Method Key Points Bottom Line

Robust methodology for improving existing

DMAIC processes, focuses on preventing defects Core Methodology
Major Effort/ SOAR
Robust methodology for designing new processes/ Initiative, Complement
DfSS products/ services or redesigning entitled processes DMAIC

Robust methodology for improving existing Major Effort/ SOAR

processes through elimination of waste and Initiative, Complement
Lean bottlenecks, focuses on product/ service value stream DMAIC
Compact Methodology for improving existing
processes, focuses on improvement of small, Resolving a quick find, en
TOCI previously-identified "quick hits" lieu of DMAIC
Compact methodology for improving existing Eliminating special cause,
processes, focuses on containing problems and Within DMAIC Measure/
8-D eliminating special cause Analyze or Stand-alone
Kepner-
Tregoe Compact methodology for improving existing Eliminating special cause,
Problem processes, focuses on determining why an variance Within DMAIC Measure/
Analysis from the expected result is observed Analyze or Stand-alone
Other Theory of Constraints, TRIZ (Inventive Problem
Methods to Solving), KT Situational Appraisal, KT Decision
consider Analysis, KT Potential Problem Analysis Varies
Stage Tool

Define CTQ(Customer Needs)

Define Big Y

Define Kano Model

Affinity diagram

Data Mininig

QFD
Description
Output characteristic, Project Y Metric, Targets, Specification/Tolerance Limits, defects definition

The important high level measure that a Six Sigma project seeks to improve is known as the 'Big Y'
. Big Y should be linked to the critical customer requirements.
The Big Y is often used to generate 'little y' operational objectives that must be
improved to achieve Big Y improvements. The Big Y might be to improve diner satisfaction. The
Little y could be time to seat the customers, availability of menu choices etc.
1. Threshold Attributes (Basics). These are the basic features that customers expect a product or
service to have.

For example, when you book into a hotel, you'd expect hot water and a bed with clean linen as an
absolute minimum.

2. Performance Attributes (Satisfiers). These elements are not absolutely necessary, but they
increase a customer's enjoyment of the product or service.

Returning to our example, you'd be pleased to discover that your hotel room had free superfast
broadband and an HD TV, when you'd normally expect to find paid-for wi-fi and a standard TV.

3. Excitement Attributes (Delighters). These are the surprise elements that can really boost your
product's competitive edge . They are the features that customers don't even know they want, but
are delighted with when they find them.

An Affinity Diagram is an analytical tool used to organize many ideas into subgroups with common
themes or common relationships. The method is reported to have been developed by Jiro Kawakita
and so is sometimes referred to as the K-J method.

