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Ensuing Food Safety & Nutrition– A Journey towards Food Safety Excellence

The Akshaya Patra Foundation, Bangalore, India

By: Muralidhar Pundla2nd Dec 2015

The Akshaya Patra Foundation

The Akshaya Patra Foundation is a not-for-profit organization headquartered in Bengaluru, India. Akshaya Patra is an implementation partner for the Govt of

India for their flagship MDM program.

Akshaya Patra reaches out to 1,429,878 children in 24 locations across 10 states

of India, providing them with freshly cooked meal on all school days. Currently, we implement the mid-day meal programe in 10,845 schools of the country, with

plans to increase that number to hundreds more.

http://www.akshayapatra.org/about-us


State / Location Number of Children Number of Schools Type of KitchenAndhra Pradesh 21,333 82Vishakhapatnam 21,333 82 Centralised KitchenAssam 53,649 592Guwahati (ISO) 53,649 592 Centralised KitchenChhattisgarh 23,674 160Bhilai (ISO) 23,674 160 Centralised KitchenGujarat 400,158 1,653Ahmedabad (ISO) 121,508 666 Centralised KitchenVadodara (ISO) 113,593 616 Centralised KitchenSurat(ISO) 165,057 371 Centralised KitchenKarnataka 463,682 2,629Bengaluru - HK Hill (ISO) 85,204 487 Centralised KitchenBengaluru -Vasanthapura (ISO)

99,326 568 Centralised Kitchen

Ballari (ISO) 115,945 575 Centralised KitchenHubballi (ISO) 126,693 789 Centralised KitchenMangaluru 22,679 147 Centralised KitchenMysuru 13,835 63 Centralised KitchenOdisha 125,242 1,461Cuttack 4,000 28 Centralised KitchenPuri 55,835 648 Centralised Kitchen

Nayagarh 24,580 352 Decentralised Kitchens

Rourkela 40,827 433 Centralised KitchenRajasthan 135,910 1,830Jaipur (ISO) 92,763 1,081 Centralised KitchenJodhpur 6,417 148 Centralised KitchenNathdwara (ISO) 25,274 435 Centralised KitchenBaran 11,456 166 Decentralised Kitchens

Tamil Nadu 718 1Chennai 718 1 Centralised KitchenTelangana 54,849 454Hyderabad 54,849 454 Centralised KitchenUttar Pradesh 150,663 1,983Lucknow 11,401 109 Centralised KitchenVrindavan (ISO) 139,262 1,874 Centralized Kitchen

TOTAL 1,429,878 10,845

Vision

“No child in India

shall be deprived of education Because of

Hunger”

Mission

“Reach out to 5 million children

by 2020”

Ensuing Food Safety & Nutrition– A Journey towards Food Safety Excellence

Ensuring Food Safety & Nutrition

– The Akshaya Patra Way

Food Safety

Excellence

People

Processes

Technology & Innovation

Org Wide C I Programs

People


- PEOPLE


- PEOPLE

5500+ employees

30+ Policies

50+ HrsTraining / Year

ForWorking Level

employees

Monthly Newsletters

100+ GBsQuarterly Town Halls


- PEOPLE

QuarterlyKaizen Thunder

Awards

Trainings fromIndustry Experts

Lean Six Sigma Rewards

5% Savings to the Team

Medical Insurance

to family including Parents

Annual Day Functions Sunman

Awards


- PEOPLE

Processes/ Systems


- PROCESSES


- PROCESSES

Target – 100% Compliance,


- PROCESSES


- PROCESSES

Cold Room Temperature Cooking Temperature

Temperature @ Delivery Point


- PROCESSES


- PROCESSES

• ISO22000• GMP• GHP

• Supplier Assessment• Supplier Qualification• Product Approval• Supplier Rating


- PROCESSES

• New Products Development• Process Optimization• NV Compliance

• Nutritional Value Calculation• NV Audits – 3rd Party Lab Test

Technology, Innovation


- TECHNOLOGY & INNOVATION

Rice cooking- 2.5Tons /HrCustomer Built – Tetra Pack

Rice Washer- 100Kg /Hr



Bio Gas with Food Waste

RO Plant



Knowledge Management-Share Point



18KVA Solar System @TAPF, Bangalore

Roti Making Machine@ Jaipur



Insulated Transport Vehicles

Insulated Vessels for Food Tranportation

Continual Improvement

Program

“Akshaya Pragathi Program”

An Organization wide CI Program of Akshaya Patra

While we all agree that Status Quo is not the desired state and hencewe need to improve performance of various processes continuously sothat we can reach to the next mile stone and this is a continuousprocess and every cycle of improvement leads to next level ofachievement.

