A STUDY OF LEAN METHODOLOGY BY 5S APPLICATION WITH REFERENCE TO TCS CHENNAI_V2.pdf

7/25/2019 A STUDY OF LEAN METHODOLOGY BY 5S APPLICATION WITH REFERENCE TO TCS CHENNAI_V2.pdf

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A STUDY OF LEAN METHODOLOGY BY 5S

APPLICATION WITH REFERENCE TO TCS CHENNAI.

By

K . REKHA

Roll No.1314MBA0239

Reg. No.69013200034

A PROJECT REPORTSubmitted to the

FACULTY OF MANAGEMENT SCIENCES

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

in

OPERATION MANAGEMENT

CENTRE FOR DISTANCE EDUCATIONANNA UNIVERSITY

CHENNAI 600 025

AUGUST,2015


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BONAFIDE CERTIFICATE

Certified that the Project report titled A study of Lean Methodology by 5S

application with reference to TCS Chennai is the bonafide work of Ms. K.REKHA

who carried out the work under my supervision. Certified further that to the best of my

knowledge the work reported herein does not form part of any other project report or

dissertation on the basis of which a degree or award was conferred on an earlier occasion

on this or any other candidate.

Signature of Student: Signature of Guide

Name: K. REKHA Name: Dr . R. SATISH

Roll No.:1314MBA0239 Designation: Assistant Professor

Reg. No.: 69013200034 Address: Department of MBA

SRR Engineering College

Chennai.


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CERTIFICATE OF VIVA-VOCE-EXAMINATION

This is to certify that Tmt K.REKHA (Roll No. 1314MBA0239,

Register No: 69013200034) has been subjected to Viva-voce-Examination on

(Date) at ..(Time) at the Study centre

..

..(Name and Address of the Study centre).

Internal Examiner External Examiner

Name: Name:

Designation: Designation:

Address: Address:

CoordinatorStudy centreName: Dr. Hansa Lysander Manohar,

Designation: Associate Professor,

Address: Department of Management Studies,

Anna University, Chennai600 025.

Date:


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CERTIFICATE FROM THE COMPANY

TCSConfidential

Ref: TCS/2015-16/540882

August 31, 2015

TO WHOMSOEVER IT MAY CONCERN

This is to certify that Ms Rekha K from Centre for Distance Education, Anna

University, Chennai has successfully completed her project A Study Of Lean

Methodology By 5s Application With Reference To TCS Chennai at Tata

Consultancy Services Pvt. Ltd., from 1st

June-15 to 31st

August-15.

We wish her all the very best in her future assignments.

Warm regards and best wishes,

Ajoyendra Mukherjee

Executive Vice President & Head Global Human Resources


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ABSTRACT

A company which wants to expand or retain clients must first understand the

clientss business environment and how to retain their clients by providing better value

additions should implement new business strategies and their increase their profitability

and establish a standard over their competitors. In project management, resource

allocation or resource management is the scheduling of activities and the resources

required by those activities while taking into consideration both the resource availability

and the project time.

The purpose of this project is to develop Workers compensation letters in EMC

xPression Suit of Products. TCS gather the requirements such as the mock-ups, data

specification document, business rules etc from the customer. Once the necessary initial

setup is done, the document design process will be started which will include the dynamic

forms creation as well. The Unit testing is done for all the developed documents and

shared to customer through the archival system.

The need for this study is to analyze, create, organize new tasks and control tasks

in order to maintain and eliminate waste in the activities undertaken by the individuals or

as a group. By choosing an opportunity for improvement and sustaining actions can be

deployed. Which is then evaluated for over a period of weeks for the betterment of the

organization by formulating a series of strategies for better wastage management.

The main objective of this study is to analyze the project requirement andindividual technical capacity by allocating the corresponding associates with the desired

tasks by which the efficiency and cost cutting of the project can be improved. Also to

formulate strategies to organize and create new tasks for better wastage management.
https://en.wikipedia.org/wiki/Project_managementhttps://en.wikipedia.org/wiki/Resource_managementhttps://en.wikipedia.org/wiki/Resource_managementhttps://en.wikipedia.org/wiki/Project_management


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ACKNOWLEDGEMENT

I would like to thank many people who helped me to accomplish this project work

successfully. At the outset, I am very grateful to the Coordinator, Centre for Distance

Education, College of Engineering Guindy (CEG), Anna University, Chennai 600

025 for giving me the opportunity to take up this project.

I would also like to sincerely thank my Guide Dr. R.SATHISH, Assistant

Professor, Department of MBA, SRR Engineering College, Chennai, for motivating,

guiding and correcting me at every step ofthe way with great attention and care. He has

always been very approachable and his guidance has been a pivotal factor in helping me to

complete this project.

Further,I wish to take this opportunity to express my deep sense of gratitude to

thank Mr. Vignesh Moni, Manager, Mr. Anadaraj Ramalingam, Technical Manager

at Tata Consultancy Services for their invaluable guidance and Continuous support

throughout my project. I sincerely thank Tata Consultancy Services Private Limited for

providing an opportunity to work in the Publishing Project of Tata Consultancy Private

Limited to get an insight about Resource Management.

Finally, I would also like to thank all my Faculty members, Lecturers & my friends

for their constant support and guidance without whom this project would have been a

distant reality. I also extend my heartfelt thanks to my Parents for their cooperation and

support.

K.REKHA


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TABLE OF CONTENTS

CHAPTER

NUMBERTITLE

PAGE

NUMBER

ABSTRACT V

LIST OF TABLES

LIST OF FIGURES

1 INTRODUCTION

1.1 INTRODUCTION 1

1.2 INDUSTRIAL BACKGROUND 3

1.3 COMPANY OVERVIEW 6

1.4 IDENTIFIED PROBLEMS 7

1.5 NEED FOR STUDY 7

1.6 OBJECTIVES AND SCOPE 7

1.7 DELIVERABLES 7

2 LITERATURE SURVEY

2.1 REVIEW OF LITERATURE 8

2.2 REVIEW GAP 18

2.3 SUMMARY

3 METHODOLOGY

3.1 TYPE OF STUDY 19

3.2 ASSUMPTIONS, CONSTRAINTS AND

LIMITATIONS19

3.3 DATA COLLECTION 19


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3.4 DATA PROCESSING 20

CHAPTERNUMBER

TITLE PAGENUMBER

3.5 TOOLS FOR ANALYSIS 20

3.6 SUMMARY

4 DATA ANAYSIS AND INTERPRETATION

4.1 DATA ANALYSIS AND INTERPRETATION 21

4.2 DIAGRAMMATIC REPRESENTATIONS

4.3 SUMMARY

5 CONCLUSION

5.1 SUMMARY OF FINDINGS 39

5.2 SUGGESTIONS AND RECOMMENDATIONS 40

5.3 CONCLUSION 40

5.4 DIRECTIONS FOR FUTURE STUDY

REFERENCES 41


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LIST OF TABLES

TABLE

NUMBERTITLE OF THE TABLE

PAGE

NUMBER

4.1 Rate Card 27

4.2 Billing of associates per month 27

4.3 Team wise associate split up 29

4.4 List of tasks eliminated 29

4.5 Development checklist 29

4.6 Redesign Checklist 32

4.7 Validation Checklist 34


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LIST OF FIGURES

FIGURE

NUMBERTITLE OF THE FIGURE

PAGE

NUMBER

1.2 xPression Architecture 5

4.1 Billing of associates per month 28

4.2 Cost cutting of Team wise 28


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CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION

5S is a system to reduce waste and optimize productivity through maintaining an

orderly workplace and using visual cues to achieve more consistent operational results.

Implementation of this method "cleans up" and organizes the workplace basically in its

existing configuration, and it is typically the first lean method which organizations

implement.

The 5S pillars, Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize

(Seiketsu), and Sustain (Shitsuke), provide a methodology for organizing, cleaning,

developing, and sustaining a productive work environment. In the daily work of a

company, routines that maintain organization and orderliness are essential to a smooth and

efficient flow of activities. This lean method encourages workers to improve their working

conditions and helps them to learn to reduce waste, unplanned downtime, and in-process

inventory.

A typical 5S implementation would result in significant reductions in the square

footage of space needed for existing operations. It also would result in the organization of

tools and materials into labeled and color coded storage locations, as well as "kits" that

contain just what is needed to perform a task. 5S provides the foundation on which other

lean methods, such asTPM,cellular manufacturing,just-in-time production,andsix sigma

can be introduced.

