1 Six Sigma Concept Principles We Abide By Customer Satisfaction - - PDF document

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Achieving Business Excellence

Enterprise Services Arun Malik

Bharti Group Diverse business portfolio. − Bharti Airtel, a global telecommunication brand, is the flagship company of Bharti Enterprises − Bharti Retail Pvt Ltd Retail business with Wal Mart

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− Bharti Retail Pvt. Ltd.- Retail business with Wal-Mart − Field Fresh-an international venture to export freshagri products exclusively to Europe and USA. − Bharti AXA - Insurance Company under a joint venture with AXA The Company...Bharti Airtel – An Integrated Telco

Wireless Services 2G/3G Rural Market Sri Lanka Telemedia Services Enterprise Services Carriers Corporate Passive Infrastructure

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Telemedia Services Fixed Line Broadband DTH (Media)/IPTV Passive Infrastructure Services

Fully integrated telecom player offering end to end solutions

3rd LARGEST wireless operator in the world1

Bharti Airtel - positioning in the world and India

LARGEST private INTEGRATED telecom company in India LARGEST WIRELESS operator in India 6th LARGEST INTEGRATED telecom operator in the world

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LARGEST operator in NLD, ILD and VSAT business LARGEST WIRELESS operator in India LARGEST private FIXED LINE operator in India

Note: (1) 3rd largest wireless operator in the world refers to in-country (single country) operator based on the number of subscribers.

LARGEST TELECOM company listed on Indian Stock Exchanges

Our Manifesto for Change

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Rated as the ‘Strongest Brand’ in the Economic Times- Brand Finance ‘Brand Power

(the only corporate brand to be awarded the AAA rating)

Bharti Airtel – Leadership in business

Recent Honours

Bharti Airtel and IFFCO JV bagged the “Best Content Service” award and Gujrat E- Gram project executed by Bharti Airtel won “Best Project Management” award at the world Communications Awards at London

Sunil Bharti Mittal, Chairman & Group CEO

Best Cellular Service Provider and Best VSAT & NLD player Service Adjudged Wireless Service Provider of the Year 2009 - Frost & Sullivan Asia Pacific ICT Awards

( in recognition of innovation, vision , strategy and profitability)

Voted as the India’s Most

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Rated as India's Best Enterprise Connectivity Provider for 2009 at the annual Users’ Choice Awards instituted by PC Quest.

CEO

• Honorary degree of Doctor of Laws by

University of Leeds (UK) in 2009

• Tenth Lal Bahadur Shastri National

Award by the Hon’ble President of India in 2009 Akhil Gupta, Deputy Group CEO & MD

• CA Business Achiever Award by

Institute of Chartered Accountants of India. Sarvjit Dhillon, Group Director

• Best Performing CFO in Telecom

sector by CNBC-TV18 in Mar’09

Provider at the 2009 Voice & Data 100 Awards Best Global Wholesale Carrier for 2009 at the Telecoms World Awards Middle East. Innovative company in a survey conducted by Wall Street Journal

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Principles We Abide By

• Customer Satisfaction
• Six Sigma
• ITIL – Incident & Problem Management
• Outsourcing (Choosing the Best in Class)
• New Product Development
• Consistency
• Certification

» TL 9000 » BCP DR

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» BCP DR » ISO 27001

• CAG
• Internal Audit
• Process Portal
• Continual Change & Improvement
• Paradigm Shift – Seven Habits
• Six Sigma – YB/GB/BB
• Knowledge Management & Best Practice

Annual Planning Campaign Planning Scorecard Development Leadership Development Sponsor Training, Champion Training Coaching Skills Team Charters Project Selection Resource Allocation Six Sigma I mprovement Teams Project Work Mentoring Teams / Best Practices Bl k B lt G B lt D l t

Six Sigma Concept

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Action Turbo Team Project Review Green /Black Belt Team Black Belt, Green Belt Development Project Work Mentoring Ongoing Black Belt Development Targeted Savings Reached & process Sustainable

Creates line of Site for each to align to Goals & Objectives

Experience Sharing

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p g

Meeting Customer RFS

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Enterprise Services Bharti Airtel Limited

Big Y Deployment

Be the Undisputed

1.Share of Wallet First in RMS of total enterprise communications services portfolio, by at least a 5% margin

Big Y Small Y

• 2. Penetration

Penetrate 100% of India’s Top 500 Enterprise/Carrier customers, and 90% of the next 2000 customers

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p leader in Enterprise Telecom portfolio by 2013

• 3. Trusted partner :

Should move up the ladder in customer value chain from preferred supplier To trusted partner

• 4. Lead by Innovation & Transformation

Use existing & new product to bring speed, scale & efficiency to newer areas of business Highest New Products growth across all competition.