So we adopted a holistic approach and designed a ContinualImprovement Program called “ Akshaya Pragathi Program” anOrganization Wide Continual Improvement Initiative of Akshaya Patrato ensure all levels of employees can participate in this program.

As a part of the program we have adopted and implemented Kaizen, CIProjects using PDCA and Lean Six Sigma methodologies to ensure andmake every employee practically gets involved in this.

“Akshaya Pragathi” Program-

A CI Program of Akshaya Patra

� Kaizen1. Small Improvements, Very Low investment2. Plenty in number3. Lean principles are the key4. Every one can do5. Training required

� CI Projects- PDCA Methodology1. Medium level improvements2. PDCA methodology, 7QC tools used3. Group activity. Generally lead by Supervisors

& above

4. Training required

�Six Sigma – DMAIC Methodology1. Break through / High Impact Projects2. DMAIC methodology3. Good Training required

4. Group activity. Generally lead by Asst .Mngrlevel and above

Opportunities of Improvement ?!

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Sweet Fruit Innovation, Lean Six Sigma

Bulk of FruitLean, Six Sigma

Low Hanging FruitKaizen - PDCA, Seven Basic Tools

Ground FruitLogic , Commonsense, Kaizen

Process Entitlement

•We don't know what we don't know

•We can't act on what we don't know

•We won't know until we search

•We won't search for what we don't question

•We don't question what we don't measure

•Hence, We just don't know

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

What Method for What ?

Kaizen

Kaizen – ExampleKAIZEN THUNDERSl #: TAPF – KT-HK Hill

Location : HK Hill

Dept: Production

BEFORE KAIZEN ( CURRENT STATE ) AFTER KAIZEN ( NEW CURRENT STATE )

DESCRITPTIONThe older design of cauldrons had welded perforated bottom there by leading to inaccessibility of the lower surface for cleaning . The bottom of the perforation will have remnants of the food lying for long period and continuous steam entry will render the surface hardened with calcium deposits and is unsafe.

KAIZEN DESCRIPTION:The perforated welded bottom was cut open and a new removable perforated sheet was fixed.

ADVANTAGES/VALLUE ADD: Hygienic process, Accessibil ity of the lower surface for better cleaning and increased safety of the cooked product.

IMPROVEMENTCATEGORY ( QUALITY/COST/CYCLE TIME/SAFETY/MORALE ) : Quality, Hygiene increased, Ease of cleaning is better

QUANTIFICATION: - Nil-

APPROVALS:

KAIZEN IDEA BY :NANP Date December 2012IMPLEMENTED BY : Prabhakar, Puresh Date December 2012 APPROVED BY : Vinay N Kumar Date January 2013

VERIFICATION DESCRIPTION: ( Check after 1Month )Sustained

Done by :Prashanth Kumar MB Date Feb 2013Approved by : Prashanth Kumar MB Date Feb 2013

PDCA – A Continual Improvement

Methodology

Six Sigma

Six Sigma – DMAIC

Define what’s important Measure how we’re doing

Analyze what’s wrong

Improve by fixing what’s wrongControl to guarantee performance

3. Analyze the Current Process

1

2

3

4

4030201 0

2

1

0

-1

-2

Ind ex

4

C

1101009 080706 050403020

100

50

0

N orm al

USLL SL

MSE; Gauge R&R

IdentifyKey

Variables

Establ ishProcess

Baseline

I np u t T yp e Ou tp u t

Wa x g r ad e S OP P re p ti me

Am t wa x Con tr P re p ar e Rea c to r A ci d nu mb erCha rg e ra te Con tr V is co s ityAg it s pe e d Con tr Ch a rg e mel te d wax Re ac to r te mp

Rxn te mp Con tr Br in g to r ea c tio n te mp T em p pr of ilePr e ss ur e Con tr HT c oe ff

