Reducing Cycle Time of End to End Telecom Network … · 5 TCS Confidential 9 1.2.2 What was the...

1

1TCS ConfidentialTCS Confidential

Reducing Cycle Time of End to End Telecom Network

Design Process

Sector – Telecom Project Methodology – DMAIC


TCS Growth Story-2016-17

TCS over the years TCS Service Spectrum

PEOPLE

• Rural Services• Domain University• Academic Interfaces• Only Women Business Centre

TECHNOLOGY

• Robotic Process Automation• Solution Accelerators• Governance Enablers• Mobile / Smart Devices

BUSINESS MODELS

• ValueBPS™• GNDM™• Utility & BPaaS (Platform)• Outcome & Gain-Share Pricing

2


Lean Six Sigma Culture in TCS

20+ National/ International awards won at External forums in the last 3 years

$ 274.48 MM savings

& 8.48Bn BVA delivered in 2016-2017 through

Improvement Initiatives

70.09% savings delivered in 2016-2017 through Customer facing projects positively impacting the Business metrics

29.91% savings delivered in 2016-2017 through TCS specific projects - Seat Utilization, Gross margin, Productivity etc.

3806 CI projects closed in 2016-2017

✓ 468 Lean

✓ 143 Six Sigma

✓ 1192 SPS

✓ 2003 Idea max/ Kaizen projects

133 Events

✓Six Sigma,

✓ Lean/Herculean

✓SPS

conducted across various locations in 2016-2017

3663 associates participated in CI events in 2016-2017

✓ 408 Lean ✓ 3073 GB✓ 182 BB

8260 associates certified in different process improvement methodologies in 2016-2017

Savings Projects Events Trained

Robust deployment of Process Improvement / Lean Six Sigma Culture focused on Competency

Development and Business Benefits


Enablers for Lean Six Sigma Culture

Emphasis on training the workforce for data-based problem analysis

23 MBBs

180+ BBs

8000+ GBs

1300+ Lean/ SPSImproved Business Results with Better Project

Governance through Robust Workflow

Internally developed Body of Knowledge specific to Industry –

SPS, Lean, Six Sigma Green Belt, Six Sigma Black Belt

End to End

workflow tool

for Project

Management

Best Practices Sharing

Mechanism for sharing

the learnings from PI

Projects

Enablers for Lean Six Sigma Culture

3


Project & Team Selection

Section 1

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1.1.1 Who was responsible for selecting the project?

1.1.0 Understanding the Context for Project Selection

Internal

Domain delivery leader & Account Manager

(Need to scale up the design deliveries to client)

Onshore & Offshore Delivery Teams

(Steering Committee to drive project to reduce

cycle time)

External

Scale up “Ready for Services” premises from 1.2 Mn

in 2011 to 11.9 Mn by 2020

Task given by Client’s BPE (Business Process

Excellence) Team to reduce cycle time of design

with higher quality levels of design

TCS Onshore & Senior Management Client

4

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1.1.2 What background information on the company or those who selected the project was provided to better understand the context of the project?

1.1.0 Understanding the Context for Project Selection

Key Strategic Objective: 12 Million Happy Homes by 2020

FY15 FY16 FY17 FY18 FY19 FY20

1

3

6

8

10

2.9

5.4

9.1

11.2

11.9

1.2

142%

86%

69%

23%

Act

ive

Serv

ice

(m

illio

n)

Ramp up to meet the target of 12 Million premises

Service Guarantee 85%+ Quality to deliver High speed network

Greenfield operation set-up with Geographical complexity

Cycle time of 42 Weeks against the client’s expectations of 26 Weeks

Remote Design with High dependencies and Hand-overs

High Level

Design &

Planning

Field*

Survey

Activities

Regulatory

Clearances &

Approvals

Detailed

Design &

Planning

Field

Constructi

on & Build

Helpdesk

for Client/

Construction

Partner

Planning & Design of Network TCS was awarded the Plan and Design of Multi Technology Mix (FTTP, FTTN, FTTB) Fiber Network (approx. 30% of the total volumes) comprising of the following key activities:Scope of work Receive Plan and high level requirement from Client Create Remote Design at high level which contains drawing and route information. Perform Field Validation for network route, Obtain required legal & statutory permissions from Govt. and Council(s) Create Final Network Design based on field outcomes and receive sign-off from client

Pro

ject

Sco

pe

Sca

lab

ilit

y

TCS’ Scope Non TCS’ ScopeLegend

Our client is an Australian commonwealth company

into wholesale business of broadband network

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1.2.1 How was the gap or opportunity brought to the attention of the project identification group?

1.2.0 Project Selection Process

KANO Model Survey

Design delivered & approved <=26 Weeks

Design delivered between >26 & <47 Weeks

Design delivered at 85% RFT

(Right First Time)

CTQ (Critical To Quality) Identification

Client’s Objective Scale up the premises built “Ready for Services” from 1.2 Mn in 2011 to 11.9 Mn by 2020

TCS Business Metric Time taken to deliver the design to client

Project Metric Cycle Time of design process

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1.2.2 What was the gap (problem solving)? What was the opportunity (process improvement)?


Voice of Business

TCS must submit quality network design within 26 weeks with

an RFT (Right First Time) of 85%

Voice of Customer Voice of Stakeholder

Client TCS Leadership Project Team

Improvement opportunity identified with the help of Voice of Customer, Business & Stakeholders

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1.2.3 What area of the organization had the gap or opportunity?


• Design (Tab Layer files)

• Design related documents

• Field Reports

• Approved council documents

• Electronic Feedback register

• Client’s Regional design team

• Field Partner

• Council/Local regulatory bodies

• Client - Network Design Team

• Regulatory Bodies –Health Environment & Safety

• Electronic design data & feedback

• Field Reports

• Regulatory approvals

SIPOC:

Receive existing

network data

Remote Designing

Validation of Remote Design

through field visits

Obtain Council, Power,

Environment

Approvals

Create draft Design for

client Approval

Create Final Design

Document

Manage post design

completionqueries

Update inventory in

systems post construction

Milestone 3 (Final Design)Milestone 2 (Field Validation)Milestone 1 (Remote Design)

Gap identified : High Cycle Time from Milestone 1 to Milestone 3. End to end average cycle time is ~49 Weeks

6

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1.2.4 What data was generated to help select the project?


