Smith Roy

Handover is not a “knowledge dump”; it’s embedding process controls so the AI operates within specification limits, variation is minimized, and performance is sustained over time. Without this, the solution will drift out of control, just like any unmanaged process. To cater to the problem we could think a control plan with proper steps like a) Documentation – problem statement, architecture, parameters, data flows, FMEA risks. b) Training – role-based instruction, skills matrix, competency verification. c) Measurement – KPI dashboard, control charts, drift detection. d) Maintenance – retraining schedule, data quality audits, security patching. e) Escalation – RACI chart, SLA-defined response times, vendor contacts. f) Verification includes a pilot control period and capability review. g) Sustaining involves periodic audits, refresher training, and continuous improvement logging to keep the AI within performance limits.

If Ai agent is launched there will have to be ways for people to tell when it works well or makes mistakes. Thumbs up thumbs down would be ideal option, surveys too .. For example if users rate that AI suggestions are outdated we need to refresh database within a defined timeframe also we will review feedback to keep improving.

To keep AI agents effective in complex or sensitive user journeys specially during complaints or escalations it is important to apply a structured conversational flow. Clear prompt creation followed by clarifying statements guiding through emotion aware language and paths. The result is helpful and trust building interactions reduce errors, help in reducing customer complaints and improve overall user experience. AI listens, learns, adapts and deliver with continuously improving

Enhance automation to flag DPI violations more accurately Train designers to validate DPI independently of software flags Introduce an additional pre‑print verification layer Refine procedures and learn from customer feedback looping back into the system Together, these actions embody the core of excellence layering defenses smartly, reducing system failures, learning from every incident, and elevating robustness at every stage. This ensures that even when one layer has a problem, others remain intact—and organizational failures become preventive rather than fragile.

MBB is the core of Change Management. In the entire project lifecycle, MBB plays the major role from defining the project to closure it. The anchor who runs the Change Management ship is MBB. MBB Discover the project opportunity and define the project goals and objectives, perform the required analysis which is required for the project and without them the project derails at the Measure phase itself. Master Black Belt anchors the ship and bring the cultural change in the project and the organization as well.

Problem statement framing and Project outcome is the basic to do for any problem solving. An experience I could share with one of my project which is of Customer Satisfaction Improvement. Project team while working with the required stakeholders had collected the data required to improve the customer satisfaction which had all relevant information from the historical data. The problem statement framed here was what response from agent could lead to DSAT and the team worked on creating a prediction model which determined which statement is apt for CSAT and which could lead to DSAT. It helped the team with sentence framing while responding to customer but the DSAT kept increasing. Since the project was to predict the outcome of sentence formation it did not determined if the overall satisfaction which had different factors involved apart from only communication. MBB while working on the project could help in the problem statement identification by determining the causes of the problem, create factors which are highly contributing to DSAT and then frame an objective statement which should be recommended for problem solving of the project to improve customer satisfaction as a whole.

Master Black Belts primary responsibility is to serve value to business and that starts from drawing the voice of business and requirements. Master Black Belt when working with stakeholders should act as a business consultant and start recording the voice of the business. Once recorded should align the VOB with Organizational OKR's and identify the delighters. The competency of Quality Tools like Kano Analysis to record VOB and categorize the delighters helps. Once done, the MBB could use the expertise to define the scope and identify the critical metrics which could drive value , reliability and process fit. Deployment of AI solutions in the Pilot & Implementation phase of DMAIC, MBB plays their role in defining the business case, collect correct (best) data for measurement, define the metric, identify the top most error contributing factor correlate it with value and then work with stakeholders to plan the solution. Coordinate with the Transformation team or AI solution architect explaining the business pain point and together create BRD's. During the Pilot and Implementation phase, MBB could study and analyze the outcome data, give best class suggestion for improvement (if any). MBB could create the control plan and add AI solutions to the plan ensuring periodic revision of logics and fine tuning is performed. Lastly MBB could create a governance system through reporting and keep re-evaluating the improvement with time.

I have had an experience to work on a CSAT improvement project with my mentor. We started with the regular approach of VOC translation to identify the CTQ metrics and then understand the most impacted point and then prepare a project and control plan of improvement. With time the activity of VOC translation turned out to be a regular process for quality assurance team and prepare a reporting for leadership. This is when the entire process was re-imagined to be used with AI Automation to utilize the bandwidth of resources to other critical areas. We had identified the "Keywords" enabled Sentiment Analysis to determine the CTQ and then automated the reporting. The manual process of performing each VOC has been reduced by a big margin.