Ai r f lo w Con tr% O2 in a ir Nois e

Vi sc o si ty Nois eWa x t e mp Nois e

AN ta rg e t S OP Ox id tim e

Ag it s pe e d * Con tr Ox id iz e A ci d nu mb erTe mp er a tu re * Con tr Co lo rPr e ss ur e * Con tr P u t in se tp o in ts V is co s ity

Ai r f lo w * Con tr Sa mp le h ou r ly Re ac to r te mp% O2 in a ir Nois e Mo ni to r a c id n umb e r T em p pr of ile

Ai r t e mp Con tr Off ga s fl owAi r h u mid ity Nois e Off ga s c omp

HT c oe ffRe sp t ime

I np u t Ty p e Ou tp ut

Ag it sp e ed C on tr S ta b timeTe mpe ra tu re C on tr S ta b iliz e A ci d n u mbe rPr es s ur e C on tr C ol or

Ai r f low C on tr P u t i n se tp oi nts V is co si ty% O2 in a ir No is e S lo wl y re du ce p re ss R ea c to r t emp

Ai r t emp C on tr Mo nit or te mp T emp p ro fil eOffg a s flo w

Offg a s co mpH T co e ff

Map Prod uct Flo w

Pr oduct/ Process Fl ow Summ ar y and Anal ysis

St ep T y p e:O p era tio n ¶D ec is ion uD el ay ð

C u st .R e c.V a lu e

In tri n-si c

Ri gh tFi rstTi me

Di sta nc e

QT C

3. Analyze the Current Process

1

2

3

4

4030201 0

21

0-1-2

Ind ex

4C

1101009 080706 050403020

100

50

0N orm al

U S LL S L

MSE; Gauge R&R

IdentifyKey

Variables

Establ ishProcess

Baseline

I np u t T yp e Ou tp u t

Wa x g r ad e S OP P re p ti me

Am t w a x C on tr P re p ar e R ea c to r A ci d nu mb erC ha rg e ra te C on tr V is co s ityAg it s pe e d C on tr C h a rg e mel te d w ax R e ac to r te mp

R xn te mp C on tr Br in g to r ea c tio n te mp T em p pr of ilePr e ss ur e C on tr H T c oe ff

Ai r f lo w C on tr% O2 in a ir N ois e

Vi sc o si ty N ois eWa x t e mp N ois e

AN ta rg e t S OP Ox id tim e

Ag it s pe e d * C on tr Ox id iz e A ci d nu mb erTe mp er a tu re * C on tr C o lo rPr e ss ur e * C on tr P u t in se tp o in ts V is co s ity

Ai r f lo w * C on tr Sa mp le h ou r ly R e ac to r te mp% O2 in a ir N ois e Mo ni to r a c id n umb e r T em p pr of ile

Ai r t e mp C on tr Off ga s fl owAi r h u mid ity N ois e Off ga s c omp

H T c oe ffR e sp t ime

I np u t Ty p e Ou tp ut

Ag it sp e ed C on tr S ta b timeTe mpe ra tu re C on tr S ta b iliz e A ci d n u mbe rPr es s ur e C on tr C ol or

Ai r f low C on tr P u t i n se tp oi nts V is co si ty% O2 in a ir No is e S lo wl y re du ce p re ss R ea c to r t emp

Ai r t emp C on tr Mo nit or te mp T emp p ro fil eOffg a s flo w

Offg a s co mpH T co e ff

Map Prod uct Flo w

P r o d u c t/ P ro c e s s F l o w S u mm ar y a n d A n a l y s is

S t ep T y p e:O p era tio n ¶D ec is ion uD el ay ð

C u st .R e c.V a lu e

In tri n-si c

Ri gh tFi rstTi me

Di sta nc e

QT C

6. Prioritize, Plan and Test Proposed Solutions

S olution Imp act Time Cost 8 2 1 0

4 1 2

10 6 1

1. 3/10 Install H eater1. 3/10 Install H eater1. 3/10 Install H eater1. 3/10 Install H eater2. R egrind B lade 2. R egrind B lade 2. R egrind B lade 2. R egrind B lade

Basic D OE

O

u

t

p

u

t

1 2

Shi f t

x

x

Ma ch in e 1

Ma ch in e 2

D ec ision Matr ix

Pull Sys tem

PR IOROP ER AT ION

NE XTOPE RA TI ON

G OAL

1.2.