Project has to be taken up to reduce the cycle time to 26 Weeksfrom 42 Weeks

Average Cycle time :

• Remote Design is 102 Days (15 Weeks)

• Field Validation is 170 Days (24 Weeks)

• Final Design is 69 Days (10 Weeks)

The cycle time for each milestone

between May’15 to Mar’16 found to be

non normal

Leading to a conclusion to consider

median as central tendency and

baseline of 42 Weeks

Post stratification, measure of central tendency is Median

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1.2.5 What methods and/or tools were used to assess or prioritize the need for the project?

1.2.6 Why were these methods and/or tools used to select the project?

1.2.8 What was the relationship between the stated measures and perceived gap in 1.2.1?


Remote Design

Field Validation

Final Design

Cycle Time DPU RFT%

12

23

7

6.77

20.51

18.32

50%

25%

14%

Right First Time score as

on 5th Aug’16Baseline Score between

24th Jun to 5th Aug’16

End to end cycle time of

each stage

High Cycle Time

Manual

Activities /

NVA

Rework

Multiple Iterations

High Defects

High Defects per

design

• With the help of VSM, CT was broken up into Ist time activities and rework

activities

• We adopted the Lean & VSM approach to understand the Ist time activities

• For rework, we sported quality & DPU cap

Critical metric – Cycle Time

VSM led approach

Field Validation

DPU reduction

approach was

taken up on

priority

Defects Per Unit (Design)

11 Days

50 Days

14 Days

NVA

Activities

&

Iterations

Right First Time %No. of Weeks

7

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1.2.7 What goals (organizational and/or local), performance measures, and/or strategies were the project expected to impact?


Key Indicator Operational Definition Calculation Methodology Impact on

Cycle Time of Remote Design

milestone (M1)

No. of Weeks since the receipt of the

design package from client to approval

by the client

(Date of approval – Date of

initiation ) / 7

Overall Cycle Time of Design

Submission to Client

Cycle Time of Field Validation

milestone (M2)



by the client


M1 approval) / 7



Cycle Time of Final Design

milestone (M3)



by the client


M2 approval ) / 7



Weekly Design RFT % (Right First

Time) for each milestone

No. of RFT Designs accepted by client out

of total Designs reviewed by the client in

a week

RFT Designs (having 0

Critical and <=4 Major

errors) / Total Designs

reviewed

Milestone wise Design RFT%

Weekly DPU (Defects per Design)

for each milestone

No. of Critical & Major errors out of total

Designs reviewed by the client in a week

(Critical + Major Errors) /

No. of Designs reviewedMilestone wise DPU

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1.2.9 What was the problem/project objective statement that expresses where the organization wanted to be at the end of the project?


PROBLEM STATEMENT

GOAL STATEMENT

The cycle time for a network design from designing to approval is ~42 Weeks forthe period May’15 to Mar’16 against the target of 26 weeks

To reduce the cycle time for design process from 42 Weeks to 26 Week by Jan’17

Remote Design

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1.3.1 How were the stakeholder groups identified?

1.3.0 Team Selection & Preparation

Level of Influence in Business Metrics

Level o

f In

tere

st in

Bu

sin

ess

Metr

ics

Low

High

High

• Power & LASA Teams

• Regional Delivery Managers• Client

• Program Sponsor, Offshore

Leader & Domain Leader

• Process Owners – Regional

Leaders

• Domain Master Black Belt

• Account Black Belt

Med

ium

Medium

• Onshore Designers• Client’s Design Team

• Field Partner/Vendor

• Local Council

• Government Bodies –

Onshore

• Environmental Organizations

- Onshore

Set of key stakeholders

identified for the

project & driving results

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1.3.0.2 What or who were the stakeholder groups?


Client

• Interested in project

progress

• Enabling things

from client’s end

Project Sponsor

• Approval

committee

• Enablement

Project Champion

• Toll gate reviews

• SPOC for Client’s

related issues &

resolutions

Process Owners

• Ensure project goal

is achieved

• Review the progress

of project internally

Project Team

• Execute the project

as expected

• Identifying key

drivers and

designing feasible

solutions

• Making control plan

• Getting the project

reviewed by

stakeholders in a

timely manner

Project

Facilitator/Mentor

• Ensure the team is

trained on project

management and

methodologies

• Observe team

performance & take

timely corrective

actions

• Review projects

with stakeholders

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1.3.3 What knowledge or skill sets were determined to be necessary for successful completion of the project?

1.3.4 To what extent did the existing stakeholder groups have the required knowledge or skills?

1.3.5 What additional knowledge and skills were brought in to make the project successful?


Name Role Competency Development Benefit Derived

Rajendra AV Project Sponsor Executive Scaling program at Onshore Sensitization wrt the project sponsor’s role & responsibilities

Rahul B Project Sponsor Basic Six Sigma project management & tool’s awareness Importance of DMAIC & usage in business performance

Greg T Project Champion Executive Scaling program at Onshore Sensitization wrt the project sponsor’s role & responsibilities

Steve B Project Champion Executive Scaling program at Onshore Sensitization wrt the project sponsor’s role & responsibilities

Robert H Project Champion Executive Scaling program at Onshore Sensitization wrt the project sponsor’s role & responsibilities

Mark H Project Champion Executive Scaling program at Onshore Sensitization wrt the project sponsor’s role & responsibilities

Vikas M Project LeadersExecutive Scaling program at Onshore

Master Black Belt

Sensitization wrt the project sponsor’s role & responsibilities

Six Sigma Master Black Belt & project management

Nikhil K Process Owner Basic Six Sigma Training – DMAIC & Lean Tools & Techniques Importance of data which helps in business decisions

