confidential & proprietary business excellence team (bet) 1 the business excellence approach of...

Confidential & Proprietary

Business Excellence Team (BET) 1

The Business Excellence Approach of Tata Communications



Quick – The Business Excellence Approach of Tata Communications



Why Quick?

“Quick” captures the power of Lean and Six Sigma, thenemphasizes the human element, the rapidly changing conditions under which we operate, and the need to make breakthrough improvements in Climate Change and other areas of Global importance.



“Quick” – from the Merriam-Webster Dictionary

Main Entry: 1quick - Pronunciation: \ˈkwik\

Function: adjective

1 : living, alive2 : acting or capable of acting with speed: as

a (1) : fast in understanding, thinking, or learning : mentally agile <a quick wit> <quick thinking>

(2) : reacting to stimuli with speed and keen sensitivity (3) : aroused immediately and intensely <quick tempers>

b (1) : fast in development or occurrence <a quick succession of events> (2) : done or taking place with rapidity <gave them a quick look>

c : marked by speed, readiness, or promptness of physical movement <walked with quick steps>d : capable of being easily and speedily prepared <a quick and tasty dinner>

Function: noun

a : the inmost sensibilities <hurt to the quick by the remark> b : the very center of something : heart

Function: adverb

1: in a quick manner



The Quick Organization



LeanSix Sigma

Combine the tools of Lean and Six Sigma

Identify value-added activities for variation / error reduction

Use Lean to create improvement culture

Use Six Sigma to manage improvement projects

Quick – The Evolution Of Business Excellence - Combined

Six SigmaData-Driven Management

Reduce Variation to reduce the possibility of errors

You get what you measure

Find the root causes of problems identified by SPC and correct them

LeanValue is Defined by the Customer

Eliminate anything that does not add customer-perceived value (waste)

Document the work to identify the waste

Identify and reduce non-value-added activities through VSM and 5S

+ =1980’s – Motorola – US 1990’s – Toyota – Japan 2000 – 2010



Focus on Reality – Think long-term needs

Identify and Implement sustainable practices connected to Values

Focus on emerging needs, be there first

Design and manage future systems through people and partnerships

Quick – The Evolution Of Business Excellence - Improved

Six SigmaData-Driven Management

Reduce Variation to reduce the possibility of errors

You get what you measure

Find the root causes of problems identified by SPC and correct them

LeanValue is Defined by the Customer

Eliminate anything that does not add customer-perceived value (waste)

Document the work to identify the waste

Identify and reduce non-value-added activities through VSM and 5S

1980’s – Motorola – US 1990’s – Toyota – Japan 2010’s – Tata – India



Five Key Components of TCL Quick

Order-of-Magnitude increase in attention to detail, customer value, trouble prevention

Deployment of Learning Culture – engage all stakeholders in driving improvement

Infrastructure to support improvement activities / projects at all system levels

Engagement of Human Values, Capabilities & Motivators (TBEM / Gladwell / Cialdini)

Bottom-of-the-Pyramid thinking (Prahalad)



Key Components of TCL Quick - 1

Order-of-Magnitude increase in attention to detail, customer value, trouble prevention

In essence, “Six Sigma” was created to alter the way the US worker viewed Quality. This was needed because Japan was executing to much higher standards than the US. A strong program is needed in TCL to break existing paradigms and build paradigms for the future. The TCL Quick program is the “wake-up call” for TCL and the regions in which we operate.




Deployment of Learning Culture – engage all stakeholders in driving improvement

Typically, organizations at lower maturity levels use workers and suppliers to execute specific, simple instructions. These are static systems with less than ideal results, vulnerable to environmental changes. The TCL Quick culture encourages stakeholders to question and improve procedures with a system structure to control the resulting volume of improvements.




Infrastructure to support improvement activities / projects at all system levels

Research reveals that organizational learning and improvement doubles in rate when improvement activities are able to operate at higher levels in the system. TCL Quick provides governance and project management methods to deliver Six-Sigma type improvement projects that address cross-functional processes in addition to local opportunities.




Engagement of Human Values, Capabilities & Motivators (TBEM / Gladwell / Cialdini)

The Tata Business Excellence Model ensures leaders consider whole systems, rather than just financial results.

The work of Malcolm Gladwell (“Blink”) shows that harnessing the human subconscious can improve the results of “mechanical” models

The work of Robert Cialdini (“Influence: Science & Practice”) improves stakeholder commitment




Bottom-of-the-Pyramid thinking (Prahalad)The work of C. K. Prahalad demonstrates both the

opportunities and challenges associated with working with the complete human population, not just the richer “Top-of-the-Pyramid.” TCL Quick includes the thinking needed to address very high volume, very high quality, and very low cost opportunities. It builds on developing regions and technologies sustainably from both the business and social viewpoints.