R un C har t

K ey Ou tpu t V ar iab les (C us tom er R equ ire me nt s): H ow M ea sur ed W he n M e asu red

1

2

3

U nc ont rol led In pu t V ari abl es ("N oi se" ): H ow M ea sur ed W he n M e asu red V alu e

1

23

4

5

C on trol led In pu t V ari ab les : H ow M ea sur ed W he n M e asu red Le vel 1 L eve l 2

1

2

3

4

5

O ve rall Sa m plin g Pla n:

Data C olle ction Plan

6. Prioritize, Plan and Test Proposed Solutions

S olution Imp act Time Cost 8 2 1 0

4 1 2

10 6 1

1. 3/10 Install H eater1. 3/10 Install H eater1. 3/10 Install H eater1. 3/10 Install H eater2. R egrind B lade 2. R egrind B lade 2. R egrind B lade 2. R egrind B lade

Basic D OE

O

u

t

p

u

t

1 2

Shi f t

x

x

Machine 1

Machine 2

D ec ision Matr ix

Pull Sys tem

PR IOROP ER AT ION

NE XTOPE RA TI ON

G OAL

1.2.

R un C har t

K ey Ou tpu t V ar iab les (C us tom er R equ ire me nt s): H ow M ea sur ed W he n M e asu red

1

2

3

U nc ont rol led In pu t V ari abl es ("N oi se" ): H ow M ea sur ed W he n M e asu red V alu e

1

23

4

5

C on trol led In pu t V ari ab les : H ow M ea sur ed W he n M e asu red Le vel 1 L eve l 2

1

2

3

4

5

O ve rall Sa m plin g Pla n:

Data C olle ction Plan

8. Measure Progress and Hold Gains

0

1 00

2 00

3 00

4 00

5 00

6 00

7 00

8 00

N D J F M A M J J

N D J F M A M J J

Ac tual

Outl ook

560 540 520

490490 440

Act ual

Tar get

Benc hm ark

O utlook

FR&T

DPHM*10

TARGET = 385

BENCHMAR K = 200

Low Fl ow

Hi gh Temp.

Hi gh Press.

Sludge

M T W H F S

1 4012 010 08 06 04 0200

35

30

25

Observ ation

Individuals

7

6

54

32

1

0

Moving Range

MU=29. 85

UCL=34.21

LCL=25.49

R=1.639

UCL=5.356

LCL=0.000

I a nd MR Ch art fo r: %PD P

8. Measure Progress and Hold Gains

0

100

200

300

400

500

600

700

800

N D J F M A M J J

N D J F M A M J J

Ac tual

Outl ook

560 540 520

490490 440

Act ual

Tar get

Benc hm ark

O utlook

FR&T

DPHM*10

TARGET = 385

BENCHMAR K = 200

Low Fl ow

Hi gh Temp.

Hi gh Press.

Sludge

M T W H F S

140120100806040200

35

30

25

Observ ation

Individuals

7

6

54

32

1

0

Moving Range

MU=29. 85

UCL=34.21

LCL=25.49

R=1.639

UCL=5.356

LCL=0.000

I a nd MR Ch art fo r: %PD P

Team Charter

2. Form Team and Scope the Project

InputSup plierReq mt.Measur es

Outpu tsCustom ersValu eMeasur es

Quali tyCost

Time

Identify Customersan d Requirements

Estab lsh

ProcessPrior ities

Team Charter

2. Form Team and Scope the Project

InputSup plierReq mt.Measur es

Outpu tsCustom ersValu eMeasur es

Quali tyCost

Time

Identify Customersan d Requirements

Estab lsh

ProcessPrior ities

9. Acknowledge Team and Communicate Results

Project Report TEAM RES ULTS

GOAL

1.1.1.1.2.2.2.2.

9. Acknowledge Team and Communicate Results

Project Report TEAM RES ULTS

GOAL

1.1.1.1.2.2.2.2.

