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Project Charter Building Enhanced Experience for Wire-line Segment (NPS) Sector – Telecom Project Methodology – DMAIC Project Leader : Srividhya B Sponsors : Joy Mohanty/ Client GM Champion : Manick/Client Business Manager Process Owners : Allwin/Hashim MBB : Dhananjay Hegde Lead BB : Prasannarani S BB : Ram Gopalan Project Team : Vasanth, Santhosh, Abinathan, Habeeb •Copyright © 2013 Tata Consultancy Services Limited 1 1 TCS CBO BPS: A Bird’s Eye View 330+ $2.2 B 80,000+ 134 4.5B+ $2.7B 1st Business Value Organization Revenues for FY18 Employees Nationalities Transactions Delivered (FY17- Certified at Level FY18) 5 - ISO 30105 Industry Analyst Recognitions Across Domains: > LEADER Capital Drug Life & Banking Insurance Mortgage Markets Safety Pensions Gartner Life Supply Retail IDC Sciences Retail Telecom Procurement Chain Banking R&D Everest Group Digital Analytics Mortgage- Finance & Order-to- Analytics Marketing BPO as-a- Accounting Cash & Insights Operations Services service Nelson Hall Telecom Capital Wealth & Insurance- Technolog Operations F&A-as-a- Markets- Asset as-a- y in BPS -as-a- Service as-a- Management Service Service service HfS 2 TCS ConfidentialTCS Confidential TCS Confidential 1 Lean Six Sigma Culture in TCS $ 86.29 Mn savings & 2.85Bn BVA delivered in 2017-18 through Improvement Initiatives 25+ National/ International awards won at External forums in the last 4 years Savings Projects Events Trained 2038 associates 50.32% savings delivered 2318 CI projects 63 Events participated in CI events in 2017-2018 through closed in 2017-2018 in 2017-2018 Customer facing projects Six Sigma, positively impacting the 225 Lean 99 Lean Business metrics Lean/Herculean 1876 GB 58 Six Sigma 63 BB 49.68% savings delivered SPS in 2017-2018 through TCS 4120 associates certified specific projects - Seat 374 SPS Data Science Session in different process Utilization, Gross margin, improvement Productivity etc 1661 Idea max/ Kaizen projects conducted across various methodologies in locations in 2017-2018 2017-2018 Robust deployment of Process Improvement / Lean Six Sigma Culture focused on Competency Development and Business Benefits 3 TCS Confidential Enablers for Lean Six Sigma Culture Enablers for Lean Six Sigma Culture 10 MBBs Best Practices Sharing End to End Mechanism for sharing the 66+ BBs workflow tool for learnings from PI Projects Project Management 4000+ GBs Improved Business Results with Better Project 18000+ Lean/ SPS Governance through Robust Workflow Emphasis on training the workforce for data-based problem analysis Internally developed Body of Knowledge specific to BPS Industry – SPS, Lean, Six Sigma 4 Green Belt, Six SigmaTCS Confidential Black Belt TCS Confidential 2 Our client a leading Australian Telecommunications Service provider with 40% Market share…… About Our Client 17.4 MN 6.7 MN Mobile services 4G consumers • Founded in 1975, they are the largest Telecom and Information Services 24 MN Customers provider in Australia TCS –Client Partnership 3.5 MN • Builds and operates Broadband telecommunications networks and Presence Services Partnering with TCS 20+ countries 4500+ associates markets voice, mobile, internet since 2011 access, pay television and other entertainment products and services. Digital Tech Managing all the Best Adoption Telecom offering of Digital lever • 5.8 BN profit with the total revenue of 27.1 BN in 2016. Number of Employees 36K+, More than 70+ Years in Telecom Honored Account Honored best productivity of the year in Disha award- Account in CBS 2015-2016 symphony 2018 Licensed Operator in china India’s First Mobile Call 130+ GB Certified Associates 207 Improvement Initiatives –FY18 …is a proud partner with 6 years of engagement employing 4500+ TCS people 5 TCS Confidential Project Background and Purpose Section 1 •Copyright © 2013 Tata Consultancy Services Limited 6 6 3 1.0.1 Organization approach to project planning How the projects are selected with in the organization Organization Approach Our Success Story Organization Approach of Planning for Selection project from Pre Planning( Voice & Source of The Planning is extended to a multi year process Opportunity) and execution (Outcome) standardized across organization delivering the financial benefits YOY TCS Confidential 7 1.0.2 Project Identification Process (General) How the projects are selected with in the organization Thought Leadership Framework TCS Confidential 8 4 1.0.2 Project Identification Process (General) How the Projects was Identified Menu Card –Thought Provocation 1 2 BVA Grid : Process VS Business Metric Benchmark Identify and list down, Prioritize and engage Business Metric Projects Beyond SOW TCS Offering Capability Project Prioritization Matrix Using Menu card BVA GridandLevers BVA Client Business