Quality Function Deployment is a planning process for products and services that starts with the
voice of the customer. Basically, it enables people to think together.eft side: has the customer’s
needs.
Ceiling: has the design features and technical requirements.
The Roof: a matrix describing the relationship between the design features. Used to show how the
design requirements interact with each other.
This can be an ordinal measurement scale.
Competitive Section: based primarily on the customer’s perspective.
Lower level / Foundation: Benchmarking & target values used to rank the ‘hows’. These are the
actions your organization will take to satisfy your customers.
 Six Sigma - DMAIC
PHASE Activities
Identify Customer, Stakeholder and
DEFINE
Process Owner Requirements;
Problem Statement, CTQ, Big “Y”
Musts, Wants, Constraints, Scope,
Timing
MEASURE / IDENTIFY
Define Performance Standard
“Baseline”; Baseline DPMO, Sigma,
COPQ Opportunity, KPOV
Identification; Validate Measurement
System (POVs); Determine Product
Capability
ANALYZE / CHARACTERIZE
Define Performance Objective;
Identify Variation Sources; Screen
Potential Causes
IMPROVE / OPTIMIZE
Optimization Designs, Response Surface
Discover Variable Relationships,
Methods, Conjoint Analysis, X-factor
Establish Operating Tolerances ,
Tolerancing, XY Relationship, MSA,
Validate Measurement System (PIVs)
Hypothesis Test
CONTROL / VALIDATE
Implement Controls, Determine
Process Capability; Validate &
Translate; Audit
Six Sigma - DfSS LEAN
Tools Activities Tools Activities Tools
Project Initiation (Define Strategic Objectives);
Identify Customer,
Develop Project Scope (ID Deliverables, Clarify
Interview, Survey, QFD, Kano Analysis, Stakeholder and Process Interview, Survey, QFD, Kano Analysis,
Financial Benefits); Project Planning/Management (ID Project Roadmap, Thought
Process Maps, CTQ Flow Diagram, Owner Requirements; CTQ Flow Diagram, SIPOC, Process
Resources, Complete Project Charter, Timeline); Process Map, Charter, Multi-
SIPOC, Team Charter, Customer Needs Problem Statement, CTQ, Maps, Team Charter, Customer Needs
Identify the Customers (Target Segments, Internal vs. generation Plan
Matrix, Affinity Diagram, Data Mining Big “Y” Musts, Wants, Matrix, Affinity Diagram, Data Mining
External, Stakeholder Analysis, Customer
Constraints, Scope, Timing
Prioritization); Cross Functional Team Formed
Identify what is important to the customer; Translate
Z-Tables, Pareto, SPC Charts, Normality Customer Requirements to Critical to Quality Customer Research, Quality Value Stream Maps, Lean Assessment,
Define Current Performance
Tests, Process Maps, RTY, FMEA, MSA, Parameters; Prioritize Critical to Quality Parameters Function Deployment, FMEA, Lean Metrics, Visual Management,
"Baseline"; Define Current
Hypothesis Tests, Time Series Plots, and Establish Acceptable Range; Perform Competitive Opportunity Analysis, Control Charts, Check Sheets, MSA; Takt
State; Validate Performance
Checksheets, Minitab (Quality Tools), Assessment; Determine Measurement Protocols, Benchmarking, Kano Models, Time, Cycle Time, Throughput Time,
Objectives
Sample Size, Normality Tests Needs, etc…; Identify Noise Variables at the Attribute Charts Benchmarking
Customer; Develop a product use profile
Benchmarking, Hypothesis Tests,
Entitlement Analysis, Literature Review,
Formulate Concept Design; Identify Potential Risks; Pugh Selection Matrix, Risk
FMEA, Hypothesis Tests, C&E Diagram,
For Each Technical Requirement, Identify Design Assessment, FMEA, DOE, 8 Wastes, Process Maps, FMEA, Video
Regression, PMAP, Multivariate Study, Identify Sources of Waste &
Parameters (CTQ’s); Determine Relationships Conjoint Analysis, Benchmarking, Process Maps, Spreadsheet Tools,
SPC Charts, Sample Size, ANOVA, Assess Process Stability /
Between CTQ’s and Part/Process Parameters House of Quality Matrix II, DfSS Spaghetti Diagrams, Floor Layout, SPC,
Concentration Diag., Normality Tests, Capability
(development of transfer functions); Establish Scorecard, Response Surface Breakdown Analysis, Pareto Charts
COV, Screening, Conjoint Analysis,
Environmental Constraints Methodologies
ANOVA, Full & Fractional Factorial
DOE, Blocking, Multi-Vari Charts
5S, Kaizen Events, Kanban, Total
Productive Maintenance, Autonomous
Attack and Eliminate Waste,
Maintenance, Defect Prevention, Mistake
Determine Process Capability, Flow-Up Process Create Process Stability &
Proofing, Andons, Jidoka, Line Balancing,
Capability to Customer Requirements and Identify Capability Studies, FMEA, Capability, Create Product /
TOC/ Bottleneck Analysis, GTA, SMED,
Gaps, Optimize Design to Minimize CTQ Sensitivity, Components of Variation, DfSS Service Flow, Allow
Flexible / Mixed-Model Production, DOE,
Allocate and Set Tolerances, Determine Potential Scorecard, Conjoint Analysis, Customer Pull of Product /
Cellular Design Cocepts, Point of Use
Process Risks, Estimate Defect and Failure Rates, Multi-Response Optimization Service, Establish Standard
Storage, ABC Analysis, Heijunka, Work
Develop Process Control Plan Work, Establish Performance
Balancing, Man-Machine Charts, Standard
Standards & Scheduling
Time Analysis, Capacity Planning,
Scheduling
Control Plans, SOPs, Reaction Plans, SPC
Implementation, FMEA, Mistake-
Proofing, Training (New Employee Confirm the Business Model; Test and Validate
SPC Implementation, FMEA, Mistake
Training), Document Control System, Predictions; Set Process Standards and Specifications; DfSS Scorecard, Statistical
Implement Controls & Proofing, Training, Document Control
Change Management; X-bar & R Charts, Conform Process Capability; Implement Quality and Tolerancing , Simulations, Field
Performance Measurement; System, Change Management; Impact
I & mR Charts, Attribute Data, Charts (p, Reliability Control Plan; Scale-Up and Commercialize Testing; Control Charts, House of
Validate and Translate; Audit Validation (DPMO, COPQ, Dashboard
np, u, c), Minitab (Quality Tools); Impact Product or Process; Implement on-going Performance Quality Matrix III, Quality Plan
Metric); Audit Format
Validation (DPMO, COPQ, Big “Y”); Monitors; Feedback for Continuous Improvement
Audit Format
 Typical Quick Hit Method 8-D K-T Failure Analysis
Activities Tools Activities Tools Activities Tools PHASE