• 5. Process Capability

Enhance process capability of Key support system

Glossary – Terms used in the Project

• CSMM – Customer Satisfaction Management & Measurement
• RFS -

Request for Service

• MOCN – Master Order Control Number
• NIO – Network Implementation Order
• PO – Purchase Order

AM A t

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• AM - Account manager
• PM – Project Manager
• COPC – Central Order Processing Cell
• CAF – Customer Agreement Form
• CRM – Customer Relationship Management

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Meeting Customer RFS – Define Phase

Business Case :

Sales & Operations wing of Enterprise Service under the B2B arm of Bharti Airtel is serving Top 2500+ Companies in India The timely delivery of link/service to customer is imperative to retain its brand identity of preferred and trusted partner In the past 06 months (Apr`08~Sep`08) approximately 5000 links were delivered

• ut of which the timely delivery of services was observed in the range of 60%

which is an obvious opportunity to enhance process capability and contribute in

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which is an obvious opportunity to enhance process capability and contribute in the effective Big Y deployment By ensuring enhanced Process capability and becoming a Trusted Partner

Problem Statement :

The trend of % timely delivery of links from Apr`08 to Sep`08 was stagnant at 60% which was affecting customer business and satisfaction both. (H1`07~08 to H1`08~09 CSMM was 83 ~ 80 respectively)

Meeting Customer RFS – Define Phase

% RFS Delivery 65 70 very Customer Satisfaction Index - CSMM 85 90 x 14

Goal Statement :

To achieve 90% timely delivery of links/services as per customer RFS by Mar`09 and monitor and sustain it to this level for minimum 6 months i.e up to Aug`09

50 55 60 Apr'08 May'08 Jun'08 Jul'08 Aug'08 Sep'08 Month % RFS Deliv 75 80 85 H1`07~08 H2`07~08 H1`08~09 Track CSI Index

• What is the process capability?

How does this relate to

• ZLT (Long Term) and

Meeting Customer RFS – Measure Phase

LSL USL

Process Capability Analysis for % RFS

Cp 0.56 Potential (Within) Capability Within Overall

CP = 0.56 CPK = - 0.99

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• ZST (Short Term)

ZLT = (Cpk x 3) = - 2.97σ Process ZST = (Cp x 3) = 1.68σ Process

50 60 70 80 90 CPU CPL Cpk Cpm Pp PPU PPL Ppk PPM < LSL PPM > USL PPM Total PPM < LSL PPM > USL PPM Total PPM < LSL PPM > USL PPM Total 2.12

• 0.99
• 0.99

* 0.73 2.75

• 1.28
• 1.28

1000000.00 0.00 1000000.00 998512.94 0.00 998512.94 999941.94 0.00 999941.94 Overall Capability Observed Performance

• Exp. "Within" Performance
• Exp. "Overall" Performance

Goal: Reduce the variation and move the average in Customer Link delivery Goal: How to move beyond 75% achievement and achieve 90% to sustain

Meeting Customer RFS – Analyze Phase

Factory related ( feasibility) Project Related

What are the causes of variation in Timely delivery of link ?

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Timely Link delivery Customer Readiness related MOCN related High High Low

• MOCN R

elease R elated

• Factory R

elated (Feasibility )

• Customer R

elated

Let us understand the Control Impact relationship of Causes

Meeting Customer RFS – Analyze Phase

Control

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Impact

Low

• Proj ect R

elated PO Date NIO PM Approval MOCN

3 Days 1 Days 3 Days

Project Project

0~1 Day X Days

Meeting Customer RFS – Analyze Phase

Let us also understand the O2C (order to commissioning) value stream

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Submission release Kick off Delivery

PO ~ MOCN stages are critical milestones for timely delivery of link X days are variable and dependent on timeliness of previous stages also

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Meeting Customer RFS – Analyze Phase

Is PO~MOCN variation really a significant source of variation in the overall project delivery?