Gaurav G Process Owner Executive Green Belt Training DMAIC & Lean Six Sigma awareness & analytical skills

Rajesh A Process Owner Executive Green Belt Training DMAIC & Lean Six Sigma awareness & analytical skills

Vivek K Process Owner Executive Green Belt Training DMAIC & Lean Six Sigma awareness & analytical skills

Dhananjay H Master Black Belt Master Black Belt Skills wrt the roles & responsibilities of Master Black Belt

Vipul K Black BeltBlack Belt

Telecom Network Designing Training

Skills wrt the roles & responsibilities of Black Belt

Basic understanding of telecom network designing process

Tarun T Black BeltBlack Belt




Sahil B Black BeltBlack Belt




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1.3.6 Before the project started, what specific training was done?

1.3.7 Before the project started, what was done to prepare the team to work together as a team?


Quick Wins Identification (7 types of Wastes) ▪ Impact: Low▪ Training Duration: 01 Hr on floor activity▪ Target Audience- All process associates (100% associates covered)

Understanding Root Causes (5 Why & Fish Bone techniques)▪ Impact: Low▪ Training Duration: 04 Hr training on Causal Analysis▪ Target Audience- All Process Associates (100% associates covered)

Problem Solving at Operational Levels (7 QC Tools)▪ Impact: Low▪ Training Duration: 1 Day Training & 1 Day Workshop on Quality Tools▪ Target Audience- All process Associates (>250 associates covered)

Waste Elimination at process levels (VSM)▪ Impact: High▪ Training Duration: 2 Days Training & 2 Days Workshop on Lean Six Sigma▪ Target Audience- Team leader and above (>25 associates trained on Lean Six Sigma)

Solving problems in a complex process environment▪ Impact: High▪ Training Duration: Green Belt - 3 Days, Black Belt – 6 Days▪ Target Audience- Team Leader and above (40 Green Belts & 4 Black Belts)

Co

mp

lex

ity o

f P

rob

lem

Note : RCA – Root Cause Analysis | SPS – Structured Problem Solving | DEIS – Define, Explore, Improve & Sustain | IDEAS – Identify, Define, Explore, Analyze & Sustain | DMAIC – Define, Measure, Analyze, Improve & Control

DM

AIC

IDEA

S5

Wh

y

DEIS

Kaiz

en

GB

/BB

Lean

RC

AS

PS

Kaiz

en

Pro

cess

Au

tom

ati

on

Im

pro

vem

en

ts

10

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1.3.8 What roles and expectations were determined ahead of the project?


Name Define Measure Analyze Improve Control

Project Sponsor A, I I I I A

Project Champion A, I A, I A, I A, I A, I

Process Owners A,I, R A,I, R A,I, R A,I, R A,I, R

Project Leader M M M M M

Project Members R R R R R

ARMI Matrix – Approver | Resource | Member | Interested Party

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1.3.9 What deadlines and deliverables did the team have to consider ahead of actually starting the project?


State Target Date End Date

Define 1st May 2016 30th May 2016

Measure 19th June 216 30th Jun 2016

Analyze 20th July 2016 12th Aug 2016

Improve 16th Sep 2016 30th Sep 2016

Control 13th Nov 2016 02nd Dec 2016

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1.3.10 Before the project started, what team routines, including communication, were established?


Head Purpose Attendees Frequency Meeting Host

Project Meetings

Ensure that the team is

working towards objective/

goal

Project Team Weekly Project Leader

Project Working

Sessions

Live working sessions to

complete project related

documents and files

Project Team Every alternate day Black Belt

Project Review

Meeting

• Moving in right direction

• Timely issue resolution

Process Owners &

Project TeamMonthly Project Leader

Tollgate ReviewTo get formal go ahead on

completion of every tollgateProject Champion

As per the project

milestonesBlack Belt


Current Situation and Root Cause/Improvement

Opportunity Analysis

Section 2

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2.1.1 What specific goals and/or measures was the team trying to achieve with the project?

2.1.2 What additional potential benefits, other than the specific goals and/or measures, was the project expected to impact?

2.1.0 Key Measures Expected of the Project

PROJECT SCOPE INCLUDES

BUSINESS CASE

PROBLEM STATEMENT

GOAL STATEMENT

PROJECT SCOPE EXCLUDES

• Our client is strategically ramping up to deliver Ready for Service (RFS) from 1.2 mn in FY 15 to 11.9 mn inFY 20 which is 10 fold growth in next 5 years (2015 to 2020)

• For 11.9 mn RFS to be ready by 2020, Delivery Partner must deliver the design by at least mid 2018 so thatthe construction phase is completed

• This warrants TCS to emulate the no .of deliveries at a faster rate which can matchup to the nos. expectedin another 3 years without compromising quality of deliveries

The cycle time for a network design from designing to approval is ~42 Weeks for the period May’15 toMar’16 against the target of 26 weeks

3 Milestones – Remote Design, Field Validation & Final Design

• Technological Changes in design process from client• Construction phase of the design


EXPECTED BENEFIT

• Reduction in Cycle Time of delivery of design (Tangible)• Reduction in efforts spent in reworks (Tangible)• Customer Satisfaction (Intangible)• Connecting the whole of country through Fiber Network

(Socio economic)• No negative Impact on vegetation & environment

through the council’s approved design across the country (Environment)

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2.2.1 What methods and/or tools were used to identify possible root causes/improvement opportunities?

2.2.0 Possible Root Causes/Improvement Opportunities

HT HT

FB

SL

P

VSM

RCA

CIG

HT

P

VSM

Hypothesis Testing

Swim Lane Chart

Pareto Chart

Control Impact Grid

Root Cause Analysis

Value Stream Map

Fishbone Analysis

CIG

FB

RCA

13

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2.2.2 Why were these methods and/or tools selected [to identify possible root causes/improvement opportunities]?