©2008 Tata Communications, Ltd. All Rights Reserved. Confidential & Proprietary

Business Excellence Team (BET)

TCL Quick

Select Structural Components

Quick Thinking Cultural Training

Quick Process Improvement Cycle

Quick Change Management System

Quick Quality Response Team



Quick Context

Quick Change

(Collect and Control)

Quick Process

(Improvement Projects)

Quick Response(Monitor and

React)



Quick Context

Quick Change

(Collect and Control)

Quick Process

(Improvement Projects)

Quick Response(Monitor and

React)

Business Excellence Training Organization

Business Excellence Process Control Team

Business Excellence New Product Introduction and

Lifecycle Team

Business ExcellenceProcess Improvement Team



TCL Quick

Quick Thinking Cultural Training

Training and Development to increase high-performing behaviors in managers

and across all associates in the Tata Communications community



Approaches to a continuous improvement culture include:

System of Approach Elimination of Waste Focus on Value Rapid Execution

System of Profound

Knowledge

“The Three Questions”/ Model for Improvement

Theory of Constraints/ Bottleneck Management/

Quick Changeover

Learning Cycles

Eyes For Waste Five S

Value Stream Mapping

Tools commonly used in a Continuous Improvement Culture



Tools commonly used in improvement projects

Process improvementtools are used to:

Gather data Organize data Analyze data Facilitate groups

Customer Focus Worksheet

Critical to Quality Tree Diagram

Survey

Multi-Voting

Brainstorming

Affinity Diagram

Histogram

Parallel Thinking

Cause and Effect Fishbone Diagram

Nominal Group Technique

Scatter Diagram / Scatter Plot

Flow Chart / Process Map / SIPOC / Value Stream Map

Force Field

Analysis

Run Chart

Pareto Chart



TCL Quick

Process Improvement Cycle

An iterative improvement process and common tools – equal to a Six Sigma

Define-Measure-Analyze-Improve-Control (DMAIC) Framework



Quick Process Improvement - Method and Toolkit



TCL Quick

Change Management System

A Controlled Workflow System to process suggestions, complaints, and other

improvement opportunities to ensure effective response and closure



Quick Change Control



TCL Quick

QualityResponse Team

A formal Business Excellence led cross-functional team ensures on-going

coordinated responses for Products & Services across the end-to-end system



Quick Response Team



TCL Quick Summary

The Program name: TCL Quick Leads in Process Improvement, Project

Management, and Change Management Cultural Description: Quick Thinking Supporting Systems

Quick Process ImprovementQuick Change ManagementQuick Response Teams



TCL Quick Brand Identity

Brand Images use colors from India, U.K., USA Flags to emphasis cultural origins

Branded as Tata Generic (but originates in Tata Communications)

Branded as extensible to others, akin to Six Sigma, Lean – may provide value-add to Managed Services for TCTSL, general engagements for TCL & Tata Group (TCS)

“Quick” as potential intellectual property



TCL Quick Images / Icons

Optional animatedlogos reinforce action,flexibility messages

Static logos use overlap, variability, color differences to reinforce teamwork and connection messages



Back-Up Materials



TCL Quick

Quick Context Map for Tata Communications



Tata Communications – A System View



TCL Quick Thinking

Applied to Climate Change at Tata Communications

Example of using Quick Thinking to apply Improvement to address current

issues and apply Innovation to address emerging opportunities



Long-term thinking – Tata Communications’ role in Climate Change

The obvious: Reduce the negative impact of our own operations

The opportunity: Reduce the negative impact of our customers’ operations

The challenge: Change the Total Customer Experience (TCE) to eliminate the negative impact of the Experience

The ideal: Change the TCE to increase the positive impact of the Experience



Reduce the negative impact of our own operations

Understand Our Carbon Footprint Reduce Our Carbon Footprint

Include Climate Change consideration in all decision-making Reduce Travel (Commuting, Air Travel)

Telepresence MeetingsRemote workingBuild internal Virtual communities

Manage / Reduce Facilities Make efficient use of Manpower and Assets Reduce, Reuse, Recycle



Reduce the negative impact of our customers’ operations

Reduce / Eliminate Our Customers’ Facilities / Manpower / Assets

Managed Services Software as a Service to replace current capabilities

Provide Our Customers with Friendly Alternatives

Telepresence Reliable infrastructure for Virtual operations Options for “Smart Grid” interactions Software as a Service to provide new capabilities



Change the TCE to eliminate the negative impact of the Experience

Drive adoption of Virtual technologies Telepresence Remote Workplace Virtual Communities

Voice and Data Communities

Create / Promote Virtual Products Virtual Travel Experiences Telepresence / Virtual Events A new generation of Social Networking Virtual Banking / Shopping / Services



Change the TCE to increase the positive impact of the Experience

Generative Software as a Service Provide optimized personal climate change decision-making

tools to the “bottom of the pyramid” Global connection systems to improve reuse, recycle

Invest in Generative Practices Improve use of products (such as tea, lumber) where production

practices may be helpful to the environment. Create virtual communities to drive generative social behavior

Understand Social Engineering Create social systems to drive well-being (Nirvana)

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