Objectives Improvement Projects Thought Leadership Outcome • 32 Opportunities identified as part transformation Roadmap for Agile and Machine Learning Robos with Cognitive ability FY’18-19 Industry Analysis • All projects aligned to Internal or Customer key goals & priorities • Financial Benefits projected : BVA $50MN & FORE & $3.32MN • Governance :Systematically track and ensure sustained focus and Objective – • Monthly Governance and reporting will be executed for successful rigor on projects till value realization / Closure completion • Understand client's business environment, their business • Project closures in Impact (PI System) • objectives/Business Metrics (Financial / Operational) • Identify, List down, Prioritize and engage Projects Alignment to Change in Business 4.0 Strategy Prioritization with Defined Criteria Our Approach and Outcome TCS Confidential 9 1.0.3, 1.0.4 Project Selection and Prioritization Process How the Project Prioritized and Selected with in Organization Voice of Business Voice of Customer Voice of Stakeholder To enhance client experience TCS being the leading NPS as key metric as to and add value to business, the partner and had end to end improve customer focus will be on improving NPS visibility on the processes was experience, simplify the score required to transform the existing structure and existing process and improve increase revenue % the NPS scores to help Client increase the revenue Client TCS Leadership Project Team TCS Confidential 10 5 1.0.5. Project Goals and Benefits What Specific goals and/or measures was the team trying to achieve with the project Business Growth Customer Advocacy Profitability Aligned to Benefits the Business and Client outcome of Customer satisfaction &customer Revenue Market Net promoter Cost to Serve experience Share Keep the Brand Promise score in Negative reduction Time to Market First Time Right Reduction of Customer Churn Operational Definition of Metric : Cost Reduction NPS Improvement %Advocates - % Detractors Baseline Performance -43.7 Better Replication greater > 40% Any score between 0-6 Detractor - 62% Target Detractor less than opportunities (Detractor) is considered a 50% Defect Goal : To improve NPS (Net Promoter Score) by 40% from -43.7 to -26 TCS Confidential 11 1.0.6. Success Measures/Criteria Identified Approach for Identifying Additional Benefit: Fallout/Remediation/Push the Activation Delay Order Build Installation order Back or Issue time WIP Days Profitability %Order rework & Fallouts Lead time to activate Lead Tiime Accuracy Secondary Metric Secondary Metric Metrics Benefit Category Lead Time Reduction in time to connect the customer will Additional Success add early revenue to Client Accuracy Reduction in rework & Fallout orders will Additional Success reduce operational cost Cost to Serve Focus on Enhance service might have a Counter Metric impact of increase in cost to serve TCS Confidential 12 6 Project Framework Section 2 •Copyright © 2013 Tata Consultancy Services Limited 13 13 2.0 Project Framework 2.0.1 Concise Project Statement About our Client and Project Business Case Problem Statement NPS is the measure of willingness of customers Our client is an leading Australian to recommend a services to others. NPS is key telecommunications provider, provides voice, strategic metric to improve customer NPS score is trending at -43.7 for the period mobile, internet access and pay television experience & increase revenue. Apr- June ‘17.Lower the NPS has impact on products and services to customers across The Team currently handles a volume of 3 Lac increase in churn, drop in revenue and Australia spread across 4 products. The net promoter market share. The Industry standards quote TCS Back of House team handles the order score is negative across all operators & it is a that one detractor is equal to a potential .fulfilment process for the various important. metric for improvement across the churn of 2 customer and 1 advocate is equal telecommunication products sold industry. Our client with highest market share 2 new customer. This is an opportunity for was looking to scale up on this metric first. TCS TCS to further enhance it’s partnership with being the leading partner and had end 2 end Client by adding value and create benchmark visibility on the processes was required to improvement in satisfaction score across transform the existing process and improve the other operators NPS scores to help our client and increase the revenue . 2.0.2 Type of Project 2.0.3 Scope Statement Out Of Scope Direct Waste Inscope Kaizen Lean Improvement Elimination Fiber Product Copper- Wirelines Product All Types Mobility and Broadband of order Technological Changes in design PSTN Bundles process from client SPS Simple Analysis- DMAIC
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