Process Excellence:

Process excellence is empowerment for the businesses to ad-hoc perform a process that achieves
the best balance in all four dimensions. It empowers both the performers and the customer to
influence and immediately rate process outcomes. It empowers process owners and management to
monitor and improve processes on-the-fly. Process excellence is all about satisfying customers (both
internal customers and external customers). Process excellence can be as simple as efficiency and
effectiveness in processes. To quote the late management guru Peter F. Drucker, "Efficiency is doing
things right; effectiveness is doing the right things." In a service process such as a help desk, for
example, process efficiency may be a measurement of how long it took for someone to resolve the
issue from the time a trouble ticket was opened. Process effectiveness would be how well the
problem was solved and/or customer satisfaction measurements. For achieving the goal of process
excellence, EXL extensively uses Business process improvement and Lean Six Sigma.

Business process improvement: Business process improvement (BPI) is a systematic

approach to help an organization optimize its underlying processes to achieve more efficient results.
It is the methodology that both Process Redesign and Business Process Reengineering are based
upon. BPI has been responsible for reducing cost and cycle time by as much as 90% while improving
quality by over 60%.
It should be noted that BPI focuses on "doing things right" more than it does on "doing the right
thing". In essence, BPI attempts to reduce variation and/or waste in processes, so that the desired
outcome can be achieved with better utilisation of resources.
BPI works by:

Defining the organization's strategic goals and purposes (Who are we, what do we do, and
why do we do it?)
Determining the organization's customers (or stakeholders) (Who do we serve?)
Aligning the business processes to realize the organization's goals (How do we do it better?)

The goal of BPI is a radical change in the performance of an organization, rather than a series of
incremental changes (compare TQM).

Lean Six Sigma: Lean Six Sigma is a synergized managerial concept of Lean and Six Sigma that
results in the elimination of the seven kinds of wastes/muda (classified as Transportation, Inventory,
Motion, Waiting, Overproduction, Over-Processing, and Defects, ) and provision of goods and service
at a rate of 3.4 defects per million opportunities (DPMO) . Lean Six Sigma utilises the DMAIC (Define,
Measure, Analyse, Improve and Control) phases similar to that of Six Sigma. The Lean Six Sigma
projects comprise the Lean's waste elimination projects and the Six Sigma projects based on the
critical to quality characteristics. The DMAIC toolkit of Lean Six Sigma comprises all the Lean and Six
Sigma tools.
Lean manufacturing, lean enterprise, or lean production, often simply, "Lean," is a production
practice that considers the expenditure of resources for any goal other than the creation of value for
the end customer to be wasteful, and thus a target for elimination. Working from the perspective of

the customer who consumes a product or service, "value" is defined as any action or process that a
customer would be willing to pay for.
Essentially, lean is cantered on preserving value with less work. Lean manufacturing is a
management philosophy derived mostly from the Toyota Production System (TPS) (hence the term
Toyotism is also prevalent) and identified as "Lean" only in the 1990s. TPS is renowned for its focus
on reduction of the original Toyota seven wastes to improve overall customer value, but there are
varying perspectives on how this is best achieved. The steady growth of Toyota, from a small
company to the world's largest automaker, has focused attention on how it has achieved this
success.
Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of
defects (errors) and minimizing variability in manufacturing and business processes. It uses a set of
quality management methods, including statistical methods, and creates a special infrastructure of
people within the organization ("Champions", "Black Belts", "Green Belts", "Orange Belts", etc.) who
are experts in these very complex methods. Each Six Sigma project carried out within an
organization follows a defined sequence of steps and has quantified financial targets (cost reduction
and/or profit increase). The maturity of a manufacturing process can be described by a sigma rating
indicating its yield or the percentage of defect-free products it creates. A six sigma process is one in
which 99.99966% of the products manufactured are statistically expected to be free of defects (3.4
defects per million),