Tool Used Why was the tool selected?

VOC/VOSTo capture client’s verbose and interactions and counter verification from internal

stakeholders

SIPOC Broad level process map for the stakeholders and teams

Project Charter Capture what, why, who, when, where & how attributes of the project

ARMI Model Identified and defined the roles of each member in the project

Normality Testing Testing data to be considered for further analysis – measure of central tendency

Box Plot To analyze variation in cycle time trend month over month

Fishbone AnalysisKey causes contributing to cycle time & top defects in each milestone was captured &

analyzed

Control Impact Grid Prioritized the solutions arrived at

Swim Lane Charts Problem & Issues were captured rightly at each step to devise countermeasure

VSM (Value Stream Map) Activity level analysis to identify NVAs & key manual activities

Pareto Chart Top defect categories were arrived at to focus improvement solutions

RCA (Root Cause Analysis) Formed base for generating corrective & preventive measures

Chi Square TestTo ensure statistical approach by validating the facts (regional defects, tenureship of

designers & type of design – defective/non defective)

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2.2.3 How was the team prepared to use these methods and/or tools [to identify possible root causes/improvement opportunities]?


Project

Sponsor

Project

Champion

Project

Leader

Project

MembersStakeholders MBB*/BB^

SL

HT

P

VSM

Hypothesis Testing

Swim Lane Chart

Pareto Chart

Control Impact Grid

Root Cause Analysis

Value Stream Map

Fishbone Analysis

CIG

FB

RCA

RCA

CIG

SL

FB

RCA

CIG

SL

FB

SL

HT

P

CIG

VSM

FB

RCA SL

P

CIG

VSM

FB

RCA CIG

VSMFB

RCA

SL

HT

P

CIG

VSM

FB

RCA

The above matrix shows the involvement & trainings

conducted for the different roles in this project

TCS has internal system of training & certification program for Green

Belt, Black Belt & Master Black Belt

*Master Black Belt ^Black Belt

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2.2.4 What data was generated and how was the data analyzed to identify the possible root cause/improvement opportunities?

2.3.1 What methods and/or tools were used to identify the final root cause(s)/improvement opportunity(ies)?


Overall

Cycle Time

of

milestones

Centralized

project

tracker

Each

milestone’s

Cycle time

was tracked

Activity

wise Cycle

Time

Designers

wise

project

tracker for

activities

Activity

wise cycle

time was

calculated

for VSMs

Defects per

Design

Each design

was

analyzed

for no. of

defects in it

No. of

defects per

design for

the week

was

calculated

Design

RFT%

Metric of

right first

time

designs

Milestones

wise RFT%

of designs

was

calculated

Defects

Categories

Different

categories

of defects

in different

areas of

designs

Level 1 to

Level 4

breakdown

of defects

in design

Regional

Defects

Region

wise

defects in

design

Client’s

report was

used to

generate

regionwise

defects

Designers

wise defects

&

tenureship

Designer

performanc

e report

through

RCA tracker

Designers

wise

defects

with

respective

tenureship

Root Cause

Analysis

5 Why

Analysis of

L4 defect(s)

Discussions

held with

designers,

SMEs and

RCA team

for each

defect

Data

generation –

What?

Data

Analysis –

How?

P CIGVSM FB RCAHT HTHT HTVSM

Data

Head

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2.3.2 Why were these methods and/or tools selected [to identify the final root cause(s)/improvement opportunity(ies)]?

2.3.0 Final Root Cause(s)/Improvement Opportunity(ies)

Tool Used Area of Study Objective

Hypothesis Testing – Chi Square TestRelationship between defects and tenureship of

associates

To check whether there is direct relationship

between defects & tenureship of designers

Hypothesis Testing – Chi Square TestRelationship between regions (Geographical areas)

and Defective/Non Defective Designs

To check if there is regional difference in the

design being QCed by the client as defective or

non defective

Swim Lane ChartAll Design milestones viz. Remote design, Field

Validation & Final design

To identify the problems & issues in the

process amongst various process activities

Fishbone Analysis Overall high cycle time of design submission To identify key issues via 5M approach

Fishbone AnalysisMilestone wise top defects like Pit, FIR, CCU, SLD, CP

etc.

To identify sub factors contributing towards top

defects in each milestone

Root Cause Analysis Client’s feedbackTo identify root cause of the feedback to

develop CAPA (Corrective/Preventive Actions)

Pareto Chart Client’s feedbackTo breakdown client’s feedback into defect

categories – Level 1 to Level 4 before RCA

Control Impact Grid Process solutions identified/discussed To prioritize solutions for the deployment plan

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2.3.3 How was the team prepared to use these methods and/or tools [to identify the final root cause(s)/improvement opportunity(ies)]?


Project

Sponsor

Project

Champion

Project

Leader

Project


SL

HT

P

VSM

Hypothesis Testing

Swim Lane Chart

Pareto Chart

Control Impact Grid

Root Cause Analysis

Value Stream Map

Fishbone Analysis

CIG

FB

RCA

RCA

CIG

SL

FB

RCA

CIG

SL

FB

SL

HT

P

CIG

VSM

FB

RCA SL

P

CIG

VSM

FB

RCA CIG

VSMFB

RCA

SL

HT

P

CIG

VSM

FB

RCA

The above matrix shows the involvement & trainings

conducted for the different roles in this project

TCS has internal system of training & cortication program for Green

Belt, Black Belt & Master Black Belt

*Master Black Belt ^Black Belt

No Change

30TCS Confidential

2.3.4 What data was generated and how was the data analyzed in order to identify the final root cause(s)/improvement opportunity(ies)?


