RISWAN N S

Accomplished Business Account Manager successful at onboarding and implementing strategic development plans for Brands. Manages and optimizes sales funnels to sustain and maximize revenue. Adept at working effectively unsupervised and quickly mastering new skills

1. ARR Project -  for incorrect or incomplete actions leading to incorrect TTs, issues which could be resolved without any TTs, tribal knowledge leading to TTs and any other additional programmatic observations which will help in identifying the reasons for higher TTs for the skill 

2. Standardization of WW PA (Product Assurance) DR (Document Review) Checklist - The gravity of the process updates and different maturity levels of operations for seven MPs led to variations in the error trends across the last 17 weeks of operations. Initially every case is assessed against the PA DR checklist i.e. against 10 opportunities/audit parameters and scored basis the applicability. Additionally, opportunities/audit parameters vary at the Market place level due to the process variances leading to a differential calculation at the MP level (As the process steps may vary at MP level). This leads to the non-standardization of process at the node level and different DPMO numbers for same set of errors. In-order to rectify these issues, Riswan created a new checklist with 3 parameters: Decision, Communication and Reason Code and transitioned the PHM (Process Health Metric) reporting from the error opportunity level to case level metric i.e. from DPMO to Defectives parts per million (DPPM) 

3. CALIPER - WW PA Toys SOP Adherence audits (DR & SA) - In order to reduce the error rate of PA operations team, Riswan initiated the project 'SOP Adherence audits' in PA toys Doc Review (DR) process. The primary objective of Process Audit is to present operations team with effective underlying causal factors for defects caused due to SOP non-adherence. As a part of this project Riswan conducted Associate's knowledge test, Manager's knowledge test and Checklist based live audit. This was performed on a half yearly basis to see the improvement. CAPA was implemented based on the report prepared for the first half to improve the scores in the second half. Post completion of two phases of this project, WW overall score improved to 95.98 out of 100

4. WW Utilization improvement project (Shrinkage) - Utilization of the teams across the Quality operations was not uniform and was way below the target and was trending around 60.07% in the month of September'20. Riswan conducted a deep dive to find out the reason for the dip in the Utilization score and found that the productive/non-productive tasks used by the auditors are not harmonized and the tasks were getting captured incorrectly in our Tableau dashboard. This makes the team to track the non-productive time used by each auditor difficult and in turn reducing the utilization of the team. As part of WW Utilization Improvement Project, Riswan took initiatives to fix this issue by harmonizing the tasks in TIM+ and reducing the usage of non-productive tasks in TIM+. Riswan's findings validated that the Dip in the Utilization is due to two reasons (1) Tasks utilized in TIM+ was not harmonized, some of the auditors were using non-productive tasks in place of productive task and (2) The usage of Dry queue task was very high from the Product assurance team as we were not getting enough samples through Argus. Riswan was able to lift the team above 75% after 1 month's period and by the month of December, we had achieved a score of 75.65%. Since then we have been constantly achieving the score above 70%. In September 2020 when we started this project the dry queue usage of the team was 1197 and by the month of December 2020 we were able to reduce the numbers to 524 hours. 

5. Tim+ Automation Project - Initially Quality Product Assurance Team used a tool where they had to manually track the time utilized for each task on a daily basis. Riswan did a dive deep an found that if the tool was automated the program can save 5 FTE - L3 & 1 FTE - managers. Riswan prepared an SBI document explaining the steps involving in Automation and how the FTE can be saved. This document was approved by stakeholders and is now with Tech team to implement the automation. Idea is to link the time tracking tool and the audit tool and automatically clock productive time whenever an Auditor lock a case to themselves to audit and time stops automatically when the current case is completed.

• Best Employee of the year in 2020
• Best Performer award in 2022
• MVP of VMs in 2023