The 5S Pillars1

Sort. Sort, the first S, focuses on eliminating unnecessary items from the

workplace that are not needed for current production operations. An effective visual

method to identify these unneeded items is called "red tagging", which involves evaluating

the necessity of each item in a work area and dealing with it appropriately. A red tag is

placed on all items that are not important for operations or that are not in the properlocation or quantity. Once the red tag items are identified, these items are then moved to a
http://www.epa.gov/lean/environment/methods/tpm.htmhttp://www.epa.gov/lean/environment/methods/cellular.htmhttp://www.epa.gov/lean/environment/methods/kanban.htmhttp://www.epa.gov/lean/environment/methods/sixsigma.htmhttp://www.epa.gov/lean/environment/methods/fives.htm#footnoteshttp://www.epa.gov/lean/environment/methods/fives.htm#footnoteshttp://www.epa.gov/lean/environment/methods/sixsigma.htmhttp://www.epa.gov/lean/environment/methods/kanban.htmhttp://www.epa.gov/lean/environment/methods/cellular.htmhttp://www.epa.gov/lean/environment/methods/tpm.htm


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central holding area for subsequent disposal, recycling, or reassignment. Organizations

often find that sorting enables them to reclaim valuable floor space and eliminate such

things as broken tools, scrap, and excess raw material.

Set I n Order. Set In Order focuses on creating efficient and effective storage

methods to arrange items so that they are easy to use and to label them so that they are

easy to find and put away. Set in Order can only be implemented once the first pillar, Sort,

has cleared the work area of unneeded items. Strategies for effective Set In Order include

painting floors, affixing labels and placards to designate proper storage locations and

methods, outlining work areas and locations, and installing modular shelving and cabinets.

Shine. Once the clutter that has been clogging the work areas is eliminated and

remaining items are organized, the next step is to thoroughly clean the work area. Daily

follow-up cleaning is necessary to sustain this improvement. Working in a clean

environment enables workers to notice malfunctions in equipment such as leaks,

vibrations, breakages, and misalignments. These changes, if left unattended, could lead to

equipment failure and loss of production. Organizations often establish Shine targets,

assignments, methods, and tools before beginning the shine pillar.

Standardize.Once the first three 5S's have been implemented, the next pillar is to

standardize the best practices in the work area. Standardize, the method to maintain the

first three pillars, creates a consistent approach with which tasks and procedures are done.

The three steps in this process are assigning 5S (Sort, Set in Order, Shine) job

responsibilities, integrating 5S duties into regular work duties, and checking on the


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maintenance of 5S. Some of the tools used in standardizing the 5S procedures are: job

cycle charts, visual cues (e.g., signs, placards, display scoreboards), scheduling of "five-

minute" 5S periods, and check lists. The second part of Standardize is prevention -

preventing accumulation of unneeded items, preventing procedures from breaking down,

and preventing equipment and materials from getting dirty.

Sustain. Sustain, making a habit of properly maintaining correct procedures, is

often the most difficult S to implement and achieve. Changing entrenched behaviors can

be difficult, and the tendency is often to return to the status quo and the comfort zone of

the "old way" of doing things. Sustain focuses on defining a new status quo and standard

of work place organization. Without the Sustain pillar the achievements of the other pillars

will not last long. Tools for sustaining 5S include signs and posters, newsletters, pocket

manuals, team and management check-ins, performance reviews, and department tours.

Organizations typically seek to reinforce 5S messages in multiple formats until it becomes

"the way things are done."

The main objective of this study is to analyze the project requirement and

individual technical capacity by allocating the corresponding associates with the desired

tasks by which the efficiency and cost cutting of the project can be improved. Also to

formulate strategies to organize and create new tasks for better wastage management.


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1.2 INDUSTRIAL BACKGROUND

EMC Document Sciences xPression Enterprise Edition: Automates the generation

of highly customized and personalized multichannel customer communications. With

xPression, you can replace multiple document generation systems to reduce costs,

streamline processes, and improve customer experience. EMC Document Sciences is

award-winning xPression software suite enables organizations worldwide to optimize the

customer experience by automating the creation and delivery of well-designed, highly

personalized customer communicationsfrom customized marketing collaterals,

contracts, and policies to high-volume relationship statements and correspondence. The

following information is designed to provide an overview of the architecture and variouscomponents of xPression. Rather than focusing on the functionality of xPression

components or details of integrating xPression with other systems, this paper focuses on

the solutions architecture.

xPression generates highly personalized and customized customer communications

through DCP, which comprises the creation, assembly, and multichannel delivery of

customer communications, including the following types of documents:

Legal contracts and highly negotiated agreements, such as ISDA master

agreements and group healthcare contracts

Insurance policies, forms, and certificates

Statements, financial reports, and consolidated investment reports

Trade confirmations, correspondence, and other trading documentation

Claims and customer service correspondence

Printed and rich HTML email correspondence

Invoices, bills, notices, and alerts

Account opening and welcome kits

1:1 personalized marketing collateral, mailers, catalogs, and newsletters

Personalized web landing pages for secure communications

The generation of such document types requires content assembly driven by rules

that specify how to select the right version of the content and how to personalize the


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content based on data and business logic. Personalized documents also need to be properly

formatted for distribution across many output channels including web and email formats

such as HTML and Adobe PDF and high volume print formats such as Adobe PostScript

and IBM AFP. Customer communications management is typically part of an overall

business process executed by an integrated set of systems, such as customer relationship

management (CRM), enterprise content management (ECM), and claims administration

systems. Therefore, xPression provides a variety of mechanisms for integration with other

systems in the enterprise. This paper explains how the architecture and functionality of

xPression make it uniquely qualified to provide a true enterprise document generation

solution that is far superior to any other product in its class.

EMC Corporation (stylized as EMC) is an American multinational corporation

headquartered in Hopkinton, Massachusetts, United States. EMC offers data storage,

information security, virtualization, analytics, cloud computing and other products and

services that enable businesses to store, manage, protect, and analyze data. EMC's target

markets include large companies and small- and medium-sized businesses across various

vertical markets. The stock was added to the New York Stock Exchange on April 6, 1986,

and is also listed on theS&P 500 index.

EMC has over 70,000 employees and is the worlds largest provider of data storage

systems by marketshare, competing against NetApp, IBM, Hewlett-Packard, and Hitachi

Data Systems (arranged in descending order of external data storage marketshare).

Joe Tucci has been EMC's chief executive since January 2001 and chairman of the

board of directors since January 2006; he joined the company in 2000 as president and chief

operating officer. Tucci is also chairman of the board ofVMware Corporation and chairman

of the board ofPivotal Software,which are partially owned by EMC.

In 2012 and 2013, EMC was included on a number of award lists, including the

World's Most Admired Computer Companies, Top 100 Global Innovators, and Best

Multinational Workplaces in Europe. EMC also received a score of 100 on the Human

Rights Campaign 2012 and 2013 Corporate Equality Index

EMC, founded in 1979 byRichard Egan andRoger Marino (the E and M in EMC),

introduced its first 64-kilobyte memory boards for the Prime Computer in 1981 and

continued with the development of memory boards for other computer types. In the mid-