Overall

Cycle Time

of

milestones

Centralized

project

tracker

Each

milestone’s

Cycle time

was tracked

Activity

wise Cycle

Time

Designers

wise

project

tracker for

activities

Activity

wise cycle

time was

calculated

for VSMs

Defects per

Design

Each design

was

analyzed

for no. of

defects in it

No. of

defects per

design for

the week

was

calculated

Design

RFT%

Metric of

right first

time

designs

Milestones

wise RFT%

of designs

was

calculated

Defects

Categories

Different

categories

of defects

in different

areas of

designs

Level 1 to

Level 4

breakdown

of defects

in design

Regional

Defects

Region

wise

defects in

design

Client’s

report was

used to

generate

regionwise

defects

Designers

wise defects

&

tenureship

Designer

performanc

e report

through

RCA tracker

Designers

wise

defects

with

respective

tenureship

Root Cause

Analysis

5 Why

Analysis of

L4 defect(s)

Discussions

held with

designers,

SMEs and

RCA team

for each

defect

Data

generation –

What?

Data

Analysis –

How?

P CIGVSM FB RCAHT HTHT HTVSM

Data

Head

No Change

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2.3.5 What are specific examples of data analysis that led to the final root cause?


Defect Mitigation plan was developed

NVAs & Manual activities led were identified

Level 4 defects for effective countermeasure Variables dependency were validated

RCA for effective countermeasures

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2.3.6 What was (were) the final root cause(s)/improvement opportunity(ies)?

2.3.7 How was (were) the final root cause(s)/improvement opportunity(ies) validated?


Causes

IdentifiedManual Work in

rule based design

Query Resolution

cycle time

Multiple hands off

during QC & QA

process

Lack of standard

process

Lack of effective

monitoring

Lack of Knowledge

update

management

Sol. Code Cause Summary

Q1 Data & dash boarding mechanism

Q2 RCA Process & Management

CC1 Calibration between TCS & client designers

PI1 Balance Score Card

PI2 Miscalculation of design due date

PI3 Best Practice Sharing

PI4 Trouble shooting of automation tools

PI5 Different version of the automation tools

PI6 Template management/correct version

P1 Lack of ownership

P2 Lower participation in UAT

T1 Refresher Training

T2 Motivational activities & workshops

T3 Manual activities despite tools

A1 Documentation & updates

A2 Tools updated

PI Process Improvement P People Management TrainingT A Automation Client Collaboration Q QualityCC

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2.3.8 What evidence showed that the final root cause(s)/improvement opportunity(ies) were validated prior to solution development?


Defect Mitigation plan was developed

NVAs & Manual activities led were identified

Level 4 defects for effective countermeasure Variables dependency were validated

RCA for effective countermeasures

No Change

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2.4.1 How was the correctness of the initial project scope, deliverables, and timing confirmed (or, what changes were made)?

2.4.0 Project Management Update

PROJECT SCOPE INCLUDES

BUSINESS CASE

PROBLEM STATEMENT

GOAL STATEMENT

PROJECT SCOPE EXCLUDES

• Our client is strategically ramping up to deliver Ready for Service (RFS) from 1.2 mn in FY 15 to 11.9 mn inFY 20 which is 10 fold growth in next 5 years (2015 to 2020)

• For 11.9 mn RFS to be ready by 2020, Delivery Partner must deliver the design by at least mid 2018 so thatthe construction phase is completed

• This warrants TCS to emulate the no .of deliveries at a faster rate which can matchup to the nos. expectedin another 3 years without compromising quality of deliveries

The cycle time for a network design from designing to approval is ~42 Weeks for the period May’15 toMar’16 against the target of 26 weeks

3 Milestones – Remote Design, Field Validation & Final Design

• Technological Changes in design process from client• Construction phase of the design


EXPECTED BENEFIT

• Reduction in Cycle Time of delivery of design (Tangible)• Reduction in efforts spent in reworks (Tangible)• Customer Satisfaction (Intangible)• Connecting the whole of country through Fiber Network

(Socio economic)• No negative Impact on vegetation & environment

through the council’s approved design across the country (Environment)

No Change

18

35TCS Confidential

2.4.2 How were stakeholders involved and/or communicated with during the root cause/improvement opportunity phase of the project?


Name Define Measure Analyze Improve Control Communication through:

Client I I I I I • Informed on project progress

Project Sponsor A, I I I I A• Informed on issues• Update on key activities being carried out

Project Champion A, I A, I A, I A, I A, I• Seek support on roadblocks & challenges• Involvement in key brainstorming session• Toll Gate review

Process Owners A,I, R A,I, R A,I, R A,I, R A,I, R• Training & meeting participation• Validating ops hypothesis with data

Project Leader M M M M M• Project update• Escalate & engage team towards project objective

Project Members R R R R R

• Meeting participations• Brainstorm & implement solutions• Trainings• Tracking, monitoring & reporting key infoARMI Matrix – Approver | Resource | Member | Interested Party

Levers for communication:

Project meetings & reviews | Meeting minutes | Email updates | Escalations for support

36TCS Confidential

2.4.3 What stakeholder resistance was identified and/or addressed in this phase of the project?


Client

• Change in

reports

Program

Sponsor

• Budget

constraints

• Return on

Investment

• Information

update

Process Owners

• Team

members

alignment

• Increase in

team’s efforts

Team members

• Active

Participation

in the project

meetings

• Increased roles

&

responsibilities

Associates

• Release from

project

• Increased

efforts

• Non rewarding

initiative

Resistance

Approach

to address

resistance

• Benefits of

higher

collaboration

• Benefits from the

project were

elaborated

• Cost benefit

analysis

• Weekly &

fortnightly

update

• Estimated efforts

required on

project

• Importance of

projects and its

objective

• Linkage of

project

deliverable to

KRAs

• Transparency in

job deliverables

& benefits

• Training &

certification

• Induction of R&R

initiatives

19

37TCS Confidential

2.4.4 How was the appropriateness of the initial team membership and management routines confirmed (or, what changes were made)?