DEFINE
4-Block, Stakeholder Analysis, D1 - Recognize a Need for 8-D Business Data Analysis, Team
Problem Definition, Project Business Metrics and Process
SIPOC, In/Out Frame Tool, VOC and Establish a Team; D2 - Charter; Is/Is Not, Pictures, Recognize a Problem
Scoping Monitoring
Analysis, CTQ Tree Describe the Problem Problem Statement, 4-block

MEASURE / IDENTIFY
Detail Current process, Establish Describe the Problem (State IS/ IS NOT Matrix, WHAT/
Process Maps, Cause & Effect D3 - Develop Interim
Baseline, Identify Potential Containment Plan Problem as an Unknown, Specify WHERE/ WHEN/ EXTENT
Diagrams Containment Action (ICA)
Causes Problem) (Distinction - Change) Matrix

ANALYZE / CHARACTERIZE
C&E Diagram, Process Maps, Process Experts, Process Maps,
Determine Root Causes, Prioritize Cause & Effect Diagrams, Cause D4 - Define & Verify Root Cause
FMEA, 5 Whys, DOE, Conjoint Identify Possible Causes Data Analysis Tools, Fact-Finding
Causes for Action & Effect Matrix and Escape Point
Analysis, Historical Data Tools

IMPROVE / OPTIMIZE
D5 - Choose & Verify Permanent Mistake Proofing, Error Proofing,
Brainstorming, Pugh Matrix, Pilot Corrective Actions (PCAs) for Machine Settings, Specifications,
Develop Action Plan for Evaluate Possible Causes (Identify Possible Cause Matrix, IS/ IS
Plan, PDCA Cycle, SWOT Root Cause & Escape Point; D6 - SOPs, Visual Management,
Improvements Most Likely Cause) NOT Matrix
Analysis Implement & Validate Permanent Training, Implementation Plan,
Corrective Actions (PCAs) Action Item Table, Paynter Chart

CONTROL / VALIDATE

Develop Implementation Plan, D7 - Prevent Recurrence; D8 - Mistake Proofing, SPC, Control DOE, Simulations, other active
Develop Control Plan, Develop 4-Block, Communication Plan Recognize Team & Individual Plans, SOPs; Communication Confirm the True Cause tests, tools of DMAIC Improve/
Communication Plan Contributions Plan, Management Involvement Control phases
 Internal Environment
Strengths Weaknesses
List of Activities Major Minor Major Minor

External Environment
Opportunity Threat
Attractiveness Probability of Succe Seriousness Probability of Occurrence
 Six Sigma Project Charter Template
Project Name
Business Unit
Department
Start Date
Project Budget

Project Stakeholder Name Contact Information

Phone number e-mail
Project Champion
Process Owner
Black/ Green Belt
Team Members

Process Name

Product/ Service Description

Objective
Project Y Baseline Goal Entitlement

Project Scope Statement

Assumptions/ Constraints/ Risk

Benefits

Scheduale
Project Name

Suppliers Inputs Process Outputs

Providers of the Resources High Level Process Process
Resource Required Requirements Description Deliverables

What inputs are required

Who supplies the input to enable the process
1 1
2 Start

Process

End
 Customers GAPS
Requirements Stakeholders Action Plan Timing Responsibility
Project Name

Management Man Method

Cause Cause

Cause
Cause Cause

Cause
Cause
Cause
Cause

Cause Cause Cause

Cause

Cause

Cause

Measurement Machine Material

Effect
(Y)
 Project Name
Cause & Effect Matrix

Rating of Importance to
Customer
Project Outputs

Y 10

Y 11

Y 12

Y 13

Y 14

Y 15
Y1

Y2

Y3

Y4

Y5

Y6

Y7

Y8

Y9

Total
Process Step Process Inputs
1 Process Step 1 0
2 Process Step 1 0
3 Process Step 1 0
4 Process Step 2 0
5 Process Step 2 0
6 Process Step 2 0
7 Process Step 2 0
8 Process Step 3 0
9 Process Step 3 0
10 0
11 0
12 0
13 0
14 0
15 0
16 0
17 0
18 0
19 0
20 0
21 0
22 0
23 0
Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