1980s the company expanded beyond memory to other computer data storage types and
https://en.wikipedia.org/wiki/Multinational_corporationhttps://en.wikipedia.org/wiki/Hopkinton,_Massachusettshttps://en.wikipedia.org/wiki/United_Stateshttps://en.wikipedia.org/wiki/Data_storage_devicehttps://en.wikipedia.org/wiki/Information_securityhttps://en.wikipedia.org/wiki/Virtualizationhttps://en.wikipedia.org/wiki/Cloud_computinghttps://en.wikipedia.org/wiki/New_York_Stock_Exchangehttps://en.wikipedia.org/wiki/S%26P_500https://en.wikipedia.org/wiki/NetApphttps://en.wikipedia.org/wiki/IBMhttps://en.wikipedia.org/wiki/Hewlett-Packardhttps://en.wikipedia.org/wiki/Hitachi_Data_Systemshttps://en.wikipedia.org/wiki/Hitachi_Data_Systemshttps://en.wikipedia.org/wiki/Joseph_M._Tuccihttps://en.wikipedia.org/wiki/VMwarehttps://en.wikipedia.org/wiki/Pivotal_Softwarehttps://en.wikipedia.org/wiki/Human_Rights_Campaignhttps://en.wikipedia.org/wiki/Human_Rights_Campaignhttps://en.wikipedia.org/wiki/Richard_Egan_(businessman)https://en.wikipedia.org/wiki/Roger_Marinohttps://en.wikipedia.org/wiki/Prime_Computerhttps://en.wikipedia.org/wiki/Computer_data_storagehttps://en.wikipedia.org/wiki/Computer_data_storagehttps://en.wikipedia.org/wiki/Prime_Computerhttps://en.wikipedia.org/wiki/Roger_Marinohttps://en.wikipedia.org/wiki/Richard_Egan_(businessman)https://en.wikipedia.org/wiki/Human_Rights_Campaignhttps://en.wikipedia.org/wiki/Human_Rights_Campaignhttps://en.wikipedia.org/wiki/Pivotal_Softwarehttps://en.wikipedia.org/wiki/VMwarehttps://en.wikipedia.org/wiki/Joseph_M._Tuccihttps://en.wikipedia.org/wiki/Hitachi_Data_Systemshttps://en.wikipedia.org/wiki/Hitachi_Data_Systemshttps://en.wikipedia.org/wiki/Hewlett-Packardhttps://en.wikipedia.org/wiki/IBMhttps://en.wikipedia.org/wiki/NetApphttps://en.wikipedia.org/wiki/S%26P_500https://en.wikipedia.org/wiki/New_York_Stock_Exchangehttps://en.wikipedia.org/wiki/Cloud_computinghttps://en.wikipedia.org/wiki/Virtualizationhttps://en.wikipedia.org/wiki/Information_securityhttps://en.wikipedia.org/wiki/Data_storage_devicehttps://en.wikipedia.org/wiki/United_Stateshttps://en.wikipedia.org/wiki/Hopkinton,_Massachusettshttps://en.wikipedia.org/wiki/Multinational_corporation


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networked storage platforms. EMC began shipping its flagship product, theSymmetrix,in

1990. Symmetrix was the main reason for EMC's rapid growth in the 1990s, both in size and

value, from a company valued in the hundreds of millions of dollars to a multi-billion

company.

Michael Ruettgers joined EMC in 1988 and served as CEO from 1992 until January

2001. Under Ruettgers leadership, EMC revenues grew from $120 million to nearly $9

billion 10 years later, and the company shifted its focus from memory boards to storage

systems. Ruettgers was named one ofBusinessWeeks "World's Top 25 Executives;" one of

the "Best Chief Executive Officers in America" by Worth Magazine; and one of Network

Worlds "25 Most Powerful People in Networking."

In 2001, Joe Tucci was named Chief Executive Officer of EMC. He has been

credited with transforming EMCs business model from a focus on high -end storage

platforms to a portfolio of platforms, software, and services that enable organizations to

deliver IT as a service through cloud computing. Under Tuccis leadership, EMC grew to

$21.7 billion in revenues in 2012.

In 2009, EMC and Cisco,with investments from VMware and Intel,formed a joint

venture called VCE to develop products and services for the converged infrastructure and

cloud computing markets.

EMC announced its 450,000 square foot Center of Excellence (COE) in Durham,

North Carolina in 2011. The COE houses a virtualized data center and includes 130,000

square feet of global research and development labs. The company also has COEs in India,

China, Egypt, Israel, Ireland, and Russia, which perform engineering, research and

development, customer, and translation services for EMC business units.

In 2013, EMC launched a new company named Pivotal. Led by Paul Maritz, the

organization combines technologies from VMware and EMC and is focused on delivering

Platform-as-a-Service offerings.

EMC has been growing in part through aggressively making acquisitions of small

companies, and starting to bring those products to market. In 2014, EMC acquired from

Cisco a majority ownership of VCE and VCE will now operate as part of the EMC

Federation instead of an independent company.

XPRESSION ARCHITECTURE
https://en.wikipedia.org/wiki/EMC_Symmetrixhttps://en.wikipedia.org/wiki/BusinessWeekhttps://en.wikipedia.org/wiki/BusinessWeekhttps://en.wikipedia.org/wiki/Worth_Magazinehttps://en.wikipedia.org/wiki/Network_Worldhttps://en.wikipedia.org/wiki/Network_Worldhttps://en.wikipedia.org/wiki/Network_Worldhttps://en.wikipedia.org/wiki/Cisco_Systemshttps://en.wikipedia.org/wiki/Intel_Corporationhttps://en.wikipedia.org/wiki/VCE_(company)https://en.wikipedia.org/wiki/Durham,_North_Carolinahttps://en.wikipedia.org/wiki/North_Carolinahttps://en.wikipedia.org/wiki/Indiahttps://en.wikipedia.org/wiki/Chinahttps://en.wikipedia.org/wiki/Egypthttps://en.wikipedia.org/wiki/Israelhttps://en.wikipedia.org/wiki/Irelandhttps://en.wikipedia.org/wiki/Russiahttps://en.wikipedia.org/wiki/Paul_Maritzhttps://en.wikipedia.org/wiki/Cisco_Systemshttps://en.wikipedia.org/wiki/VCE_(company)https://en.wikipedia.org/wiki/VCE_(company)https://en.wikipedia.org/wiki/Cisco_Systemshttps://en.wikipedia.org/wiki/Paul_Maritzhttps://en.wikipedia.org/wiki/Russiahttps://en.wikipedia.org/wiki/Irelandhttps://en.wikipedia.org/wiki/Israelhttps://en.wikipedia.org/wiki/Egypthttps://en.wikipedia.org/wiki/Chinahttps://en.wikipedia.org/wiki/Indiahttps://en.wikipedia.org/wiki/North_Carolinahttps://en.wikipedia.org/wiki/Durham,_North_Carolinahttps://en.wikipedia.org/wiki/VCE_(company)https://en.wikipedia.org/wiki/Intel_Corporationhttps://en.wikipedia.org/wiki/Cisco_Systemshttps://en.wikipedia.org/wiki/Network_Worldhttps://en.wikipedia.org/wiki/Network_Worldhttps://en.wikipedia.org/wiki/Worth_Magazinehttps://en.wikipedia.org/wiki/BusinessWeekhttps://en.wikipedia.org/wiki/EMC_Symmetrix


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xPressions multitier SOA provides a set of tools and applications to administer,

design, and publish a wide variety of highly customized and personalized communications,

in real time, near time, and/or high-volume batch. xPressions open architecture isbased on

the Java EE standard, web services, and XML. Its architecture is designed to ease

integration into an organizations existingbusiness workflows and data/content repositories.

Figure 1 depicts the architecture of xPression at a high level.

The architecture is unique in that it provides both realtime, web-based document

fulfillment and optimized high-volume batch generation. This clearly differs from other

product offerings that are designed only as optimized batch engines and, therefore, are

unable to support the requirements of realtime or near-realtime publishing systems. Whereas

other products are designed exclusively as online systems and thus, do not perform well for

large-batch document production, xPressions Java EE SOA allows it to process online,

realtime requests; near-time messaging requests; and batch requests equally well. Moreover,

because xPression is built on the power of the Java EE standard, it supports industry-leading

operating systems, application servers, and databases.

In addition, xPression leverages operating system, application server, and database

support for clustering. Therefore, it can scale up or down to run on a variety of platforms

from modest hardware (all components, including the database, can be run on a single

laptop) to a horizontal cluster of many small servers, to a very large vertically clustered

server, to anything in between.


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Fig 1.2xPression Architecture


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1.3 COMPANY OVERVIEW

Established in 1968, Tata Consultancy Services a member of the Tata Group has

grown to its current position as the largest IT services firm in Asia based on its record of

outstanding service, collaborative partnerships, innovation, and corporate responsibility.

It was founded by Jamsetji Tata in 1848 and it is one of Indias most respected

institutions today. Their mission reflects the Tata Group's longstanding commitment to

providing excellence. To help customers achieve their business objectives by providing

innovative, best in class consulting, IT solutions and services, and to actively engage all

stakeholders in a productive, collaborative, and mutually beneficial relationship.

TCS' ability to deliver high quality services and solutions is unmatched. They are theworldfirst organization to achieve an enterprisewide Maturity Level 5 on both CMMI and

P CMM, using the most rigorous assessment methodology SCAMPISM. Additionally, TCS

Integrated Quality Management System (iQMS) integrates process, people and technology

maturity through various established frameworks and practices including IEEE, ISO

9001:2000, CMMI, SWCMM, PCMM and 6Sigma.

It is largest IT employer in India. It provides services to wide range of segment like

banking & financial services, energy, resources & utilities, government, telecom, media &

information services, etc.