TCS Senior Management

MBB

Project Leader

Process Owners

Project Members

Project Weekly Update –

Performance & Risks

Guiding team in right direction with

right statistical tools & techniques

Facilitate team’s meetings & make sufficient

progress on project’s goals

• Active participation & support whenever

required

• Deployment of quick wins & solutions

Help the team leader to achieve project

goals


Solution/Improvement Development

Section 3

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39TCS Confidential

3.1.1 What methods and/or tools were used to identify the possible solutions/improvements?

3.1.2 Why were these methods and/or tools selected [to identify the possible solutions/improvements]?

3.1.0 Possible Solutions or Improvements

Brainstorming

sessions

• Corrective &

Preventive

measures out of

RCA

• How to build

business logic for

rule based designs

• How to

standardize update

mgmt

Value Stream

Mapping

• Identify manual

activities &

corresponding

scope for

automation

• Identify non value

added activities

Group Discussion

with Client

• Measurement

system corrections

• Query resolution

cycle time – how

to reduce?

Feasibility Analysis

• Analyze

automation

themes for its

development &

deployment

• Discuss solutions

with client for

process changes

Run/Trend Charts

• Phasewise

development of

lead indicators

tracking

• Performance

monitoring of key

metrics

Causes IdentifiedManual Work in

rule based design

Query Resolution

cycle time

Multiple hands off

during QC & QA

process

Lack of standard

process

Lack of effective

monitoring

Lack of Knowledge

update

management

40TCS Confidential

3.1.3 How was the team prepared to use these methods and/or tools [to identify the possible solutions/improvements]?


Project

Sponsor

Project

Champion

Project

Leader

Project


The above matrix shows the involvement & trainings conducted for the different roles in this project

TCS has internal system of training & cortication program for Green Belt, Black Belt & Master Black Belt

Brainstorming VSMGroup

Discussion VSM

SPC SPCSPC

Group

DiscussionGroup

Discussion

Brainstorming

VSM

21

41TCS Confidential

3.1.4 What data was generated and how was the data analyzed to determine the possible solutions/improvements?


Activity Data generation – What? Data Analysis – How?

