PHILOSOPHY

SigMax-e believes that at the heart of most human endeavors is a process. Recognize the nature of this process, identify its owners and customers, measure the process, manage the process, continuously improve the process, manage the change process and there is no better route to world-class results.
The basic processes of human endeavor

	The process of "work" (or routine)
	The process of designing work
	The process of improving work
	The process of change

The process of making it happen:

	Hire for Energy, Attitude and Discipline
	Provide everyone the basic quality skills
	Set challenging goals
	Track performance
	Empower and Reward frequently
	Nurture talent

In tune with this core philosophy, SigMax-e ensures all its employees go through basic process management training along with the company's induction program.

METHODOLOGIES

FACILITATION METHODOLOGIES

The range of processes and issues for which we are typically invited by our clients has taught us that it is impractical to use any one methodology for addressing all kinds of projects.
SigMax-e believes that while there are some accepted methodologies for typical situations such as Process Improvement or Process / Product Design, today's business environment throws much more diverse and hitherto unseen situations at management. To attempt to solve these problems with a small set of tools, templates or methodologies is like a plumber insisting on carrying only 3 or 4 tools in his box.

SigMax-e's approach is more akin to extracting the essentials of widely accepted and proven methodologies and using these pretty much like Lego blocks. A good example is the Define step in Six Sigma's Process Improvement and Design methodologies. Few would argue that any project can hope to be successful without first defining the scope, the charter, forming a multi-functional team, agreeing on the methodology to be followed and the timelines.

Thus, the Define step is a common and key 'block' or module we use in any situation. Other blocks may be drawn from other six sigma methodologies or from TQM, JIT or even from practices followed by other leading project management specialists / consulting organizations.


click here for Process Management - BAU slide

Another example is the use of a Hypothesis in a project. While six sigma purists will resist any attempt to hypothesize a solution – or even a diagnosis - ahead of measuring process outputs, inputs, etc and analyzing them systematically to find ‘root causes', some leading professionals insist on coming up with a few hypotheses early in the project as a means of compressing the total timelines and devoting more attention to fine tuning and implementing the chosen hypothesis. What we share with the reader below is a few commonly used methodologies:

click here for Process Improvement/DMAIC methodology slide

OUTSOURCING METHODOLOGIES

SigMax-e's proven transition methodology takes into account…

1. Internal issues such as:
   * managing diverse stake holders,
   * employee concerns and anxieties,
   
2. Issues relating to migrating the processes
   * redundancies at existing sites
   * hiring at new locations
   * transition methodologies
   * system design and testing
   * scheduling and implementation of 'cut-over'
   * transparency to end-customer
   * communications between pitcher and catcher
   * on-time and on-budget implementation
   
3. The issues relating to service delivery
   * identification of measures and targets
   * service level agreements
   * pricing / costing
   * continuous improvements
   * process-owner involvement and role
   * attracting and retaining talent
   
4. The issues relating to ongoing relations
   * periodic reports
   * operations reviews
   * contract renewals
   * re-pricing