Achieving Business Excellence

Transcription

1 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 Achieving Business Excellence Enterprise Services Arun Malik Field Fresh-an international venture to export freshagri products exclusively to Europe and USA. Bharti AXA - Insurance Company under a joint venture with AXA 2 The Company...Bharti Airtel An Integrated Telco Bharti Airtel - positioning in the world and India Wireless Services 2G/3G Rural Market Sri Lanka Enterprise Services Carriers Corporate 3 rd LARGEST wireless operator in the world 1 LARGEST private INTEGRATED telecom company in India 6 th LARGEST INTEGRATED telecom operator in the world Telemedia Services Fixed Line Broadband Passive Infrastructure Services LARGEST WIRELESS operator in India LARGEST private FIXED LINE operator in India DTH (Media)/IPTV LARGEST operator in NLD, ILD and VSAT business Fully integrated telecom player offering end to end solutions LARGEST TELECOM company listed on Indian Stock Exchanges Note: (1) 3 rd largest wireless operator in the world refers to in-country (single country) operator based on the number of subscribers. 3 4 Our Manifesto for Change Bharti Airtel Leadership in business Rated as the Strongest Brand in the Economic Times- Brand Finance Brand Power (the only corporate brand to be awarded the AAA rating) Best Cellular Service Provider and Best VSAT & NLD player Service Provider at the 09 Voice & Data 100 Awards Best Global Wholesale Carrier for 09 at the Telecoms World Awards Middle East. Adjudged Wireless Service Provider of the Year 09 - Frost & Sullivan Asia Pacific ICT Awards ( in recognition of innovation, vision, strategy and profitability) Voted as the India s Most Innovative company in a survey conducted by Wall Street Journal Rated as India's Best Enterprise Connectivity Provider for 09 at the annual Users Choice Awards instituted by PC Quest. 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 Honorary degree of Doctor of Laws by University of Leeds (UK) in 09 Tenth Lal Bahadur Shastri National Award by the Hon ble President of India in 09 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

2 Principles We Abide By Customer Satisfaction - Six Sigma - ITIL Incident & Problem Management - Outsourcing (Choosing the Best in Class) - New Product Development Consistency - Certification» TL 00» BCP DR» ISO 1 - CAG - Internal Audit - Process Portal Continual Change & Improvement - Paradigm Shift Seven Habits - Six Sigma YB/GB/BB - Knowledge Management & Best Practice Six Sigma Concept Annual Planning Leadership Development Campaign Planning Sponsor Training, Champion Training Scorecard Development Coaching Skills Team Charters Project Selection Resource Allocation Six Sigma Improvement Teams Teams / Project Work Best Practices Mentoring Black Belt, Green Belt Development Project Work Action Turbo Mentoring Team Project Review Green /Black Belt Ongoing Black Belt Development Team Targeted Savings Reached & process Sustainable Creates line of Site for each to align to Goals & Objectives 7 8 Experience Sharing Meeting Customer RFS Enterprise Services Bharti Airtel Limited 9 10 Big Y Deployment Big Y Be the Undisputed leader in Enterprise Telecom portfolio by 13 Small Y 1.Share of Wallet First in RMS of total enterprise communications services portfolio, by at least a 5% margin 2. Penetration Penetrate 100% of India s Top 500 Enterprise/Carrier customers, and % of the next 00 customers 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 - Account manager PM Project Manager COPC Central Order Processing Cell CAF Customer Agreement Form CRM Customer Relationship Management