CAPA out of RCA Root Causes of the defects being reported5 Why technique

Brainstorming solutions for the root causes

Automation

ThemesList of manual activities

Brainstorming exercise

Process Maps/Flow Charts

NVA activitiesList of non value added activities in the process

activities

Value Stream Map

Process Map/Flow Charts

Reporting ErrorsNo. of errors reported by client vs. tracked by

TCSTCS view Vs. Client’s view on key indicators

Lead IndicatorsInternal Stakeholder’s view

Internal QC Scores

Configuring the project trackers

Report Automation for trend charts/other MIS

Dashboarding

42TCS Confidential

3.1.5 What are the possible solutions/improvements?

3.1.6 What evidence showed that the solutions/improvements identified were possible instead of final?


Strengthen

QA/QC Process

Partnership

with Client

Knowledge

Management

& Training

Increasing

People

Competency

Process

Automation

MIS &

Dashboarding

Possible

Solutions

• Test before & after time for the themes automated

• Automation created for top defects errors

• Created KM repository for designers

• Implemented Content Development &

Dissemination process

• Daily Network Expert Meet

• Individual Project Tracker for milestones

• Restructuring of internal MIS / Project trackers

• Implementation of Factory Model for designs

• Evaluation of manpower basis skill set. Realign associates for each stage

based on core competency requirements

• Redefine JD & Goals based on their role

• Ownership driven design management with One design- One Designer, 5

Designers- 1 Network Expert

• 100% QC check for all designs based on CTQs defined through

Feedback register

• 3 Stage QC framework created with 311 CTQs

• Self QC checklist Implemented on floor to contain errors

• Knowledge sharing and campus sharing

at onshore for TCS designers

• Initiated workshops and Initiatives on

Improving Quality across milestones

with client

22

43TCS Confidential

3.2.1 What methods and/or tools were used to identify the final solution(s)/ improvement(s)?

3.2.2 Why were these methods and/or tools selected [to identify the final solution(s)/ improvement(s)]?

3.2.0 Final Solutions or Improvements

CT not part of Balance Score Card

High Cycle Time

of Design

Process

Materials

Methods / Procedures Machines / Equipment

Lack of refresher trainings

Update mismatch at TCS centralized level

Knowledge gap wrt performing the job in a

faster way

Unaware of customer Impacts

Lack of ownership

Lack of awareness wrt the best

practices

Excessive work pressure load/High volumes

Lack of initiatives wrt

feedback & Coaching

Staggered & erratic regional updates

at designer level

Miscalculation of

design’s due dateTool glitches

Manual copy and paste from previous templates

Standard Templates not available

Variability in updates from

different sources

Tools not user friendly

Lack of awareness of high cycle time & its impact

Fail to open process update

trackers on daily basis & go

through them

Non adherence to procedure

No Standard template for all

scenarios from client

Internal tools not updated

Ineffective RCA management of defects

Lack of skill set mapping

No Analysis on repeated offenders

Lack of effective performance

measurement system

No report-out on individual level

Different time of shifts

Measurement

Not using updated template

Usage of Incorrect template/forms

Manual steps followed despite having a

tool for rule based calculation

Checklist Not available on

house keeping steps

Misalignment between different

versions of program/software

Men

Lower participation on UAT of tools

No documentation of automation initiatives

Lack of data analytics

around Cycle Time

Misalignment with client’s reporting

system

Calibration issues between TCS &

Client designers

Inadequate competency building

activities & workshopsSystem/Hardware issues

Ineffective/delayed trouble shooting of tools


Q2

PI1

A2

A1

PI2

Q1CC1

PI3

PI3

A1

PI4

T2

T1

T1

PI5

PI6

PI6

T3

P1

T1

PI3

P2

TCS Confidential

44TCS Confidential

3.2.3 How was the team prepared to use these methods and/or tools [to identify the final solution(s)/ improvement(s)]?


Project

Sponsor

Project

Champion

Project

Leader

Project


Brainstorming VSMGroup

Discussion VSM

SPC SPCSPC

Group

DiscussionGroup

Discussion

Brainstorming

VSM 7 QC Tools7 QC Tools

23

45TCS Confidential

3.2.4 How were the methods and/or tools used to determine the final solution(s)/improvement(s)?


Strengthen

QA/QC Process

Partnership

with Client

Knowledge

Management

& Training

Increasing

People

Competency

Process

Automation

MIS &

Dashboarding

Possible

Solutions

• Test before & after time for the themes automated

• Automation created for top defects errors

• Created KM repository for designers

• Implemented Content Development &

Dissemination process

• Daily Network Expert Meet

• Individual Project Tracker for milestones

• Restructuring of internal MIS / Project trackers

• Implementation of Factory Model for designs

• Evaluation of manpower basis skill set. Realign associates for each stage

based on core competency requirements

• Redefine JD & Goals based on their role

• Ownership driven design management with One design- One Designer, 5

Designers- 1 Network Expert

• 100% QC check for all designs based on CTQs defined through

Feedback register

• 3 Stage QC framework created with 311 CTQs

• Self QC checklist Implemented on floor to contain errors

• Knowledge sharing and campus sharing

at onshore for TCS designers

• Initiated workshops and Initiatives on

Improving Quality across milestones

with client

Cost & Benefit Analysis

Trend Chart for portal usage &

tracking progress

• Bottom Quartile

Management

• Designer based MIS

• Resource planning

• Pareto charts for top defects

• Level wise DPU trackers

• Client & TCS deviation report

• Control Chart on Client metric

• MIS Dashboarding – right

decision at right time

46TCS Confidential

3.2.5 What was (were) the final solution(s)/ improvement(s)?


24

47TCS Confidential

3.2.6 How were the final solution(s)/ improvement(s) validated?

3.2.7 What evidence showed that validation was performed prior to implementation?


48TCS Confidential

3.2.8 What additional potential benefits were anticipated from the final solution(s)/improvement(s)?

3.2.9 Were the additional potential benefits anticipated prior to implementation?


Higher revenue

through speedier

connection

activation by

client

Variable cost

reduction of the

project

Tangible

Benefits Help achieving

client’s vision of

12 Mn customers

by 2020

Higher CSI

Fiber & Copper

designing

competency

Higher employee

satisfaction

through better

resource planning

Intangible

Benefits

• Project objective aligned with client’s vision of having 12 Mn happy homes by 2020

• It was used as a key base for defining potential benefits apart from productivity

savings

25

49TCS Confidential

3.2.10 What data was generated and how was the data analyzed to justify why the chosen final solution(s)/improvement(s) should be implemented?


Activity Data generation – What? Data Analysis – How?

CAPA out of RCA Root Causes of the defects being reported5 Why technique

Brainstorming solutions for the root causes

Automation

ThemesList of manual activities

Brainstorming exercise

Process Maps/Flow Charts

NVA activitiesList of non value added activities in the process

activities

Value Stream Map

Process Map/Flow Charts

Reporting ErrorsNo. of errors reported by client vs. tracked by

TCSTCS view Vs. Client’s view on key indicators

Lead IndicatorsInternal Stakeholder’s view

Internal QC Scores

Configuring the project trackers

Report Automation for trend charts/other MIS

Dashboarding

No Change

50TCS Confidential

3.2.11 What evidence showed that justification was performed prior to implementation?

3.3.1 How was the correctness of the initial or updated project scope, deliverables, and timing confirmed (or, what changes were made)?


• Automation tools were run

• Hypothesis tests performed

• Brainstorming performed before solution

deployment

• Pareto chart analysis to track progress & defect

mitigation

• Corrective actions taken in the due course of

solutions deployment

26

51TCS Confidential

3.3.2 How were stakeholders involved and/or communicated with during the solution/improvement phase of the project?

3.3.3 What stakeholder resistance was identified and/or addressed in this phase of the project?


Change

Manageme

nt

Communic

ate

Plan for

resistance

Identify

resistance

RCA &

resolution

Escalate &

Engage

Client

• Change in

reports

• Usage of

critical data

Program

Sponsor

• Budget

constraints

• Return on

Investment

• Information

update

Process Owners

• Process

changes

• Increase in

team’s efforts

Managers &

Supervisors

• Increased roles

&

responsibilities

Associates

• Release from

project

• Increased

efforts

• Non rewarding

initiative

Resistance

Approach

to address

resistance

• Benefits of

higher

collaboration

• Assurance of

data usage

• Cost benefit

analysis

• Weekly &

fortnightly

update

• Standardized

process

documents

• Separate teams

for specialized

tasks

• Linkage of

deliverables to

KRAs

• Automation of

reports &

dashboards

• Transparency in

job deliverables

& benefits


initiatives

52TCS Confidential

3.3.4 How was the appropriateness of the initial or updated team membership and management routines confirmed (or, what changes were made)?


TCS Senior Management

Customer Leader

Process Owners

Managers

Associates

Project Weekly Update –

Performance & Risks

Daily performance reports

Daily team performance reports

• Daily huddles, meetings & update management

• Daily reporting & Dashboarding of lead

indicators

Daily individual project tracker

27


Implementation and Results Verification

Section 4

54TCS Confidential

4.1.1 How were stakeholders involved in planning the solution/improvement implementation?

4.1.0 Stakeholder Considerations in Implementation

• Requirement

gathering

• Data capturing

Objective

•Validating observations

•Proposed amendments

•Approve findings

Feedback &

Proposal•Method Solution

assessment

•Approve counter

measure Toll gate &

review

•Define inclusions and

exclusions

•Review and Approve

Finalization &

approval•Approve final

Resolution

•Approve

Implementation Plan

Deployment

Involvement of stakeholders - phase wise

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55TCS Confidential

4.1.2 How were stakeholders involved in implementing the solution/improvement?


Stakeholder’s Role & Responsibility

• Progress review &

guidance wrt

goals

• Review solutions

& its deployment

• Resource allocations

• Approval on project

targets

• Approval on success

of projects

• Approval on process

changes

• Budget approval

• Remove

roadblocks &

enable the system

• Guide

• Facilitator

• Identify &

address

resistance

• Motivator

• To embrace

change

• Advocate of

change in the

team

• Motivate others to

adopt change

56TCS Confidential

4.1.3 What was done to anticipate resistance before it occurred?


Resistance Anticipation Model

Need

assessmentExpectations

Definite

OutcomeImpact Agility Disruption Involvement

• Stakeholders’