TCS acquired Citigroup Global Services(CGSL), India based BPO for $505 million.

The acquisition broadened TCSs portfolio of end to end IT and BPO services in the global

Banking and Financial Services (BFS) sector. TCSs enhanced scale and expertise will be

providing service improvements to Citi and Citis customers. CGSL has more than 12,000

employees located in India and expected to generate revenues of approximately $278

million in 2008.

Tata Consultancy Services delivers real results to global businesses, ensuring a level

of certainty no other firm can match.TCS offers a consultingled, integrated portfolio of IT

and ITenabled services delivered through its unique Global Network Delivery Model,

recognized as the benchmark of excellence in software development. TCS has over 143,000

of the world's best trained IT consultants in 42 countries.


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1.4 IDENTIFIED PROBLEMS

TCS Chennai plant has performed number of unnecessary tasks and their by increasing

their budgeting. They are also not aware of the process or standards to be followed to

improve the performance of their deliverables.

1.5 NEED FOR STUDY

The scope of this study is to analyze, create, organize new tasks and control tasks in order

to maintain and eliminate waste in the activities undertaken by the individuals. By

choosing an opportunity for improvement and sustaining actions can be suggested andthen evaluated for over a period of weeks for the betterment of the organization by

formulating a series of strategies for better wastage management.

1.6 OBJECTIVES & SCOPES

1.6.1 Primary Objective

To study the implementation of 5S process steps of Lean Methodology for thebetterment and development of the project in TCS.

1.6.2 Secondary Objective

To analyze the project requirement and individual technical capacity and by

allocating the corresponding associates.

To categorize the desired tasks by which the efficiency and cost cutting of the project

can be improved.

To formulate strategies for organize and create new tasks for better wastage

management.

To put forth a package of suggestions for the project.

1.7 DELIVERABLES

Budgeting of the project will be increased.

Unnecessary tasks can be eliminated.

Quality assured product will be delivered. Workers caliber would be utilized efficiently.


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CHAPTER 2

LITERATURE REVIEW

2.1REVIEW OF LITERATURE

Selecting and Executing a Personal 5s Application Project - Robert Landel

(University of Virginia)

This technical note requires students to define and describe a practical application

deploying the 5S process steps of Lean Thinking methodology: Sort, Set in Order, Shine,

Standardization, and Sustain. The purpose of these process steps is to help future business

managers organize, create new habits, and visually control a personal area or workplace

setting in order to eliminate waste in the activities undertaken by one or more individuals.

The note provides guidance for students to document their 5S journey, reflect and learn,

and then summarize the experience.

This note helps to define and describe a practical, clutter-elimination project in

which you can deploy the 5S Lean methodology: Sort, Set in Order, Shine,

Standardization, and Sustain. The purpose is to organize personal living or work areas,

reduce non-value time or other wastes, develop new habits, and control activities in order

to maintain a productive, safe, and desirable environment used daily by one or more

individuals. You should choose an opportunity where your improvement actions and the

sustaining procedures can be deployed and then evaluated over a pilot testing period of at

least one week. Then look for practical personal applications where you can deploy the 5S

process steps to organize, create new habits, and visually control important activities and

storage areas to avoid wastes. Please choose sufficiently challenging areas where 5S

improvement actions can be deployed during the next several weeks.

Define and Describe Phase

Your 5S application area(s) could be your apartment or home setting or anypersonal or work setting outside of your apartment/home, where you and perhaps others


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are involved in a set of important, daily activities. Be sure to select a project application

that will provide an interesting and challenging 5S learning experience. Cars, personal

computers, or storage areas with infrequent usage typically do not provide good

application situations. Instead look for practical personal applications where you can

deploy the 5S process steps to organize, establish new habits, and visually control these

activities to avoid waste. Please choose sufficiently challenging areas where 5S

improvements actions can be deployed over a period of several weeks.

In any 5S application, you should always define and describe the current state by

preparing a project scope document and obtaining authorization to proceed. For this

exercise, you are expected to prepare a PowerPoint presentation that documents the

current state of your selected bad-normal situation by including the following:

Vivid pictures and descriptions of the application areas bad-normal state,

including observations on current clutter and how these conditions could be wasteful

Explanation of the functional purpose of the area and an overview of its major activities

and storage functions

List of individuals utilizing the application area

Any relevant history of the situation

Your 5S selection will be reviewed and either approved or returned with questions

and suggestions for your consideration.

Application and Guidance Phase

Now a bad-normal situation has been selected, defined, and captured with

photographs and vivid descriptions, it is time to apply the 5S process for making and

sustaining improvements.

Over the next several weeks, navigate through the 5S steps, keeping track of your

thinking and actions, and, if possible, continue to document with pictures (when relevant

and necessary for a reader to understand your improvements). It is important to complete

the cycle of 5S steps within two weeks and then to allow for at least seven days to see how


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well you and other individuals involved have been able to sustain the gains associated with

a clutter-free environment. Plan for the following subphases:

Within two weeks, apply the 5S steps of Sort, Set in Order, Shine, Standardization,

and Sustain. Within three weeks, complete at least a week in your improved situation

using the new habits, routines, and actions necessary to maintain improved, good-normal

conditions. Track how well it goes and what else might be done to sustain the gains.

Within four weeks, prepare a written report including each of the items and sub items

listed in the following section.

5S Implementation Process Guidance and Reporting1

The following items provide instructions for documenting your 5S journey and

reporting your experiences in a 5S Application Report:

1. Sort through everything in an area and decide what to keep, discard, or move to

other areas (e.g., maybe an item is out of date or nonfunctional; perhaps you have too

much of the item; maybe an item is not used at least once per x time period; or maybe

the item is not necessary for your core activities in this particular area: in these

circumstances the item should be discarded/donated/sold or stored elsewhere). Sorting

can be fun and Explain your decision rules, Sort actions, and the results.

2.Set in Order is the process of placing the necessary items in predetermined

areas/spaces and then creating visible signs to show the placement. It is important to select

locations for necessary items that are connected to or located according to work area and

frequency of use.

Explain your criteria, the Set in Order actions implemented, and the results.

3. Shine is the element where the seriously tidy person has the greatest fun. It is

sometimes amazing what is needed to put a work area in a physically clean and safe state.

Items not in the appropriate place must be relocated to the designated area/location as

defined in the Set in Order element.

Explain your decision rules, Shine actions, challenges, and the results.


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4. Standardization is often the element in the 5S process where the deepest

thinking is necessary. The goal here is to define the standard practices and routines that are

going to: help individuals using the areas keep them organized, clean, safe, and orderly in

the creation of day to day actions; (b) decide on the commitments necessary at the

individual level; (c) articulate the benefits of using the standard practices; and (d) create

formal and informal audit processes. At times, individuals will alter work areas and the

input/output steps just to implement some 5S improvement actions. One particular

problem for at-home or common-use work areas is persuading others to develop and act

with respect for your 5S mindset and outcomes.

Lean Manufacturing process implementation - Rohit Sharma (PEC

University Of Technology), Harshit Srivatsava (PEC University Of

Technology) Published on 08th May 2010

In this a framework is created by a brief exposure to lean manufacturing process

and its implementation on some companies chosen as case study in this paper. These

companies have main focus on maximizing profit even in their limited resources and

inventories. They have to do so by not neglecting the quality according to World Class

Manufacturing (WCM) standards. To do so they adopted strategies and philosophy

of lean manufacturing concept.

Here we are covering up with the case study of a company and its sister concerns

that were initially lagging in proper technology utilization. But after they had

adopted Lean manufacturing Process, they had overcome most of the hindrances they

were facing on the business front. With the use of Lean concept they were able to remove

the bottleneck in their manufacturing process and were able to achieve increase in overall

productivity and other parameters which maximize their monetary gain. Although to

achieve it they had worked for years but by the continuous improvement they have finally

achieved their goal of overall success.

Much as mass production was the production system of the 20th century, lean

manufacturing, which focuses on the elimination of waste in the production process, has

been heralded as the production system of the 21st century. Although the Japanese

automaker Toyota pioneered the concept, the term lean manufacturing itself was coined in

the early 1990s by three researchers from the Massachusetts Institute of Technology.


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The National Institute of Standards and Technology (NIST) Manufacturing

Extension Partnerships Lean Network offers the following definition of lean

manufacturing: A systematic approach to identifying and eliminating waste through

continuous improvement, flowing the product at the pull of the customer in pursuit of

perfection.