3 x Meeting Customer RFS Define Phase Business Case : Sales & Operations wing of Enterprise Service under the B2B arm of Bharti Airtel is serving Top 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 out 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 the effective Big Y deployment By ensuring enhanced Process capability and becoming a Trusted Partner Meeting Customer RFS Define Phase 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 ~ respectively) % RFS Deliv very % RFS Delivery Apr'08 May'08 Jun'08 Jul'08 Aug'08 Sep'08 Month Customer Satisfaction Index - CSMM Goal Statement : To achieve % 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 CSI Index 75 H1`07~08 H2`07~08 H1`08~09 Track Meeting Customer RFS Measure Phase What is the process capability? Process Capability Analysis for % RFS What are the causes of variation in Timely delivery of link? How does this relate to CP = 0.56 CPK = Within Overall Factory related ( feasibility) Project Related Z LT (Long Term) and Potential (Within) Capability Z ST (Short Term) Cp 0.56 CPU 2.12 CPL Cpk Cpm * Timely Link delivery Z LT = (C pk x 3) = σ Process Z ST = (C p x 3) = 1.68σ Process Overall Capability Observed Performance Exp. "Within" Performance Exp. "Overall" Performance Pp 0.73 PPM < PPM < PPM < PPU 2.75 PPM > PPM > PPM > PPL Ppk Goal: Reduce the variation and move the average in Customer Link delivery Goal: How to move beyond 75% achievement and achieve % to sustain MOCN related Customer Readiness related Let us understand the Control Impact relationship of Causes Let us also understand the O2C (order to commissioning) value stream High Control Low Impact High MOCN Release Related Factory Related (Feasibility ) Project Related Customer Related X Days 0~1 Day 3 Days 1 Days 3 Days PO Date NIO PM Approval MOCN Project Project Submission release Kick off Delivery X days are variable and dependent on timeliness of previous stages also Low PO ~ MOCN stages are critical milestones for timely delivery of link

4 Is PO~MOCN variation really a significant source of variation in the overall project delivery? What are the causes of variation in Timely MOCN Release? Regression Plot % RFS = % PO~MOCN S = R-Sq = 71.8 % R-Sq(adj) = 64.8 % Price Approval Related CAF & PO Related % RFS The R-Squared value says that 71.8% of the variation in the Overall Score is directly related to the PO ~ MOCN milestones Timely MOCN Release % PO~MOCN NIO related Project Related 19 Let s analyze MOCN Release delay by breaking down to next level Meeting Customer RFS Improve Phase Issue Root Cause Solution Control Causes for Delay in MOCN Release Pricing Related COPC does not release MOCN for outside DOA approval taken by Account Manager. Implementation of price approval workflow with predesigned TATs and right DOA All approval to be routed thru Price workflow Cou unt % contribution is due to 60Pricing & CAF etc. 40 Perc cent PO/CAF related AM waste approx 10 more days in convincing and taking right approval Even the central pricing committee workflow is manual and every case comes to Central approval Variation between customer PO and Airtel T&C Formation of Regional pricing committee Implementation of CAF as the final documents Even Regional pricing committee to use Price approval workflow CAF to be submitted along with NIO Defect Count Percent Cum % Pricing PO/CAF NIO NIO & others overlap with project related and can be fixed easily Others 0 NIO Related Project Related & Others For upgrade/downgrade orders, the old MOCN Number as mentioned by AM was incorrect, this leads to rejection at COPC Level Feasibility not attached and customer related issues are not addresses by AM Reject NIO normally takes ~25 days for resubmission as AM does not get reviewed on Rejections pending in his bin Use of Ckt ID in place of old MOCN number,which can be easily linked to old MOCN by COPC Implement UGIS Tool Deploy a common checklist for NIO Auto escalation matrix in ecrm Regular Training of AM on NIO issues Make it mandatory in ecrm to enter ckt id Dashboards to be regularly floated by Regional Spocs on agreed points Meeting Customer RFS Improve / Control Phase Meeting Customer RFS Improve & Control Phase Has % RFS Delivery improved? 100% % % % % RFS 60% 50% 40% 30% Measure Phase %RFS Delivery Run Chart Pilot run and Improve Phase Control Phase From Measure: Zst = 1.68 Zlt = PPM = From Control: Zst = 4.50 Zlt = 3.81 PPM = 4597 Cp 1.50 Process Capability Analysis for % RFS After Within Overall % 10% CPU CPL Cpk % Cpm * Apr`09 May`08 Jun`08 Jul`08 Aug`08 Sep`08 Oct`08 Nov`08 Months Dec`08 Jan`09 Feb`09 Mar`09 Apr`09 May`09 Jun`09 Jul`09 Aug`09 Pp PPU Overall Capability Observed Performance Exp. "Within" Performance Exp. "Overall" Performance PPM < PPM > PPM < PPM > PPM < PPM > PPL Yes! Let us check how much Ppk

5 Customer Satisfaction Index CSI Index Customer Satisfaction Index - CSMM And sustain H1`07~08 H2`07~08 H1`08~09 H2`08~09 H1`09~10 Track 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, you can achieve. Mary Kay Ash And the Customer Satisfaction Index has also improved and sustained Thank You 5