89 88 87 S = 2.18913 R-Sq = 71.8 % R-Sq(adj) = 64.8 % % RFS = 29.4462 + 2.12308 % PO~MOCN

Regression Plot

19 28 27 26 25 24 87 86 85 84 83 82 81 80

% PO~MOCN % RFS

The R-Squared value says that 71.8% of the variation in the Overall Score is directly related to the PO ~ MOCN milestones

Meeting Customer RFS – Analyze Phase

Price Approval Related CAF & PO Related

What are the causes of variation in Timely MOCN Release ?

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Timely MOCN Release Project Related NIO related

50 60 70 80 90 100 60 80 100

cent unt

Causes for Delay in MOCN Release

Meeting Customer RFS – Analyze Phase

Let’s analyze MOCN Release delay by breaking down to next level

75% contribution is due to Pricing & CAF etc.

21 P r i c i n g P O / C A F N I O O t h e r s 39 35 21 4 39.4 35.4 21.2 4.0 39.4 74.7 96.0 100.0

10 20 30 40 50 20 40

Defect

Count Percent Cum %

Perc Cou

NIO & others overlap with project related and can be fixed easily

Meeting Customer RFS – Improve Phase

Issue Root Cause Solution Control

Pricing Related COPC does not release MOCN for

• utside DOA approval taken by Account

Manager. AM waste approx 10 more days in convincing and taking right approval Implementation of price approval workflow with predesigned TATs and right DOA All approval to be routed thru Price workflow Even the central pricing committee workflow is manual and every case comes to Central approval Formation of Regional pricing committee Even Regional pricing committee to use Price approval workflow

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PO/CAF related Variation between customer PO and Airtel T&C Implementation of CAF as the final documents CAF to be submitted along with NIO NIO Related For upgrade/downgrade orders, the old MOCN Number as mentioned by AM was incorrect, this leads to rejection at COPC Level Use of Ckt ID in place of old MOCN number ,which can be easily linked to old MOCN by COPC Make it mandatory in eCRM to enter ckt id Project Related & Others Feasibility not attached and customer related issues are not addresses by AM Reject NIO normally takes 20~25 days for resubmission as AM does not get reviewed on Rejections pending in his bin

• Implement UGIS Tool

Deploy a common checklist for NIO

• Auto escalation matrix in eCRM
• Regular Training of AM on NIO

issues Dashboards to be regularly floated by Regional Spocs on agreed points %RFS Delivery Run Chart 50% 60% 70% 80% 90% 100% RFS

Meeting Customer RFS – Improve / Control Phase

Measure Phase Pilot run and

USL LSL

Has % RFS Delivery improved ? Control Phase

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0% 10% 20% 30% 40% 50% A p r ` 9 M a y ` 8 J u n ` 8 J u l ` 8 A u g ` 8 S e p ` 8 O c t ` 8 N

• v

` 8 D e c ` 8 J a n ` 9 F e b ` 9 M a r ` 9 A p r ` 9 M a y ` 9 J u n ` 9 J u l ` 9 A u g ` 9 Months % R

Measure Phase Pilot run and Improve Phase Yes ! Let us check how much Control Phase

Meeting Customer RFS – Improve & Control Phase

LSL USL

Process Capability Analysis for % RFS After

Within Overall

From Measure: Zst = 1.68

Zlt = -2.97 PPM = 999941

From Control:

Zst = 4.50 Zlt = 3.81 PPM = 4597

24 85 86 87 88 89 90 Cp CPU CPL Cpk Cpm Pp PPU PPL Ppk PPM < LSL PPM > USL PPM Total PPM < LSL PPM > USL PPM Total PPM < LSL PPM > USL PPM Total 1.50 1.27 1.74 1.27 * 1.03 0.87 1.19 0.87 0.00 0.00 0.00 0.09 69.45 69.54 170.44 4426.69 4597.13 Overall Capability Observed Performance

• Exp. "Within" Performance
• Exp. "Overall" Performance

SLIDE 5

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Customer Satisfaction Index

Customer Satisfaction Index - CSMM 80 85 90 95 I Index

And sustain

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And the Customer Satisfaction Index has also improved and sustained

70 75 80 H1`07~08 H2`07~08 H1`08~09 H2`08~09 H1`09~10 Track CSI

Don’t limit yourself. Many people limit themselves to what they think they can do. You can go as far as your mind lets you. What you believe, remember, Don’t limit yourself. Many people limit themselves to what they think they can do. You can go as far as your mind lets you. What you believe, remember,

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y y you can achieve. Mary Kay Ash y y you can achieve. Mary Kay Ash

Thank You