The role of Cause and Effect Matrix is to identify the inputs for FMEA. The input
variables with the highest total should be the first transferred to FMEA
Process/Product Failure Modes and Effects Analysis

Process or Product
Name Prepared by
Responsible Date

use
Process Step Failure Mode Failure Effects Causes Controls max
SEV
Action Resp Timing P P P P
S O D R
What controls are in place to E C E P
May be process step, general What is the potential S O D R What specific actions are When is completion of
If the failure mode occurs, What is/are the cause/s prevent the cause from occuring Who will be accountable for V C T N
activity, functional area, or failure or undesirable
what will the effect be? E of the failure? C or to detect that the cause has E P required to improve the RPN
implementing the change
the action required or
other rational grouping outcome for this area? V C T N number planned
occurred?

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0
Capability Summary
Project Name
Process or Product
Name Prepared by
Responsible Date

Customer
Measurement %R&R or Upper Lower Sample
Requirement Target Cp Cpk Date Actions
Technique P/T Ratio Specification Specification Size
(Output Variable)

Key Process Output Variable

Process Control Plan

Process or
Product Name Prepared by
Responsible Date

Specification/
Variable
Requirement
Sub
Specification Measuremen Frequenc Control Decision Rule/
Process Process Sample Size
Characteristic t Method y Method Corrective Action
Step KPOV KPIV LSL Target USL
 Six Sigma Project Selection Grid
Bubble Assessment Grid for Pro
Bubble size indicates probability
Rating scale criteria should be defined and
agreed to prior to rating the projects. 6

Scale: 1 - 5 Range: 1-25

Project Prob of Desireability 5
Proj # Name Effort Impact Success Index
1 Project A 5 4 4 3.2

Impact
2 Project B 2 3 4 6.0 4
3 Project C 3 5 4 6.7
4 Project D 3 2 3 2.0
5 Project E 3 1 2 0.7 3
6 Project F 2 3 5 7.5
7 Project G 5 1 3 0.6
8 Project H 2 3 1 1.5 2
9 Project I 1 5 4 20.0
10 Project J 4 4 2 2.0
1

0
0 1 2 3
Effort
ble Assessment Grid for Project Selection
ble size indicates probability of success (large = high probability)

1
2
3
4
5
6
7
8
9
10

2 3 4 5 6
Effort
 Descriptors
Six Sigma High High Low

Project Med Med Med

Selection
Low Low High
Tool
Weighting (weight can be changed based on business conditions)
20% 10% 30%
Probability of Resources
Project Business Impact Success Required
Project A 5 5 2
Project B 5 4 5
Project C 5 2 4
Project D 2 4 3
Project E 3 3 5
Project F 2 5 1
Project G 2 4 3
Project H 1 3 3
Project I 2 2 2
Project J 1 1 4
 Rating
< 3 Mos 5 GO
4 Mos 4 GO
5 Mos 3 Caution
6 Mos 2 Caution
> 6 Mos 1 BEWARE

on business conditions) click to

30% sort

Time to Complete Total

5 3.60
3 3.80
5 3.90
5 3.20
3 3.30
1 1.50
1 2.00
4 2.60
4 2.40
5 3.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Please consider each statement carefully and provide
a rating that best reflects your perception of the
resilience of your organization today.
The rating scale below has been devised to help you
select the most appropriate rating to apply for your
organization. Please read and select a rating level that
best reflects your organizations’ current commitment to
each of the 16 elements.

Scale descriptor in terms of level of maturity

  Emerging

  Mature

Please rate your organization's approach

to financial management in terms of the level
and quality of controls in place.

Element 1 of 16

Financial Management

A Formal Corporate Financial framework (including

clear credit scoring, working capital needs, cash-flow
cycle etc.) has been established which is compliant
with statutory and regulatory requirements

The Organization’s Capital structure demonstrates

ability to determine and manage financial risks
(including economic, market, foreign exchange,
geopolitical and sovereign risks)

Management monitors through structural mechanisms,

the company’s revenues, expenditures including
capex, capital and liquid assets, profitability, cash flow,
receivables, and net cash/debt position to assess the
financial viability of the organization

Please rate your organization’s approach

to alignment in terms of the extent to which
disciplines are aligned to strategy.

