $14,000 Six Sigma Benefits

  25. D M A E C Reduction in incoming call’s at Staff Officer’s desk SO Call’s – Control Plan Control Plan adherence is the key to sustained performance !!

  26. Reduction in ECS Processing Time (26)

  27. D M A E C Reduction in ECS processing time Gage Study: • Unit of Measurement • Unit of Measurement : Time to complete ECS Debit / Credit Request • Output : Credit to Customers A/C & Reject to RBI • Specifications / Defect Definition : Day where total processing time is ; Staff officer ; • ECS Credits > 36 min. / day and 69.6 min. / day for ECS Debits. Banking Assistant ; • ECS Credits > 10 min. / day and 26 min. for ECS debits • Data validation exercise was carried out to check for data collected in Define phase. Process steps were defined based on As Is Process Mapping done in the earlier step. • Time was tracked for each step by BA’s / SO’s for 6 day’s for BOM area. • Average time was taken based on time captured in Excel Notes • Tracking system(excel sheet) put in place to track processing time. • No reproducibility / Repeatability is possible as the activities cannot be repeated twice. • ECS / EFT transactions are received in a batch (Excel sheet) and there is no piece by piece transactions. > 90% of activities are completely manual 80% Non value added activities As Is Process Mapping

  28. D M A E C Reduction in ECS processing time ECS Debit ECS Credit X’s Value Stream Mapping done to identify bottlenecks & non value added activities : ECS Debits : • Multiple queries from Branches / Customer • Inconsistency in Rejects procedure • Standardization of special instructions • Incorrect A/C No. ECS Credits : • Inconsistency in Rejects Procedure • Multiple queries being asked at the time of processing • Incorrect A/C No. • GL A/c not getting Auto Posted • RBI File

  29. D M A E C ECS Referrals - Categories n=576 576 100% 99% 90% 504 80% 431 432 75% 70% 360 60% No. 288 50% 40% 216 30% 142 144 20% 72 10% 3 0% 0 Do Not Debit ECS Payment Upper Limit Buckets Reduction in ECS processing time Current Procedure • Improved Procedure • Data on past narrations was collected and narrations were standardized for ECS Debit instructions. Categorization was forwarded to CAS for upload on system centrally.  • Narrations updated / standardized for all 721 accounts on system. • Referrals are sent by branches and contact centers for ECS debit instructions. • Narrations of referrals are not standardized and takes time to sort these referrals for taking action. • Do Not Debit – Company Name – Account No. • Payments - Company Name • Upper Limit - Company Name - Amount Narrations Standardized

  30. D M A E C Reduction in ECS processing time Current Procedure Improved Procedure Exception report is generated from HUB which is converted into excel format manually. Changes are made to converted excel sheet and ECS Debit rejects are manually passed on RBI software. RBI software creates RBI text file which is uploaded on RBI internet site. RBI rejects converter for ECS Debits built which converts the exception report into excel format automatically. Converted excel sheet is further converted into RBI rejects file / output file which is stored in a pre defined folder automatically. Converter matches HUB reject codes with RBI reject codes automatically and creates RBI approved . INI text file. File is then uploaded on RBI site by the officer. New Automated RBI Rejects File Converter Exception report generated through Hub is automatically converted into excel format Converted excel file is inserted in the converter to convert it into RBI approved text file. RBI rejects file / Output file is stored in a pre defined folder automatically & uploaded on RBI site Automation leading to Reduced Processing Time !!

  31. D M A E C Reduction in ECS processing time

  32. D M A E C Reduction in ECS processing time $9,000 Six Sigma Benefit

  33. D M A E C Reduction in ECS processing time ECS Processing Time – Debits / Credits Control Plan adherence is the key to sustained performance !!