In other simple words we may Define Lean Manufacturing Process as, Lean

manufacturing is a performance-based process used in manufacturing organizations to

increase competitive advantage. The basics of lean manufacturing employ continuous

improvement processes to focus on the elimination of waste or non-value added steps

within an organization. The challenge to organizations utilizing lean manufacturing is to

create a culture that will create and sustain long-term commitment from top management

through the entire workforce.

Why do organizations want to use Lean Manufacturing techniques?

To significantly improve overall productivity

To increase market share

To improve speed-to-market with new products

To reduce manufacturing and engineering labour costs

To eliminate non-value-added operations and processes

Lean manufacturing techniques focus on:

Equipment reliability

Balanced or level production

Just-in-time material control techniques

Stop-the-line to correct the problem and in-station process control

Continuous improvement processes

Statistical Process Control techniques for quality consistency

Developing human systems to support the technical processes

Roadblocks to implementing lean manufacturing:

Complacency; no reason to change

Using lean manufacturing to facilitate downsizing efforts


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Role clarity issues from senior management

Opposition from middle management

Poorly defined measurement systems

Short-term versus long-term thinking

Inadequate union involvement

Lack of commitment and ability to just-do-it

Current Trends on Lean Management - M. Shabeena Begam (PSG institute

of management) Published on December 2013

In the current era of globalization, industries are adopting new tools and techniques

to produce goods to compete and survive in the market. The most daunting issue faced by

manufacturers today is how to deliver their products or materials quickly at low cost and

good quality. One promising method for addressing this issue is the application of lean

management principles and techniques. Lean management simply known as lean is

production practice, which regards the use of resources for any work other than the

creation of value for the end customer, is waste, and thus a target for elimination. Though

there had been numerous claims on the real origin of Lean Manufacturing principles, it

was generally accepted that the concept With this back ground, business needs to compete

with efficiency and quickly respond to market needs and niches.

There is no doubt that the manufacturing industry are confronted with challenges

and looking to implement improvements in their key activities or processes to cope with

the market fluctuations and increasing customer demands. Applying lean management

philosophy is one of the most important concepts that help businesses to complete. In this

paper, the literature survey findings such as existing level of lean practices, types of lean

tools employed, and perceived level of different encountered by the various manufacturing

industries are discussed.

The primary aim of this study is to find out the needs and examine the degree to

which the concepts of lean management are put into practice within various manufacturing

Industry.


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This is an overview for finding the current situation of lean management practices

in manufacturing industries. It is a measure to identify the constrains that retains lean

manufacturing in the infant stage in manufacturing firms and helps to identify the muda

(waste) that evolves in an processing unit and gives out supporting measures to remove the

same. The constraint that predict the implementation and sustainability of lean

manufacturing tools and techniques are also discussed.

A detailed review of research in current trend of lean management in various

manufacturing industry like automotive industry, machine tool industry, semi-process

industry, electronics manufacturing industry, steel industry, pump industry and furnishing

industry has been discussed. Lean manufacturing is a multi-dimensional management

practice including just in time-quality systems, work teams, cellular manufacturing,

supplier management etc. the popular definition of Lean Manufacturing and the Toyota

Production System usually consists of the following, Wilson (2009).

It is a comprehensive set of techniques which when combined allows you to reduce

and eliminate the wastes. This will make the company leaner, more flexible and more

responsive by reducing waste.

Lean is the systematic approach to identifying and eliminating waste through

continuous improvement by flowing the product or service at the pull of your customer in

pursuit of perfection. Lander and Liker (2007) discussed the performance benefits of lean

systems are often remarkable, greatly improving quality, cost, and delivery and studied the

fundamental misunderstanding of TPS, viewing it as a specific tool kit technically

implemented in a formulaic way to achieve pre-specified results. According to Shah and

Ward (2007) lean production is a multi-dimensional approach that encompasses a wide

variety of management practices, including just in time, quality system, work teams,

cellular manufacturing and supplier management in an integrated system. Petersen (2003)

in his article made the analysis of the lean literature and concluded that among the authors

dominates a view that lean is more than a set of tools, since it is a philosophical approach

to lean. Therefore, lean production is also considered as a philosophy of continuous

improvements and respect to people.


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Liker (2003) illustrated the most common lean tools in the form of house as shown

in Figure 1. The goal of lean production is set in the roof and consists of reaching for the

best quality, lowest costs, shortest lead-time, highest safety and high morale. The left

pillar encloses Just-in-Time principle that consists of production planning and leveling

tools like takt time, continuous flow, pull system, quick changeover and integrated

logistics. The right pillar deals with Jidoka, which prevents a defective part from

proceeding into the next workstation as well as insists on separating people from

machines. People are in the center of the lean house concept since people see waste and

solve problems that lead to continuously improvement of the processes. In addition, it is

important to consider the characteristic of a lean work organization since the

responsibilities are decentralized to multifunctional teams. The foundation of the house

has to be stable for the pillars to stand steadily and consists of the tools like 5S,

standardized work and leveled production.

LEAN WASTES

According to David Magee (2007), different kinds of wastes in a process are

categorized in following categories.

OverproductionProducing items more than required at given point of time i.e.

producing items without actual orders creating the excess of inventories, which needs

excess staffs, storage area as well as transportation etc.

WaitingWorkers waiting for raw material, the machine or information etc. are

known as waiting and is the waste of productive time.

Unnecessary TransportCarrying of Work in Process Inventory (WIP) a long

distance, insufficient transport, moving material from one place to another place is known

as the unnecessary transport.

Over processing working on a product, more than the actual requirements is

termed as over processing.


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Excess Inventory - This includes excess raw material, WIP or finished goods

causing longer lead times, obsolescence, damaged goods, transportation and storage costs,

and delay. In addition, the extra inventory hides problems such as production imbalances,

late deliveries from suppliers, defects, equipment downtime, and long setup times.

Unnecessary Motion Any wasted motion that the workers have to perform

during their work is termed as unnecessary movement.

Defects Defects in the processed parts is termed as waste. Repairing defective

parts or producing defective parts or replacing the parts due to poor quality etc. is the

waste of time and effort.

Unused Employee Creativity Loosing of getting better ideas, improvement,

skills and learning opportunities by avoiding the presence of employee is termed as

unused employee creativity.

Vorne (2012) discussed the most important lean management tools such as 5S,

Andon, Bottleneck Analysis, Continuous Flow, Gemba, Heijunka, Hoshin Kanri, Jidoka,

Just-In-Time, Kaizen, Kanban, KPI, Overall Equipment Effectiveness, PDCA, Poka-

Yoke, Root Cause Analysis, Single Minute Exchange of Die (SMED), Six Big Losses,

SMART Goals, Standardized Work, Takt Time, Total Productive Maintenance, Value

Stream Mapping and Visual Factory used for productivity improvement in manufacturing

industries.

CHALLENGES IN LEAN IMPLEMENTATION AND SUSTAINABILITY -Ana Valentinova Kovacheva Msc. In strategy, Organization and Leadership

Published on January 2010

The challenges faced in the process of implementing and sustain lean is a tedious

job as the concept relates to time, cost, interest, and involvement, the concepts that

together support the new change for development in an firm. The study tells that new

firms introduce and accept lean manufacturing and other innovative concepts than the old

and existing firms. The forces opposing and driving a change to lean is shown in Figure

2.The following important factor of resistance to change in manufacturing sectors is Fear


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to change the legacy system with the new successful trends and methodologies Not

utilizing the opportunities and advantages of the new policies Market destabilization will

lead to force the change, which will be in a non-standard format.

Manufacturers are under intense, remorseless pressure to find a new ways to

reduce production cost, elimination of waste, enhance high quality of product, increase the

productivity, and better customer satisfaction. These parameters are usually achieved

through the implementation of lean management practices in their industries. The

traditional manufacturing practices are indicated inadequate representation in lean

management. This paper presented an important imminent into the status of lean

manufacturing implementation in manufacturing industries. The progress in lean

implementation is snail-paced and needs to be augmented. It has a further scope to

develop focused lean concepts, which could be implemented in other kind of

manufacturing environment like low volume, high variety and high volume and low

variety. The major reasons for the low level of lean management were anxiety in changing

the attitude of workers, lack of awareness, and training about the lean management

concepts, cost and time involved in lean implementation. Therefore, it can be concluded

that the manufacturing industry needs to give more attention to implement lean

management in all the key areas. Hence, appropriate lean education, training, and research

setup in association with manufacturing industries are to stimulate the lean awareness and

technological development in all type of manufacturing industries. This helps to industries

and researchers create awareness about Lean Managements Tools, and techniques, so as it

could be supportive to opt suitable lean practices for implementation, continuous

development and for sustaining leanness in the competitive environment of current

scenarios.