Element 2 of 16

Alignment
 Alignment
Full alignment of organization wide goals and related
operational activities with strategic priorities
Committed culture of strong collaborations with
external partners to deliver mutually beneficial
relationships

An Integrated business process management systems

is in place addressing different context such as quality,
environment, health and safety, information security,
business continuity etc that is aligned to the
organizational goals, objectives and risks and enables
systematic improvement and innovations

Please rate your organization's approach

to leadership, in terms of how this impacts
culture, visibility and performance of senior
business leaders.

Element 3 of 16

Leadership
An open and informed decision-making culture, with
clear communication on policies, objectives and
resources that support change and maintain control
during disruptive events

Promotion of collaboration with customers, people,

partners and other stakeholders with visible leadership

Leadership has a proactive view on and involvement in

risk management
Leadership agrees timelines, objectives and maintains
and sets high standards throughout the organization
that includes role modelling

Please rate your organization's approach

to governance and accountability in terms of
having clearly defined governance policies with
senior business leaders practicing accountability
and accountable to all stakeholders.

Element 4 of 16

Governance and Accountability

Governance and ethics policies are clearly defined and

transparent to the organization and other stakeholders
Leadership owns and demonstrates ultimate
responsibility and accountability for strategic decision
making and risk management
The Board assumes full accountability to stakeholders
and demonstrates insight to monitor and predict the
health of the business

Please rate your organization's approach

to vision and purpose – to what extent is the
organization’s purpose clearly defined,
communicated and related to strategic resource
allocation.

Element 5 of 16

Vision and Purpose

Clear definition and communication of the purpose and
vision
Clear articulation, practice and assimilation of the
company values throughout the organization
Defined strategy in place that determines how
resources are allocated to align vision, purpose, values
and behaviours

Please rate your organization's approach

to community engagement in terms of
commitment to stakeholder relationships.

Element 6 of 16

Community Engagement
The business promotes ecologically sustainable
practices and implements procedures to limit its carbon
footprint
Policies exist and are implemented to reflect a
commitment to social responsibility and community
involvement.
The organization's stakeholders' views are mapped,
researched, reviewed and contribute to the on-going
direction and development of the organization

Please rate your organization's approach

to business continuity in terms of the quality and
effectiveness of the business continuity
framework, policies and procedures.

Element 7 of 16
 Business Continuity
Established business-continuity framework in place
that defines policy, roles, responsibilities and
accountabilities
Awareness of employees and partners in respect of
their role in business continuity
The company can recover from a disruption in an
organized and planned manner

Please rate your organization's approach to

managing reputational risk.

Element 8 of 16

Reputational Risk
Mitigation of reputational risk is conducted via a
business risk management framework
Effective customer feedback and complaints
management processes exist to improve the customer
experience
Proactive measures are in place for organizational
brand and image building and protection, external
communication to generate long-term benefits

Please rate your organization's approach

to culture in terms of sharing values and
behaviours, generating trust and employee
engagement.

Element 9 of 16

Culture
Established shared values and behaviours are seen
consistently across the entire organization
Leaders and employees share the commitment to trust
and openness, with empowerment at all levels
Proactive Initiatives are taken to enhance employee
engagement, loyalty and motivation

Please rate how effectively your organization is

currently able to identify and react to uncertainty
and change in terms of its adaptive capacity.

Element 10 of 16

Adaptive capacity
Robustness of processes and adequacy of resources
to respond effectively to internal/external change
drivers
An organizational culture that embraces change,
flexibility and agility
Ability to adapt to new ways of doing business though
innovation, learning and benchmarking

Please rate your organization's approach

to resource management in terms of effective
deployment of resources and technology.

Element 11 of 16

Resource management
Tangible resources e.g. fixed assets, inventory,
production resources, and financial resources are
assessed for adequacy, efficiency and effectiveness
Intangible resources e.g. human skills, competencies,
and suitability for roles are assessed for adequacy,
efficiency and effectiveness
Processes, techniques and methods for allocating and
deploying resources are used to maximise
effectiveness and efficiency within the organization
Technologies are continuously reviewed and updated,
aligned with Industrial trends

Please rate your organization’s approach to horizon scanning

Element 12 of 16

Horizon scanning
A structured approach to map market developments,
customer needs and expectations, technological and
regulatory changes
Stakeholder inputs are gathered to identify new risks
and opportunities

Processes and systems to learn from past performance

and potential threats to make informed decisions

Horizon scan is used to create balanced focus to short

and long term strategic planning and to identify new
business opportunities
Please rate your organization's approach to
workforce development and awareness and
training of employees to the resilience of the
organization.