  34. Reduction in Outward Remittance Processing Time (34)

  35. D M A E C Reduction in Outward remittance processing time Gage Study: • Unit of Measurement • Output – Telegraphic Transfer / FCY DD sent • Unit – Each ORTT application • Data validation exercise was carried out to check for data collected in Define phase. Process steps were defined based on As Is Process Mapping done in the earlier step. • Time was tracked for each step by BA’s / SO’s for 10 day’s for BOM area. • Average time was taken based on time captured in Excel • Specifications / Defect Definition • Defect definition : Total Time spent by ORTT team on • Processing ORTT application crossing 14.75 hrs. / day(BOM Only) Notes • Tracking system(excel sheet) put in place to track processing time. • No reproducibility / Repeatability is possible as the activities cannot be repeated twice. > 75% of activities are completely manual 70% Non value added activities As Is Process Mapping

  36. D M A E C Reduction in Outward remittance processing time • Total Time spent by BA’s on ORTT Processing --- 9.58 Hrs. • Total Time spent by SO’s on ORTT Processing --- 14.75 Hrs. Value Stream Mapping done to identify bottlenecks & non value added activities : X’s • Manual Processing of TT’s / FCYDD’s • Outward Documentation • ORTT Advises • Procedural Delay’s • Multiple Query Handling • Capturing of details in ORTT register • 100% Quality Check • Repairs

  37. D M A E C Reduction in Outward remittance processing time Current Procedure Improved Procedure • Processing of Outward Remittance messages is done on B61 on HWS. Various fields are populated with details like account number, exchange rate etc. • Branches forward the application to PCM Back office thus increasing the TAT. • Messages need to be reviewed / verified against DML sheets • Auto Pay package developed for ORTT bulk requests. Clients fills up a pre formatted excel sheet with ORTT details and emails it to processing unit • P11 and P2 screens on HUB are used for ORTT processing • Excel file received from clients is uploaded in the automated package and P11 and P12 screen are populated automatically with the necessary details • Approval on H21 and P5 screen happens automatically. Package being used for Bulk TT / DD request only which contributes to 39% of the total volume received for ORTT Select Multiple TT / DD option as per request Upload the excel sheet and Processing happens automatically Login to Auto Pay Package

  38. D M A E C Reduction in Outward remittance processing time Current Procedure Improved Procedure • GWIS work flow implemented in PCM REMS. • Applications are received in branches and are sent to CRU for scanning. • Images are received on staff terminals and processing is followed. • Applications are received at the branches and are then sent to PCM back office for processing. Sorting, stamping, entering details takes place in PCM back office resulting in increase in processing time • Manual work flow results in Duplicate processing, procedural delays & increase in processing time per application ORTT Images for viewing on terminals GWIS Work flow – Managing Ques

  39. D M A E C Reduction in Outward remittance processing time Current Procedure Improved Procedure • Current ORTT form does not have the important fields which are necessary for straight through processing. Staff has to get back to the client to get the necessary information. • Forms filled in running handwriting which cerates lot of ambiguity when the application is received in back office. As a result there is a increase in processing time. • Blocks added to fill the fields to avoid any ambiguity. • SORT Code, IBAN Code, SWIFT and FEDWIRE code fields added to get complete information on necessary bank codes • One more sheet added to existing ORTT form which has list of important documents required for complete ORTT processing • Layout of the form changed which is as per appearance of HUB fields New ORTT Form Old ORTT Form

  40. D M A E C Reduction in Outward remittance processing time X axis - Tranx Y axis – Time in Min. Target Avg. / Tranx – 7.30 Min. Control Avg. / Tranx – 5.21 Min. Baseline Avg / Tranx – 12.16 Min. X axis - Tranx Y axis – Time in Min. Target Avg./Tranx – 4.43 Min. Control Avg./ Tranx – 1.67 Min. Baseline Average / Tranx - 7.37 Min. X axis - Tranx Y axis – Time in Min. Target Avg./Tranx – 2.87 Min. Control Avg./ Tranx – 3.54 Min. Baseline Average / Tranx - 4.79 Min. Benefit $15,000 Six Sigma Benefit

