MYRON D’MELLO

Highlights:

• Head the Kaizen drive PAN India that delivered over 5M USD savings over 5 years
• Overall Project Benefits: 8960 Man Days saved
• Drafted the Quality Manual for Mahindra Finance based on ISO 9001:2015
• Represented the 4 Management Process during “The Mahindra Way” Cycle X Assessment.

Projects Completed:

• Reducing Loan sanction TAT from 15 Days to 10 Days for 94% of cases for the Business Enterprise function
• Improving TAT for Bill Discounting from 3 Days to 1.15 Days
• Improvement in collection efficiency by implementation of daily work management.
• Reduction in complaints related to ‘No Objection Certificate’
• improving success rates for On-Line Payment for loan customers

Daily Responsibility:

• Develop employee capability on TMW philosophy
• Engage with the Department heads / Quality Champions / Zonal Heads from the concerned departments to adopt TMW practices.
• Work closely with the QCs to identify pain areas or areas of improvement
• Anchor high-impact transformation projects
• Identify Quality related training needs and facilitate to conduct/arrange the training
• Liaison with other departments/vendor to enable recognition of employees participating in improvement initiatives
• Liaison with QCs / Senior management to improve employee participation in Kaizen submission, Local improvement projects, process standardization
• Look for opportunities to adopt best practices related to quality initiatives
• Streamlined operations by implementing efficient processes and standardizing procedures across departments.
• We have reduced operational costs by effectively managing resources, budgeting, and cost-saving initiatives.
• They are coordinated with cross-functional teams to optimize workflow efficiency and data-driven decision-making.
• Implemented quality control protocols to minimize errors and ensure adherence to industry standards.
• Mentored junior staff members, fostering an environment of continuous learning and professional development.
• Facilitated the implementation of new technologies to drive innovation within the organization while maintaining operational excellence.
• Directed risk management efforts by identifying potential threats, developing contingency plans, and implementing preventive measures to mitigate risks.
• Monitored compliance with various types of regulations to avoid RBI penalties.
• Strategically coordinated operations according to objectives and capabilities, effectively allocating resources to meet demands
• Improved compliance by developing and implementing comprehensive policies and procedures.
• Conducted thorough audits to identify areas for improvement in regulatory adherence.
• Enhanced company reputation by ensuring strict compliance with all applicable laws and regulations.
• Collaborated with cross-functional teams to address any identified compliance issues promptly.

Highlights:

• Chair weekly ‘5 Why Analysis’ meetings ensuring continual improvements on issues raised by the business & Customer feedback
• Monitoring transactional quality daily, to ensure that we deliver an accuracy of 99% or more to our customers
• Drive and implement corporate quality (ISO 9001:2008) throughout the organization
• RPA Projects: To eliminate repetitive manual steps in the life cycle of a transaction (candidate communication on Missing information and result upload) to reduce FTE cost. Collective saving of 26 FTEs across all BOTs
• Platform Migration: Successful transport of existing client base to a new platform improving client/candidate experience and reducing staff cost. Staff efficiency improved by 30% resulting in a 300 FTE saving withing the US Verifications process.

Achievements: Redesigned the entire framework for the Global Quality & Training Team spanning India,

Philippines, United Kingdom, USA & Canada.

• Improved productivity by 300% in the Order creation process
• Providing Quality plan of actions for operation, driven by Root Cause Analysis
• Managing the training team that delivers customer service training in terms of productivity, appropriate lesson plans, and refresher training based on the analysis done by the quality team.
• Conduct effective induction and orientation sessions
• Resolve any specific problems and tailor training programs as necessary
• Imbibe a culture of continuous improvement by imparting trainings to middle management on Six Sigma & LEAN Methodologies
• Provide a development platform to cultivate in-house improvement ideas through employee ideation
• Spear head improvement projects to optimize resource utilization through process re-engineering
• Give direction to the organization in terms of issue management and resolution
• Guide & Mentor Lean Six Sigma participants towards certification

Highlights:

• Devising a robust holistic approach to quality improvement for the sales team using inclusion and corporation as chief parameters
• Standardization of operational definitions across the board to improve communication
• Imparted training on 6 sigma and lean methodologies to drive improvement projects.
• Managing Process & technical Training, liaising with destination trainers to create training content for new launches.

Achievements: Successfully set up the quality function at Cox & kings & its group companies. Streamlining Vendor operations, Bottom quartile management, developed the CRM module for its B2B operations & Modified the existing CRM module for B2C operations. Deployed the Chat & Email module, Survey By Phone to capture CSAT, CTI Integration, SAP CRM, ISO 9001:2008 Lead Auditor certification

• Creation of optimum CRM solutions in consultation with technical partners to deliver a faster more robust mechanism of customer addressal

• Change management (Using Risk analysis, risk mitigation and resource allocation as key parameters)
• Driving Process Improvement through Six Sigma & LEAN methodologies
• Quality Assurance & Customer Satisfaction Audits
• Developed an Internal Audit Programme & Database to suit business requirements
• Indirectly contributed to meeting business SLA’s by consistently managing underachievers.
• Responsible to define Quality SLA’s at process level and agent level for all new processes being transitioned
• Setting up & building a Internal quality monitoring mechanism within each operational processes
• To compile and present management dashboard MI at company level
• Scope to define, develop audit processes for all support functions such as HR, Training, Transition, Facilities & Finance.
• Responsible for running an ideation tool within the organization to capture suggestions across the company.

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