Element 13 of 16

Awareness and training

Organizational resilience is strengthened through
people capability development and workforce
optimization to meet changing needs
A structured programme exists for promotion of
awareness and understanding of organizational
resilience to all employees
Employees training is structured to align with the
business's organizational resilience success.

Employees review and contribute to their personal

development plan in line with organization’s objectives

Please rate your organization's approach

to information and knowledge management.

Element 14 of 16

Information and knowledge management

Effective communication takes place throughout the
organization that supports the corporate strategy both
internally and externally

Intellectual property, personal data for the organization,

employee and client is securely managed and stored

Tacit and explicit knowledge is captured, is readily

available and shared across the business

Please rate your organization's approach

to innovation.

Element 15 of 16

Innovation
The business challenges the status quo by
encouraging innovation and ideas
A culture is promoted that places trust in the workforce
to innovate
Innovation is used to develop and harness competitive
advantage
Please rate your organization's approach to
the supply chain in terms of governance, security
and management.

Element 16 of 16

Supply chain
Supply chain is structured and managed to maximize
value to all chain partners
Quality of supply chain governance includes
understanding and guiding suppliers' behaviour
including fair working practices
Active supply chain security measures are in place that
include ability to track supply chain items
Suppliers and third parties provide supply chain
assurance through verification and quality control
systems

We would like you to consider the importance of

each of the 16 Organizational resilience elements.
Using a rating of 1 to 10 please indicate the level
of importance attributed to each of these
in contributing to the Organizational resilience
of your organization today.

Financial management
Alignment
Leadership
Governance and Accountability
Vision and Purpose
Community Engagement
Business Continuity
Reputation
Culture
Adaptive Capacity
Resource Management
Horizon Scanning
Awareness and Training
Information and Knowledge Management
Innovation
Supply Chain

Operational performance
 Special characters are not allowed

Growth over previous year in % only

Growth over previous year in % only

Sales revenue per employee in INR(In Lakhs)

No of products / services being supplied

No of new products / services developed

No of major disruptions
No of minor disruptions

No of complaints on product / service quality

 Scale interpretation
Resilience is managed solely in response to a specific problem, without covering wider
or longer-term challenges
Systems to tackle organizational resilience have been established over several years
and change management processes have been integrated across the organization,
including focus on future thinking and continual business improvement. A higher level
of maturity would include planned approaches and their systematic deployment
through formal and structured mechanisms

Emerging
1 2 3

Emerging
2 3
 1 2 3

Emerging
1 2 3

Emerging
1 2 3
Emerging
1 2 3

Emerging
1 2 3
Emerging
1 2 3

Emerging
1 2 3

Emerging
1 2 3

Emerging
1 2 3
 Emerging
1 2 3

h to horizon scanning in terms of systematic review to identify change, threats, risks and opportunities.

Emerging
1 2 3
Emerging
1 2 3

Emerging
1 2 3

Emerging
1 2 3
 Emerging
1 2 3

Not at all important

1 2 3
 Total Sales Revenue
2016-17 2017-18 2018-19

Gross Profit (EBIDTA)

2016-17 2017-18 2018-19

Employee Productivity
2016-17 2017-18 2018-19

New Product Development

2016-17 2017-18 2018-19

Business Outages Experienced That Impacted Supplies

2016-17 2017-18 2018-19

Customer Complaints
2016-17 2017-18 2018-19
 Mature
4 5 6 7 8 9 10

Mature
4 5 6 7 8 9
4 5 6 7 8 9 10

Mature
4 5 6 7 8 9 10

Mature
4 5 6 7 8 9 10
 Mature
4 5 6 7 8 9 10

Mature
4 5 6 7 8 9 10
 Mature
4 5 6 7 8 9 10

Mature
4 5 6 7 8 9 10

Mature
4 5 6 7 8 9 10

Mature
4 5 6 7 8 9 10
 Mature
4 5 6 7 8 9 10

Mature
4 5 6 7 8 9 10
 Mature
4 5 6 7 8 9 10

Mature
4 5 6 7 8 9 10

Mature
4 5 6 7 8 9 10
 Mature
4 5 6 7 8 9 10

Very
important
4 5 6 7 8 9 10