An integrated fleet support engineering and analytics center of excellence (CoE) re-imagined Data-to-Insight and insight to action processes with an unbiased approach that ensures that most appropriate combination of interventions - whether classic lean or cutting-edge machine learning - is aligned to maximize business outcomes faster. We call this approach Lean DigitalSM - a combination of design-thinking principles that focus on the end user, Lean principles, process-centric digital technologies, and domain knowledge. The solution involved:
Accelerated transition to an advanced operating model: A proven transition framework built on lean principles and process transformation expertise helped shift from multiple vendors to a CoE. This move involved a detailed failure mode analysis under which a series of soft launches were conducted before the actual start date, allowing the company to get exposure to a variety of real time scenarios. Within three months, the transition was completed with no surprises, the CoE along with a global delivery system was incorporated, and streamlined processed resulted in immediate efficiency gains as the earlier headcount of 100 was rationalized by 25%. Backups were created for more than 90 percent of the processes to ensure business continuity and more than 400 processes were documented.
Process transformation through KPIs tied to business outcomes: As the absence of KPIs had limited the company's ability to serve customers better, Genpact identified 12 key metrics taken from 400 different transactions that would be tracked on a weekly basis. These KPI's—which ranged from turnaround time for integration of engines into aircraft to ongoing day-to-day operations support—were based on what customers feel and wanted. The process transformation and governance for enhanced customer experience was based on Genpact's Smart Enterprise Processes (SEPSM) methodology. SEPSM focuses on identifying the critical factors that influence business outcomes and targets them to achieve maximum impact with minimum disruption using granular data analysis, sophisticated diagnostics and cross-functional benchmarks to maximize process effectiveness and the power of digital technology.
Application of Advanced Analytics and Process-centric technologies: In the area of alerts generation, advanced analytics algorithms and supervised machine learning techniques that correlated different parameters, based on our product and engineering knowledge (such as temperature with altitude) replaced the earlier methodology based on individual threshold parameters. This process change triggered more accurate alerts and reduced the quantum of false alerts.
Connecting the front and back-office: Manual processes for handling customer queries were streamlined and automated with text mining analytics while a robotic automation solution created auto responses which were accessible to all customers on a Web portal. This auto-triaging method combined with Natural Language Programming to generate responses accelerated the response rate for the more than 5000 queries received every month.
Streamlined information flows and data requests: Genpact helped create end-to-end process ownership providing a single cohesive interaction platform for company’s customers. For example, Genpact designed end-to-end processes for quicker integration of new aircraft. The earlier lengthy process that sought all the information from customers was shortened through a Web-based tool that pre-populated most of the required information, leaving only a few to be filled in by the customers. Further, more than 99 percent of engine changes were recorded within 24 hours.