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2.2 REVIEW GAP

The research gaps identified from the literature review are as follows:

There are few strategies available to monitor and control Lean Methodology which

need to execute.

Less statistical tools are available to implement the resources allocation

It has a further scope to develop focused lean concepts

There are few research available to measure the BPR implementation, but there is

no proper specification that it can be followed.

There is no specific comparisons made before and after implementation. There are

papers describing the effects after the implementation only.

This papers describes the challenges faced by following the lean and their

implementation methodology.

These papers examines how the implementation of Lean could bring value to the

organization processes and contribute for achieving an operational excellence.


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CHAPTER 3

METHODOLOGY

3.1 TYPE OF STUDY

The method adopted was Lean methodology. The data was collected from the

reports usually numeric in form, presented in tables or graphs often with statistical

analysis. Based on the analysis results, conclusion will be drawn.

3.2ASSUMPTIONS, CONSTRAINTS AND LIMITATIONS

Limited availability of xPression resources

Series of quality process should be followed for deliverables within short span This study is limited to respondents from xPression team only

Questionnaire was circulated to selected users within Tata Consultancy Services

only.

The respondents were mostly middle Developers and technical architects

who have vast experience in EMC Tool

3.3DATA COLLECTION

25 members were interviewed through a series of questionnaires and by a panel

of members.

Based on the feedback from the interview panel and the exit test conducted the

technical aspect, individual capability and interest of an individual is determined.

The requirements corresponding to document development and the mapping of

Data elements through which the values will be populated are analyzed and all the

corresponding queries where answered by Business analyst.

The datas from the upstream and downstream are verified.

Both primary and secondary data collection methods are used in this study,

where majority of the information and data used in this study is collected through

primary sources. The different data collection methods used is explained below:

In this report, the research was implemented by using both qualitative and

quantitative research methods and using theoretical ideas. The theoretical part contains

information gathered from literature and text books dealing with Xpression eboobs,


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Resources management. In addition, the case studies research is from the existing

company information to the analysis of environment of the target project to evaluate the

companys strengths, weakness, opportunities and threats in the current process

followed in the project. Besides, the case study includes a series of querionaries that a

lot of participant where examined The open questionnaire included 2 sets of questions

based on Design aspect and Development aspects with multiple choice which were

designed for the target associates by answering on internet and paper handing out. The

personal interviews were also conducted by the experts in the corresponding technology

The market research included primary and secondary data.

Primary data is collected with qualitative methods by interviewing the

technical associates. The quantitative research to be conducted by exit tests for

understanding the associates technical capabilities.

Secondary data is extracted from budgets or the rate values assigned to the

individual associates and the views of experts or the developers of the tool.

3.4DATA PROCESSING

Both Primary & Secondary data was collected for 5 months (Jan15 to Apr15)

from the associates and customers of this organisation to study:

Current process in the project

Current budget of the project

The Technical capabilities of the associates

Ideas to implement standards across the project

3.5TOOLS FOR ANALYSIS

Excel Bar Graphs

Excel Pie Charts

Assignment Problem

I. Enumeration methodII. Simplex methodIII. Transportation methodIV. Hungarian method


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CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1Data Analysis and Interpretation

4.1.1 Process Implementation

The Secondary objectives are achieved by implementing 5S process

1) Sort:

To analyze the project requirement and individual technical capacity by

allocating the corresponding associates.

Sort through everything in an specified requirement and decide what to keep ,

discard or move to other category.

Data Requirements

1000 forms must be implemented into xPression system from the Legacy

system.

Analyze the requirements provide by the customer with the corresponding

tools capability and the specific time frame provided for its execution.

Team of 25 members are interviewed through a series of questionnaires.

Based on the feedback from the interview panel and the exit test

conducted the technical aspect, individual capability and interest of an

individual can be determined.

The requirements correspond to document development and the mapping

of Data elements through which the values are populated.

The datas from the upstream and downstream must be verified.

2) Set in Order:

To categorize the desired tasks by which the efficiency and cost cutting of the

project can be improved.Categorize the job requirements into four main functional categories, Such as


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1. Design Phase

2. Development Phase

3. Validation Phase

4. Redesign Phase.

The research instrument used for Data sampling is through questioner and

interview process.

The requirements collected through sort process are categorized into

different phases through which they fit in.

The Tasks for the individual phases are grouped based on the priority and

dependencies with respect to the other phases.

Assignment of job tool is been used to allocate the corresponding

resources to their corresponding tasks through which they can work

effectively.

DESIGN PHASE:

The tasks to be performed in the design phases are;

Form analyses are done with respect to the Data mapping sheets.

Based on the form analysis the necessary shared contents for the forms

development are categorized.

Low Level Design Document should be developed for every

individual forms. The main purpose of this document is to provide the

developers an idea of how to implement the forms development. Also

to maintain a standard development process. The LLD mainly consists

of 2 documents:

o LLD word specification document: The document pictorially

represents the contents which have to be placed in which

content item.


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o LLD excel specification document: This document consists of

the Naming Conventions and the shared contents to be

followed while developing the document.

Unit test cases are captured for different scenarios based on the

individual forms though which the developer and the valuator can

execute the test cases.

All the necessary configurations should be incorporated in xAdmin.

o Configurations such as:

Resources management

Printer configuration

Separator sheets

Category management

Data source management

Output profile setup

Distribution definition

Stream Definition

DEVELOPMENT PHASE:

The below listed activities needs to be performed in development phase.

Shared contents analyzed in the design phases should be developed

Based on the LLDs prepared from the design team the documents are

developed in the xPression tool.

The corresponding XMLs are prepared for the individual forms.

The Look and feels of the documents are validated by publishing the

documents.

The Unit test cases should be executed and their corresponding Unit

test results must be captured.

PDF comparator tool is used to validate the legacy documents with the

current output generated documents.

VALIDATION PHASE:


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The forms developed by the development team are moved to the next

stage of testing by the validation team.

A team of 2 members are involved in the validation team. The outputs are triggered for different test cases including negative test

cases.

Defects are captured and reassigned to the corresponding developer

Fixed defects are revalidated.

All the corresponding defects are logged and RCA(Root Cause

Analysis) for the defects are preformed.

The second stage of validation is done by technical experts from otherstreams and their corresponding defects re logged and fixed

accordingly

The final stage of Inspection is done by the Quality Manager where the

quality of the forms delivered are analyzed and inspected.

REDESIGN PHASE:

The redesign phase performs the below activities.

The look and feel of the documents are modified based on the business

requirement

Data field sheet and font style sheets are developed through which the

developers can develop the forms in development phase.

3) Shine:

To formulate strategies for organize and create new tasks for better wastage

management.

Shine means to thoroughly clean and fix up the selected area.

Typical Planning is considered for regularly scheduled system clean ups

as well as remove the unnecessary tasks performed in different Phases.

This becomes a routine task for standardization phase.

The unnecessary tasks need to be identified by the time consumed for the

activity to be achieved and the corresponding tasks should be removed.


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The unnecessary tasks are listed below:

The xmls prepared for the Policy center and PDA team.

Data naming conventions should be done by BAs and the team will notbe afford to do the naming conventions

4) Standardization:

Standardization requires the deepest thinking on to decide the possible

causes of the bad normal process and behaviors that will contribute the

loss.

The main goal is to develop standard operating practices (SOP) as

guidelines with the help of xPression expertise technical architects for

implementing and development process and provide checklist outlining

the specific actions to be performed in the corresponding phases.

The below list standard documents are prepared.

1. Standard development document

2. Standard design document

3. Style guidelines document for redesign

The below list of checklists are prepared for validating the documents

prepared.

1. Development checklist

2. Redesign Checklist

5) Sustain:

Sustain means embracing and adhering to the elements in the standardization

step in order to maintain the gains accomplished through the first four

processes.

4.1.2Resources Allocation

Based on the data collected the job is categorized into four different stages.

Such as Design Phase, Development Phase, Validation Phase and Redesign

Phases.


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Based on the Rate card collected and the designation of the associates the billing

of the individual associates are calculated and are categorized by the assignment

problem.

So far, in the literature it is available that an assignment problem can be solved

by the following four methods.