7. Refine and Implement Solutions

Proc e s s Ste p Out put I nputProc e ss

Spec i fi ca t ion ( LSL,

USL, Tar ge t)

Cpk /Da te Mea s ure m ent Te c hnique

%R&R P/T

Sam pl e Siz e

Sa mple Fr eque ncy

Contr ol Me thod

Re ac t ion Pl an

R evised C ontr ol Plan

T ask Who Ea rlie st Start

4/1

6/28/3

Pr oj ect Plan (Gantt Chart) Tr aining & Proc edure s

7. Refine and Implement Solutions

Proc e s s Ste p Out put I nputProc e ss

Spec i fi ca t ion ( LSL,

USL, Tar ge t)

Cpk /Da te Mea s ure m ent Te c hnique

%R&R P/T

Sam pl e Siz e

Sa mple Fr eque ncy

Contr ol Me thod

Re ac t ion Pl an

R evised C ontr ol Plan

T ask Who Ea rlie st Start

4/1

6/28/3

Pr oj ect Plan (Gantt Chart) Tr aining & Proc edure s

1. Iden tify Opportunities

STR AP

Align Goals and Resources

Pare to Char t

Ca tego ry

Select Cri tical Projects

Activi ty Ba sed

Ma nag ement

Tim

e Tak t

N VA Ti me

A B C D E

Cos

ts

A B C D E

NV A $ = Pr oce s s Base d

COPQ

A B C D E

Quality Cost Time

Lea n En terp rise

1. Iden tify Opportunities

STR AP

Align Goals and Resources

P are to Ch ar t

Ca tego ry

Select Cri tical Projects

Activi ty Ba sed

Ma nag ement

Tim

e Tak t

N VA Ti me

A B C D E

Cos

ts

A B C D E

NV A $ = Pr oce s s Base d

COPQ

A B C D E

Quality Cost Time

Lea n En terp rise

S ales

C SR

Mf g

Q C

S hip

4. Define Desired Outcomes

Critical Measures and Goals

16 8

1 4. 71 8 51 1 .4 48 1

Capabil ity PlotProc es s Tol e rance

Spec ifi c at ions

StDev : 0 .54507

III

III

1 41 31 2

Capab ili ty His t ogr am

P rocess C apability

Establish Entitlement

G OAL S ales

C SR

Mf g

Q C

S hip

●

● ●

● ●

A s Is

S hould Be

C ompetitiveA dvantage

($$$$)

S ales

C SR

Mf g

Q C

S hip

4. Define Desired Outcomes

Critical Measures and Goals

16 8

1 4. 71 8 51 1 .4 48 1

Capab il ity Plo tProc es s Tol e rance

Spec ifi c at ions

StDev : 0 .54507

III

III

1 41 31 2

Capab ili ty His t ogr am

P rocess C apability

Establish Entitlement

G OAL S ales

C SR

Mf g

Q C

S hip

●

● ●

● ●

A s Is

S hould Be

C ompetitiveA dvantage

($$$$)

5. Identify Root Causes &

Proposed Solutions

Pr oce ss o r Pr odu ct N ame : P repa red by: Pa ge _ ___ of _ ___

Re spo nsib le: FM EA Da te (O rig) ___ ___ ___ ___ __ (Rev ) __ ___ ___ ____ _

P roc ess

St ep/I npu t

Pot enti al F ailur e M ode Pote ntia l Fa ilur e Ef fect s SE

V

P ote ntia l Ca use s OC

C

Cur rent Co ntro ls DE

T

RP

N

A ctio ns

Re com me nde d

Res p. A ctio ns T ake n SE

V

OC

C

DE

T

RP

N

pro cess ste p/ Inp ut u nde r

inve stiga tion ?

Inp ut g o w rong ? Ou tput Var iable s (C usto me r Re quire me nts) or in tern al

req uire men ts?

w ron g? pr oce dure s (in spe ction an d tes t) th at p reve nt e ith th e c ause or the

Fa ilur e Mo de? S hou ld in clu de a n S OP num ber .

How w

ell can yo

u

red ucin g th e oc cur ranc e of the Cau se, or

i mpr oving de tect ion? S hou ld h ave act ions

o nly on h igh RPN 's o r eas y fix es.