  41. Reduction in TAT defects of up country cheques (41)

  42. D M A E C Reduction in up country cheque TAT defect count Gage Study: • Unit of Measurement • Output – Liquidation of Qkcollect Instrument • Unit – Each Qkcollect instrument Data for TAT of Qkcollect is automatedand is available from Cash In System. Liquidation Date – Deposit Entry Date = Turn Around Time Specifications / Defect Definition Defect definition : Any Qkcollect instrument where TAT > 21 days As Is Process Mapping

  43. D M A E C Reduction in up country cheque TAT defect count Phase – 2- Analyze There is a statistical difference between Pre and Post Improvement Target as P value (Probability) < 0.05

  44. D M A E C Reduction in up country cheque TAT defect count Current Procedure Improved Procedure • 1 Outsourced staff was hired to do a one time clean up exercise on cash system. • Duplicate Bank – branch locations were identified and deleted from cash in system. Total of 538 duplicate locations disabled on cash in system • Qkcash locations were also compared with Qkcollect locations to see of Qkcash location existed in Qkcollect location list. Total of 137 duplicate locations disabled / modified. • Duplicate bank – branch locations exists in cash in system. Data entry operations pick up wrong location and results in Not Drawn on us cases. Data entry errors • made due to wrong location contribute to 83% of the total errors. • NDUS cases contribute to 84% of the total return cases 675 Duplicate Locations Disabled / Modified Duplicate Location disabled on Cash In System System Clean Up leading to Mistake Proofing !!

  45. D M A E C Reduction in up country cheque TAT defect count Current Procedure Customer Inward Desk Data Entry Dispatch Desk Improved Procedure Improved Step Improved Step Improved Step BOM BOM, BGE, MDR and NDH Putting Quality Check procedures in place !!

  46. D M A E C Reduction in up country cheque TAT defect count Current Procedure Improved Procedure • Identified locations where the instrument liquidation for most of the cheques is happening after 22 days. • This analysis has been done by taking liquidation data for the month of Dec 2005 and Jan 2006. • According to this analysis, pro active follow up is to be done on these chronic / problematic locations where liquidation generally happens > 21 days • Currently follow up for Qkcollect instruments are done after 21 days and by then TAT has already been missed Locations where liquidation happens after 21 days Setting up pro active procedures for quicker liquidation !!

  47. D M A E C Reduction in up country cheque TAT defects Benefit-- $30,222 Baseline DPU Sigma – 1.82 Baseline DPMO – 373937 Achieved DPU Sigma – 2.17 Achieved DPMO – 251,614

  48. D M A E C Reduction in up country cheque TAT defect count Qkcollect TAT Defects – Control Plan Control Plan adherence is the key to sustained performance !!

  49. Reduction in stationery consumption in collections (49)

  50. D M A E C Reduction in stationery consumption in collections Papers – Measurement System : As Is Process Mapping Unit of Measurement : Each Paper RIM Output : Paper Consumption Specifications / Defect Definition : Month where total Paper consumption > 309 RIMS Gage Study: • Gage done by picking 15 random LN’s which has the consumption category and consumption no. of Stationery requested. • Details of Consumption category and no. in LN matched with that of Invoice to check for gage discrepancies. Same checked by a second operator Pads – Measurement System : Unit of Measurement : Each PAD Output : PAD Consumption Specifications / Defect Definition : Month where total PAD consumption > 780 Envelopes – Measurement System : Unit of Measurement : Each Envelope Packet (Per 1000) Output : Envelope Packet consumption Specifications / Defect Definition : Month where total Envelopes consumption > 16,988 Cartridge – Measurement System : Unit of Measurement : Each Cartridge Output : Cartridge Consumption Specifications / Defect Definition : Month where total cartridge consumption > 8 Courier Packets – Measurement System : Repeatability – 100% Reproducibility – 100% Unit of Measurement : Each courier packet Output : Courier Packet receipt Specifications / Defect Definition : Month where total courier packets consumption crosses > 41,556

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