I. Enumeration method

II. Simplex method

III. Transportation method

IV. Hungarian method

I. Enumeration method

In this method, a list of all possible assignments among the given resources (like

men, machines, etc.) and activities (like jobs, sales areas, etc.) is prepared. Then

an assignment involving the minimum cost (or maximum profit), time or

distance is selected. If two or more assignments have the same minimum cost

(or maximum profit), time or distance, the problem has multiple optimal

solutions. In general, if an assignment problem involves n workers/jobs, then

there are in total n! Possible assignments. As an example, for an n=3

workers/jobs problem, we have to evaluate a total of 3! or 6 assignments.

However, when n is large, the method is unsuitable for manual calculations.

Hence, this method is suitable only for small n.

II. Simplex Method

Since each assignment problem can be formulated as a 0 or 1 which becomes

integer linear programming problem. Such a problem can be solved by the

simplex method also. As can be seen in the general mathematical formulation of

the assignment problem, there are nn decision variables and n+n or 2n

equalities. In particular, for a problem involving 5 workers/jobs, there will be 25

decision variables and 10 equalities. It is, again, difficult to solve manually.

III. Transportation Method

Since an assignment problem is a special case of the transportation problem, it


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can also be solved by transportation methods. However, every basic feasible

solution of a general assignment problem having a square payoff matrix of order

n should have more m+n-1= n+n-1= 2n-1 assignments. But due to the special

structure of this problem, any solution cannot have more than n assignments.

Thus, the assignment problem is inherently degenerate. In order to remove

degeneracy, (n-1) number of dummy allocations will be required in order to

proceed with the transportation method. Thus, the problem of degeneracy at

each solution makes the transportation method computationally inefficient for

solving an assignment problem.

IV. Hungarian Method

Assignment problems can be formulated with techniques of linear programming

and transportation problems. As it has a special structure, it is solved by the

special method called Hungarian method. This method was developed by D.

Konig, a Hungarian mathematician and is therefore known as the Hungarian

method of assignment problem. In order to use this method, one needs to know

only the cost of making all the possible assignments. Each assignment problem

has a matrix (table) associated with it. Normally, the objects (or people) one

wishes to assign are expressed in rows, whereas the columns represent the tasks

(or things) assigned to them. The number in the table would then be the costs

associated with each particular assignment. It may be noted that the 75

assignment problem is a variation of transportation problem with two

characteristics. (i) The cost matrix is a square matrix, and (ii) The optimum

solution for the problem would be such that there would be only one assignment

in a row or column of the cost matrix. Hungarian method is based on the

principle that if a constant is added to the elements of cost matrix, the optimum

solution of the assignment problem is the same as the original problem. Original

cost matrix is reduced to another cost matrix by adding a constant value to the

elements of rows and columns of cost matrix where the total completion time or

total cost of an assignment is zero. This assignment is also referred as the

optimum solution since the optimum solution remains unchanged after the

reduction.


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The below listed is the rate card by which the resources planned for this

corresponding project are obtained.

Role Rate

Architect/Program Manager < 5 yrs Onsite $ 81.50

Architect/Program Manager 5+ yrs Onsite $ 98.00

Architect/Program Manager < 5 yrs Offshore $ 28.50

Architect/Program Manager 5+ yrs Offshore $ 31.75

Business Analyst < 5 yrs Onsite $ 71.25

Business Analyst 5+ yrs Onsite $ 74.25

Business Analyst < 5 yrs Offshore $ 25.25

Business Analyst 5+ yrs Offshore $ 27.50

Data Modeler/Data Analyst/Tech Lead < 5 yrs Onsite $ 71.00

Data Modeler/Data Analyst/Tech Lead 5+ yrs Onsite $ 74.25

Data Modeler/Data Analyst/Tech Lead < 5 yrs Offshore $ 25.25

Data Modeler/Data Analyst/Tech Lead 5+ yrs Offshore $ 26.50

DBA General Skills < 5 yrs Onsite $ 72.25

DBA General Skills 5+ yrs Onsite $ 74.50

DBA General Skills < 5 yrs Offshore $ 26.50

DBA General Skills 5+ yrs Offshore $ 28.50

DBA Niche Skills < 5 yrs Onsite $ 82.50

DBA Niche Skills 5+ yrs Onsite $ 92.75

DBA Niche Skills < 5 yrs Offshore $ 28.50

DBA Niche Skills 5+ yrs Offshore $ 29.50

Developer General Skills < 5 yrs Onsite $ 70.00

Developer General Skills 5+ yrs Onsite $ 73.25Developer General Skills < 5 yrs Offshore $ 24.25

Developer General Skills 5+ yrs Offshore $ 27.50

Developer Niche Skills < 5 yrs Onsite $ 77.25

Developer Niche Skills 5+ yrs Onsite $ 83.75

Developer Niche Skills < 5 yrs Offshore $ 28.25

Developer Niche Skills 5+ yrs Offshore $ 31.50

Developer Specialized Skills < 5 yrs Onsite $ 95.25

Developer Specialized Skills 5+ yrs Onsite $102.75

Developer Specialized Skills < 5 yrs Offshore $ 31.25

Developer Specialized Skills 5+ yrs Offshore $ 34.50

Functional Consultant ERP < 5 yrs Onsite $ 97.75Functional Consultant ERP 5+ yrs Onsite $113.00

Functional Consultant ERP < 5 yrs Offshore $ 33.50

Functional Consultant ERP 5+ yrs Offshore $ 42.00

Technical Lead/Designer ERP < 5 yrs Onsite $ 92.75

Technical Lead/Designer ERP 5+ yrs Onsite $108.25

Technical Lead/Designer ERP < 5 yrs Offshore $ 31.50

Technical Lead/Designer ERP 5+ yrs Offshore $ 40.00

Infrastructure General Skills < 5 yrs Onsite $ 69.75

Infrastructure General Skills 5+ yrs Onsite $ 73.00

Infrastructure General Skills < 5 yrs Offshore $ 24.50

Infrastructure General Skills 5+ yrs Offshore $ 27.25Infrastructure Niche Skills < 5 yrs Onsite $ 82.00


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Infrastructure Niche Skills 5+ yrs Onsite $ 88.25

Infrastructure Niche Skills < 5 yrs Offshore $ 29.25

Infrastructure Niche Skills 5+ yrs Offshore $ 32.25

Project Managers/Manager < 5 yrs Onsite $ 74.25

Project Managers/Manager 5+ yrs Onsite $ 79.25

Project Managers/Manager < 5 yrs Offshore $ 27.25

Project Managers/Manager 5+ yrs Offshore $ 29.50

Systems Analyst < 5 yrs Onsite $ 68.00

Systems Analyst 5+ yrs Onsite $ 71.00

Systems Analyst < 5 yrs Offshore $ 25.25

Systems Analyst 5+ yrs Offshore $ 27.50

Tester < 5 yrs Onsite $ 61.75

Tester 5+ yrs Onsite $ 65.00

Tester < 5 yrs Offshore $ 24.00

Tester 5+ yrs Offshore $ 26.25

Table 4.1 - RATE CARD

Employee Name Bill Rate Inv. Amt.

Lakshminarayana.Gv $ 92.76 $ 9,647.04

Jay $ 110.19 $ 7,933.68

Rama Tagore $ 110.19 $ 10,137.48

Dhayalan Subbaiah $ 112.75 $ 11,726.00

Lekha $ 78.16 $ 6,252.80Anandaraj Ramalingam $ 26.91 $ 2,798.64

DineshKumar Jaladurgam $ 26.65 $ 639.60

DivyaPrabavathi Asokan $ 26.65 $ 2,771.60

Gokula Kumar $ 26.65 $ 2,771.60

Hema Duraisamy $ 26.65 $ 2,771.60

Jansimaruthuveni Nagarajan $ 26.65 $ 2,771.60

Meharay Angaze $ 35.97 $ 3,453.12

Prakash Jayapal $ 26.65 $ 2,771.60

Kothandaraman $ 26.65 $ 2,558.40

Santhi Priya C $ 26.65 $ 2,558.40Sapna Nagendra $ 25.36 $ 2,637.44

Saravanan L $ 26.65 $ 2,771.60

Vaishnavi Thiruvengadam $ 26.65 $ 2,771.60

Joseph Santhosh $ 25.36 $ 2,637.44

Vignesh Moni $ 26.65 $ 1,492.40

Total $ 83,873.64

Table 4.2 - Billing of the associates per month


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42

Fig 4.1Bar Chart - Billing of the associates

Cost cutting of Teamwise

Fig 4.2Bar ChartCostcutting of Teamwise

Based on the interview panel feedback and questionnaire prepared the teammembers should be spitted as below.