Re spo nsibl e for the

reco mm end ed actio n?

a ctio ns ta ken wit h the re calc ulat ed R PN ? B e

s ure to in clu de co mp letio n m ont h/ye ar

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

Pr oc es s/P ro du ct

Fa ilu re M od es a nd E ffe cts A na ly sis

(FM E A)

Eff ect$ per Co st Dr iver

M EMP RO C

CH M

EL EVO THE R

0 16 32 48 64

Prioritize Causes

ABM

Explore Process Data

FMEA

Brainstorm Potential

Root Causes

TAKT Tim e

21

3 .5

2 .5

1 .5

S hi ft1

1tuptuO

Box Plot s

12011 01 0090807 060504 0

11 0

10 0

9 0

8 0

7 0

6 0

5 0

4 0

3 0

In p ut

Outpu

t

R-S qu ared = 0.87 6

Y = 9.7 72 71 + 0. 745 022 X

Str on g Po s iti ve Co rr e la tio n

Scatter Plots

5. Identify Root Causes &

Proposed Solutions

Pr oce ss o r Pr odu ct N ame : P repa red by: Pa ge _ ___ of _ ___

Re spo nsib le: FM EA Da te (O rig) ___ ___ ___ ___ __ (Rev ) __ ___ ___ ____ _

P roc ess

St ep/I npu t

Pot enti al F ailur e M ode Pote ntia l Fa ilur e Ef fect s SE

V

P ote ntia l Ca use s OC

C

Cur rent Co ntro ls DE

T

RP

N

A ctio ns

Re com me nde d

Res p. A ctio ns T ake n SE

V

OC

C

DE

T

RP

N

pro cess ste p/ Inp ut u nde r

inve stiga tion ?

Inp ut g o w rong ? Ou tput Var iable s (C usto me r Re quire me nts) or in tern al

req uire men ts?

w ron g? pr oce dure s (in spe ction an d tes t) th at p reve nt e ith th e c ause or the

Fa ilur e Mo de? S hou ld in clu de a n S OP num ber .

How w

ell can yo

u

red ucin g th e oc cur ranc e of the Cau se, or

i mpr oving de tect ion? S hou ld h ave act ions

o nly on h igh RPN 's o r eas y fix es.

Re spo nsibl e for the

reco mm end ed actio n?

a ctio ns ta ken wit h the re calc ulat ed R PN ? B e

s ure to in clu de co mp letio n m ont h/ye ar

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

Pr oc es s/P ro du ct

Fa ilu re M od es a nd E ffe cts A na ly sis

(FM E A)

Eff ect$ per Co st Dr iver

MEMP ROC

CH M

EL EVOTHE R

0 16 32 48 64

Prioritize Causes

ABM

Explore Process Data

FMEA

Brainstorm Potential

Root Causes

TAKT Tim e

21

3 .5

2 .5

1 .5

S hi ft1

1tuptuO

Box Plot s

12011 01 0090807 060504 0

11 0

10 0

9 0

8 0

7 0

6 0

5 0

4 0

3 0

In p ut

Outpu

t

R-S qu ared = 0.87 6

Y = 9.7 72 71 + 0. 745 022 X

Str on g Po s iti ve Co rr e la tio n

Scatter Plots

Six Sigma Program – Trained GBs/BBs

� Trained Green Belts: - 100+ available across 10 kitchens

� Gujarat - 22 people� Vrindavan - 18 people� Karnataka - 35 people� Head Office - 35 people

� Trained Black Belts:- 2 people available at HO

100 + people

The Impact - # of Kaizen Thunders 15-16

340+ KaizensImplemented

750+ 750+ KaizensImplemented in

2014-15

The Impact – CI Projects – 2014-15

7+ ProjectsOn going

10 more in pipe line

11 Project Completed

Estimated Savings

2Cr + INR2015-16

� Motivated & Engaged Employees� Low Attrition Rates� Zero Accidents

� Best Processes� Efficient & Effective Processes

� Improved Productivity� Improved Cycle Times� Reduced Costs� Reduced Customer Complaints� Highly Satisfied Customers/ Donors

� Better, Capable, Reliable Equipment/ Machines� Low Maintenance Cost

� Green Organization

The Impact – A brief Summary

CII – National Food Safety Award

IndiZen 2014- Operational Excellence Award

PLATINUM AWARD " in CBE 2014 3rd Annual Convention & Competition on Lean Six Sigma

Case Study Published- Harvard Business Publishing

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