Aditi Tiwari

1. Situational Leadership

2. Project Management

3. Prosci Change Management

4. Crucial Accountability

5. Insights

6. Lean Six Sigma

7. Six Sigma black Belt

8. Project Leadership

PROJECTS:

Encore Capital Group

• Unable to Locate all PODs: ~3000 unidentified documents in all state W Drive folders and there was no process around to clear those pending accounts. Apparently, I discovered that due to lack of clear roles, responsibilities and process the accounts were not being worked. The accounts were a mixture of hearing/ono hearing documents that need to be identified on ILMS, DM, and R2K to build similar process as GDS to avoid future risk of missing documents, missing TAT, legal penalties, and financial loss Solution. Audit ~3 hearing/non hearing documents on DM, R2K, and ILMS. Build process around hearing/non hearing documents in terms of checking the documents through DM/R2K/ILMS. Accounts located as LO will be sent to attorney outsourcing team for review. Accounts located as hearing/non hearing will be discussed for further course of action. Trained calendaring team on how to use DM/R2K for locating accounts
• Interact by Blue Prism: ~Number of documents coming as exceptions to be worked manually. As the court documents and formats keeps changing it was an ongoing process to map the documents for RPA throughput to be intact and to remove manual interventions. Scanning documents manually still had a lot challenges like, missing documents, coding the documents incorrectly. This had a huge financial impact, FDCPA violations, law suits against the company and attys losing their license temporarily or permanent Solution: First install the software to test if that supports our system and see what all IT approvals would be required. Once that was done, requirements were shared with the RPA team, oldest documents to show 1st as the documents were time sensitive, if the codes are incorrect error msg should pop up. A separate folder to move exception documents automatically that required GM or atty review. No access to any folders except Interact so that issue of missing of document
• Wrong file name in ILMS comments | Shared File Na me | Actual Scanned file name I scan type: The naming convention of the documents changes post scanning them into the ILMS. Therefore, we cannot locate the documents in W: Drive if any error occurs in ILMS post scanning. We cannot identify if the document was scanned through batch scan or quick scan Solution: With the collaboration of IT, we were able to map the W: Drive name into ILMS post scanning. Changes were made into the ILMS to identify if the documents were scanned through batch scan or quick scan.
• IT Solutions: GDS Allocation, Inflow, and Outflow Mapping: GGN team has a manual allocation/tracking process which exposes MCM. DOCs been moved to Completed folder in error (Tagged as Completed) DOCs been incorrectly moved to wrong folder leading to delays in processing. All above leads to consumer dissatisfaction, complaints/lawsuits against MCM & violation of rules & regulations set by Governing bodies (FDCPA, CFPB etc.) for organization engaged in Collections. GGN GDS requires queue-based task processing which will involve core support from IT: Approximately 65% inventory does not have ILMS file number & below are the requirements Governance on Incoming volume i.e., comprehensive view/reporting of volumes received across Legal Collection (W:) & Outlook Mailboxes + comparison Approximately 35% inventory do have ILMS file number & below are the requirements: o DOCs marked with ILMS file number to be auto scanned in ILMS with a specific DOC ID which generates workable task for GGN GDS
• GDS Unable to Locate: There were ~8300 unidentified documents in all state W Drive folders and there was no process around to clear those pending accounts. The undefined process led to significant delays in processing/uploading these documents and has potential consumer impact and accounts moving accurately in the litigation cycle, etc. Audited ~7.5 documents single handily on DM, R2K, and ILMS. Process built around UTL documents in terms of checking the documents through DM/R2K regularly. Accounts located as LO are sent to attorney outsourcing team for review. Accounts that are located through DM, R2K and ILMS and archived post legal review. Best Practices SOP was created by L&D for better auditing purpose.
• Production Quality Management (in flow and out flow): The PQM tool is designed to track the inflow in the process. The tool needs to run every day to pull date-wise the number of files placed in each state folder. The application is designed in a way that if the documents sent to us by court/attorneys were within TAT. It tracks the inflow, outflow, worked and unworked documents. Out Flow: Issue: We did not have any process to the outflow of the work received. It was difficult to track whether the number of documents received on a particular day was scanned within TAT or the TAT was missed, or the documents were moved without scanning. This process is currently done manually Solution: Working with PQM to build a tool to track outflow of the documents received verse scanned. The tool will also be designed to capture all the documents scanned by an ISP to track their work and help create a better production and reduce manual efforts and compliance risk.
• Process Server Integration (PSI): IL shared mailboxes had disconnected in getting Summons to Process Server for e-courts. Therefore, the inboxes needed to be restructured. Additionally, there were multiple owners in an inbox that created problem while working. In a few states GDS had to manually save data on excel post scanning SCP4 to ensure accounts are worked timely. GGN-Pre-Suit owns responsibility for e- filing, but e-mails go to Inbox, managed by GDS. Align Legal, then Pre-Judgment and Post-Judgment Ops. Receive emails and reassemble Suit & Exhibits into SCP4 and create new DOCID for Summons. Create/check workflow to trigger appropriate task. A separate Suit and service folders were created for GDS team to work on SCP4 documents. Task were built and checked if it triggered appropriate workflow. Task helped in removing manual efforts done by GDS
• Optical character recognition/robotic process Automation: It’s a completely manual process and documents are worked manually by the agents that have a high risk of missing documents, missing TAT, legal penalties, and financial loss if documents as missed updating crucial case-related information. In discussion with attorneys, we are building a process that would read (OCR) and work on it automatically (RPA). We are work for 21 US states and currently, we have successfully launched the process in 2 states Solution. Currently we are live in 10 state folders with approx. 75% above accuracy and 2 state inboxes with approx. 95% accuracy. Saved approx. 6 HC that were utilized to perform manual work. This has reduced risk of missing documents, missing TAT, legal penalties, and financial loss if documents as missed updating crucial case-related information. Tasks are built to work on accounts that needs manual innervation and has high risk on consumer compliant
• Document ID issue and automation of additional tasks: The documents we work on have different codes to upload on ILMS (Internal Legal Management System). Different states use different codes and task for the same legal documents. The project was successfully closed after meetings and follow-ups with the SMAs (State Managing Attorneys), RMA (Regional Managing Attorney), and Attorneys to work on making the same codes for same all states. All additional tasks were identified and with the help of IT we were able to automate all the additional tasks. It helped in reducing production time and chances of error. Receiving duplicate documents: Process improvement and employee amplification
• CSR activity

Concentrix Daksh Services India Pvt. Ltd

• Process improvement: improved TAT (turnaround around time) by 50% in a span of 1 month through suggesting ideas, discussing, and implementing best practices with management. Reduced customer complaints through analysis of customer requirement by Root Cause Analysis of complaints to increase productivity and level of customer satisfaction
• L&D and NGO
• Training Module Change: Worked on several process improvement ideas for operations to improve on accuracy and AHT for the Associates o Different lined processes were unified; Process training was changed from 1 month to every 2 months to improve the quality. Successfully managed contracts and SOPs for clients.

Aegis BPO Limited

• U.S. visa help was successful and had the highest customer satisfaction level in Noida. Thus, multiple interactions with the client and sharing necessary reports and analysis It was decided to launch the Nepal U.S. visa customer support in Noida. The process was measured by forecasting the following: chat, email, and calls. Cost setting and headcount are required. Hiring, training, and quality. Data analysis and management, reporting, and continuous process improvement challenges.

Dugar Overseas India Pvt Ltd

AAHAR - International Food & Hospitality Fair: Handling manager in the yearly exhibition, AAHAR - International Food & Hospitality Fair