Process Excellence, Lean Six Sigma
& AI Transformation
Case StudiesProcess Excellence, Lean Six Sigma
& AI Transformation Case Studies

A legacy quality-scoring system was measuring noise, not signal. The vast majority of score variance came from factors outside operational control, on a multi-day manual review cycle.

Reframed measurement around the controllable dimensions. Designed the DMAIC-grounded evaluation framework, prompt architecture, and scoring rubric end-to-end. Validated against a five-figure labelled ground-truth sample.

• 93.5% prediction accuracy across a five-figure contact sample
• Audit SLA cut ~70% (multi-day manual → automated in days)
• Three new controllable quality metrics institutionalized
• Full reset of the following year's measurement strategy

An access-governance system had no automated deprovisioning at role-end. A significant share of in-scope agents held elevated authority exceeding their active role, exposing a nine-figure revenue-leakage risk across thousands of access groups.

Owned the DMAIC end-to-end: permission-lifecycle mapping, over-permissioned-population quantification, three-cause root-cause isolation, and three targeted structural controls with finance-validated measurement.

• Over-permissioned population cut by ~40% relative
• Nine-figure exposure closed, finance-validated post-implementation
• Three structural controls live in production
• Largest finance-validated win in the annual portfolio

Dozens of improvement projects were optimized locally with no end-to-end value-stream view, leaving a large portfolio without formal governance. A parallel deep-dive surfaced a systemic accountability gap in a multi-team packing value chain.

Designed and facilitated the organization's first end-to-end Value Stream Optimisation offsite with 25+ cross-functional stakeholders. Applied VSM at portfolio scale, produced the governance framework, and led a 25-person cross-team deep-dive.

• Governance model adopted as the standard programme framework
• Legacy metrics consolidated into a single regression-validated measure
• 10-figure systemic cost identified and presented to Director leadership
• Framework became the template for subsequent strategy cycles

Contact-handling economics for a long-tail product-support workflow were degrading, with growing latency and rising cost-to-serve across the channel mix.

Designed and delivered a five-phase Lean programme with channel-shift and SLA redesign. Each phase gated the next by evidence, not enthusiasm.

• Impact compounded from six-figure to eight-figure annualized savings
• SLA improved ~45% via channel-mix redesign
• Finance-validated at each phase gate
• Blueprint reused across adjacent operations

A high-volume activation queue, handling a large share of worldwide contact volume, was consistently breaching its SLA target. Root causes had never been mapped at adequate depth, and a prior attempt at the diagnosis had stalled.

Took over the project mid-stream and made the call to rebuild the diagnosis from scratch rather than build on the inherited framing. Co-led the improvement cycle, mapping activation end to end, isolating five distinct failure stages, and deploying five targeted solutions.

• SLA improved 80% across the full activation queue
• A permanent process owner established as the structural control
• Root cause confirmed structural, not a staffing shortage, avoiding a headcount request
• Control holds without ongoing intervention from the project team

A worldwide customer-service organization had no structured wellbeing programme for the frontline teams shouldering high emotional load.

Founded the programme from zero alongside the day job. Recruited and trained a 26-member board on Mental Health Ally certification and first-contact support. Owned programming and the measurement framework.

• Grew to VP-sponsored Worldwide Global Programs scope
• Measured stress-score reduction from 3.8 → 2.3
• Continued running after handover; durability was the point