$0.00

$2,000.00

$4,000.00

$6,000.00$8,000.00

$10,000.00

$12,000.00

$14,000.00

Lakshminarayana.G

vJay

RamaTagore

DhayalanSubbaiah

Lekha

An

andarajRamalingam

Dine

shKumarJaladurgam

DivyaPrabavathiAsokan

GokulaKumar

HemaDuraisamy

Jansimaruthuveni

MeharayAngaze

PrakashJayapal

Kothandaraman

SanthiPriyaC

SapnaNagendra

SaravananL

Vaish

naviThiruvengadam

JosephSanthosh

VigneshMoni

Inv.Am

t

Employee Name

$0.00

$5,000.00

$10,000.00

$15,000.00

$20,000.00

$25,000.00

$30,000.00

$35,000.00

$40,000.00

$45,000.00

Managers Design Team Development

Team

Validation

Team

Redesign

Team


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Design

Team

Development

Team

Validation

Team

Redesign

Team Managers

Saravanan Kothandaraman Santhipriya Mehary Anadaraj

Lakshmi Joseph Sapna Jansi VigneshJay Dinesh Hema Rama

Dhayalan Gokul Divya

Lekha Prakash

Vaishnavi

Table 4.3Teamwise associate split up

Based on the time spent for the task completion and their priority the below tasks canbe eliminated.

Table 4.4List of tasks eliminated

By avoiding the above tasks sum of 2250hours and $85075of revenue wastage canbe avoided.

4.1.3 CHECKLIST

S.No Checklist DescriptionNaming Conventions

1 Have you given the proper naming conventions for the documents created.

2Have you given a proper naming conventions for the user defined variablescreated.

3 Are the name of the variable is using any space or special character

4

While naming the documents or creating any objects in xPression (xDesign )avoid using " "(Space) inbetween the letters. Instead use Underscore "_" e.g"Document Description" - should be named as "Document_Description".

5

If the variable name is too long use "_" underscore to make it look simple. E.g

"Header and Footer" can be named as "Header_Footer".


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44

44

6Through out the Document use the similar naming conventions to maintain theUniformity.

7

Have you initialized all the string variable as null and all integer and float variable

as 0

8

Have you given a proper name for section, Content rule, Content group andcontent itemso that It will easily understandable by seeing the name

Page properties

9Are you using the correct and latest dotm file for creating the documents inxDesign.

10 Have you given the effective date correctly

11 Page set up Should be as per the Baseline document

12 Page margin should be as per the Baseline document

Header and Footer

13Header and Footer set up should be same as of Baseline Document or the styleguide line provided.

14 Page numbers are populated as in the Baseline

Logo and Signatures

15 Logo size and position should be similar to the Baseline Logo Position

16 Exact logo should be placed as in the Baseline document

17 Exact signature should be placed as in the Baseline document

18 Signature size and position should be similar to the Baseline Position

Content check

19 Title, content and its style should be same as of the Baseline document

20 Dynamic Variables should be populated as per the Baseline document

21 Length of the Variables should be checked with Baseline

22 Static content and Dynamic variable spacing should be checked with Baseline

23Spacing between paragraph lines and alignment should be similar to theparagraph alignement of the Baseline document

24Two column length and width of the paragraph should be similar to the Columnset up in the Baseline document

25

Ensure the start and end position of the words in the paragraph matches

with Baseline document

26The alignment of the paragraph should be similar to the Baseline. Example:Justification

27 Check for the date format (MM/dd/yy)

28If the countersignature is appearing after the static content, check if it is at theBottom-Right position of the page (Just above the footer)

Tables


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45

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29

Table Properties should match with Baseline formsi. Column width

ii. Row Heightiii. Number of rowsiv. Font,Styles and Alignment of each cellv. Cell Margin

30 All the cells in the table are filled with relevant information.

Design Check

31

Have you given a proper name for section, Content rule, Content group andcontent item so that Itwill easily understandable by seeing the name

32

Have you grouped all the content rules under a section rule which are having same

section criteria

33

If you have a very big criteria with many fields, Are you using any variable ruleto check the criteriaonce and use that variable in all the place

34

If you are using more than one content group under a content rule, Have you giventhe criteria for each content group.Otherwise it will pick always first content group

35If you want to make a section as backup Have you given the name of that sectionas _bkp format.

36

If you are reading any field from secondary table Have you used read loop to linkthe secondary tablewith primary table before reading that field

37 If you are using read next have you checked eof condition for that table

38 Have you given a proper name for the label rule

39Have you mentioned the criteria for goto rule, Otherwise it will go for infinityloop.

40If you are using any subdocument Have you checked whether mapping is correctwith main document

41 Are you using any shared rule in your design.

42If you want to change anything in the shared rule Have you removed sharing therule as well as content before changing.

43If you are using any external content Have you placed that content in the correct

path.

44 If you are using user exit, Have you checked to give the input as null

45Are you using any section break in your design. If so have checked for the Headerand Footer (page number) printing approriately.

Handing Version control

46For newly created documents, have you created the document version by givingthe respective effective date or width draw date?

47 Incase if your changing the existing document make sure to update the existingversion through the Manage option instead of creating a dulplicate or new version.


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46

46

48If you are working on the existing document and if it doesnt have the documentversion make sure you are creating the document version.

Preview

49

Make sure to verfiy the generate xml option is given "Yes" in settings.(Navigation - Tools -> Options, you will get "xPression Design Options" dialogue

box in that goto "setting" tab " and select "Yes" for the Automatically GenerateXML option).

50The above setting will save the time. Whenever you click on the preview tab itwill minimize the manual effort. This is just one time setup.

Output profile setting

51

Output profile settings given below are set as per the requirementi. Output definition,ii. Distribution definition &

iii. Stream definition52 Output pdf should be placed in the respective folder as defined in the profile.

Business rule check

53 Business attributes are placed for the content

xRevise/xResponse

54 The form opened in xRevise/xResponse as designed and as in Basline document

55The form is checked for Editable fields and non-editable fields/Content as inBasline document

Template check

56 Check whether the update .dotm template has been mapped

XML/XSD/DRD

57 Check whether the latest xml, XSD and DRD are been used.

Table 4.5 _ Development Checklist

Redesign Checklists

S

NoSteps Type of File Checklist

1 Step-1 All FilesHave you checked the Form Number whether it is

available for all forms in Forms Inventory

2 Step-1 All FilesHave you checked the Forms count for User

Generated and System Generated forms

3 Step-2 All FilesHave you checked whether valid legacy has been

provided for all forms

4 Step-2 All Files Have you checked the page count for the forms

5 Step-2 All Files Check whether the form is Static or Dynamic

6 Step-4 All FilesAre you using proper template(Letter,Fax,Memo

etc) while creating the document

7 Step-5a All FilesHave you checked the form contents, it should not

be repeated


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47

8 Step-5b All FilesGet the review comments from Onsite and perform

fixes

9 Step-5a,Step-5b All Files

Please perform Self Review based on the Forms

Design Checklist before sending the forms to

Validation Team

10 Step-5a All Files Are you using the Proper form number. Eg: " Bor6A"

11 Step-5a,Step-5b All FilesHave you given the name of the document properly.

Eg: "Form Description_Artifacts Name_version"

12 Step-5a,Step-5b All FilesHave a look at the complete form for any visible

mismatches/overlaps or other corrections

13 Step-5a,Step-5b All FilesReview all the changes done in Mockups, which

should also reflect in Type Spec and Data-Field

14 Step-5a,Step-5b All FilesHave you checked the image quality (Logo,Contact

Us icon,Important Message icon).

15 Step-5a All FilesStyle Tags(Style codes) should be aligned adjacent to

the text corresponding

16 Step-5a All Files Are you using the correct Style Tags(Style codes)

17 Step-5a All FilesCheck the indentation as per Style Guidelines

(Checkbox,Bullet List,Numbered List)

18 Step-5b All FilesAre you using the latest version of forms for doing

fixes

19 Step-5a All Files Are you using the proper Return Address

20 Step-5a All FilesHave you given the correct Process date Format. Eg:

December 26, 201521 Step-5a All Files Have you marked the Editable contents in red color

22 Step-5a All FilesHave you marked the Dynamic/Editable contents in

blue color

23 Step-5a All Files

Have you added the Country in Recipient and Policy

H

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