The mandate
Create a central continuous-improvement capability that could identify service gaps, select the right projects, coach teams through structured execution, and sustain measurable improvements across regional HR services.
My contribution
I designed, deployed, and governed the improvement system. The role combined portfolio selection, Lean Six Sigma governance, practitioner development, project coaching, stakeholder alignment, and benefit sustainment.
Operating system
- Established project-selection criteria, governance routines, and DMAIC tollgates.
- Partnered with HR operations and service stakeholders to connect improvement priorities with customer outcomes.
- Built an internal practitioner network and supported certification through training, coaching, and formal reviews.
- Embedded performance measures and follow-up mechanisms to prevent post-project decline.
Selected results
- First-contact resolution improved from 36.0% to 74.2%.
- Resolution time improved from 4.8 days to 0.9 days.
- Customer satisfaction improved from 52% to 88%.
- The system supported service delivery across eight APAC countries.
Leadership lesson
Improvement capability becomes sustainable when methodology, governance, operational ownership, and practitioner development reinforce one another. Training alone does not create an improvement system.