need were

assessed

• Explained the

plan and relation

with their needs

• Expectations

from their role in

the project was

set

• Effective

communication

to secure

commitment was

done

• Outcomes were

explicitly defined

& communicated

• Agreement on

outcomes was

made

• Impact

assessment was

carried out

• Any deviations

from

expectations in

relation to

impact were

assessed

• Communicated

the agility

required during

the project

period

• Commitment

was asked to be

agile and

responsive

• Open discussion

on the project

problem held

• VOS was

captured in order

to anticipate any

disruption during

the course of

project

• Measured the

involvement of

the stakeholders

during the

project lifecycle

• Anticipation of

interest levels in

problem &

solution

identification

Resistances were identified by following the above model during the project life cycle

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57TCS Confidential

4.1.4 What types of resistance were actually encountered during the course of solution/improvement implementation?

4.1.5 How was the actual resistance identified?

4.1.6 How was the actual resistance addressed?


Client

• Change in

data reporting

approach

Program

Sponsor

• Return on

Investment

• Information

update

• Client’s

dissatiscation

Process Owners

• Process

changes

• Increase in

team’s efforts

• Dip in team’s

performance

Managers &

Supervisors

• Increased roles

&

responsibilities

• No

performance

linked effort

Associates

• Release from

project

• Increased

efforts

• Non rewarding

initiative

Resistance

Approach

to address

resistance

• Benefits of

higher

collaboration

• Single view of

report to client’s

stakeholders

• Cost benefit

analysis

• Weekly &

fortnightly

update

• Client’s feedback

sharing

• Standardized

process

documents

• Separate teams

for specialized

tasks

• Linkage of

deliverables to

KRAs

• Automation of

reports &

dashboards

• Transparency in

job deliverables

& benefits


initiatives

Change

Manageme

nt

Communic

ate

Plan for

resistance

Identify

resistance

RCA &

resolution

Escalate &

Engage

How

resistance

was

identified?

•Weekly connect

•Client’s visit

•Catchup calls

•One on one

discussions

•Emails

•Disapproving

discussions

•One on one

feedback

•Internal & floor

meetings

•Townhall meetings

•Automation

team’s feedback

58TCS Confidential

4.1.7 How did the team know it was successful in addressing the resistance?

4.1.8 What was the evidence of stakeholder group buy-in?

4.1.9 What evidence showed that buy-in was obtained prior to implementation?


Client

• Change in

data reporting

approach

Program

Sponsor

• Return on

Investment

• Information

update

• Client’s

dissatiscation

Process Owners

• Process

changes

• Increase in

team’s efforts

• Dip in team’s

performance

Managers &

Supervisors

• Increased roles

&

responsibilities

• No

performance

linked effort

Associates

• Release from

project

• Increased

efforts

• Non rewarding

initiative

• Reporting was

streamlined with

full support of

client

• Approvals from

sponsor on

various initiatives

• Emails of

appreciation of

team’s efforts

• Support in

releasing project

MIS

• Participation in

process

improvement

initiatives

• Improved

engagement of

managers

• Change

welcoming

attitude

• Active

participation in

automation

initiatives

• Competitive

attitude in R&R

programs

Key results of addressing the resistance for effective deployment of solution deployment

Change

Manageme

nt

Communic

ate

Plan for

resistance

Identify

resistance

RCA &

resolution

Escalate &

Engage

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59TCS Confidential

4.2.1 What process(es) or system(s) were changed or created to implement the solution/improvement?

4.2.0 Solution/Improvement Implementation

• Joint walkouts with all

stakeholders.

• Council Approvals on all

Field work from offshore

including Health & Safety

measures• Online data from

power companies

Creation of centralized

team at offshore for Field

Management

Team of Telecom experts

for the specialized tasks –

Fiber rollout, copper &

DSLAM experts

Initiation of Aboriginal

and Ecological

Assessment

Connecting

Australia

Joint Walkout

Power DataCouncil Approvals

Ecological

Consulting

Specialist

& Experts

Field Management

CC3

CC3

PI

PI

PI

…delivering value in collaboration with our esteemed clientTCS Confidential

60TCS Confidential

4.2.2 What systems were changed or created to measure and manage the performance of the implementation?

4.2.0 Solution/Improvement Implementation

Weekly

updates to

stakeholders

Daily DPU

Tracking of Lead

Indicators

Continuous

identification of

Automation

themes

RCA of every

defect – Internal

& external

Introduction of

central process

documentation

team

Automation Tool Development –to Address Top Defects

Client

collaboration &

QC/QA

processes

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61TCS Confidential

4.3.1 What were the results?

4.3.2 How did the results compare to the specific project goals/measures from Item 2.1.1?

4.3.0 Project Results

Cycle Time of Design Process

297 Days (42 Weeks) to 208 Days (30 Weeks)

Remote Design Field Validation Final Design

87 Days

(~12 Weeks)

61 Days

(9 Weeks)

158 Days

(~23 Weeks)

116 Days

(17 Weeks)

52 Days

(~7 Weeks)

31 Days

(4 Weeks)

Overall Cycle Time reduction from 42 weeks to 30 Weeks which is ~30% reduction

62TCS Confidential

4.3.3 What additional benefits were realized from the project?

4.3.4 How did the team measure any of the additional benefits that were “soft”?

4.3.5 How do the actual additional benefits that were realized compare to the expected additional benefits identified in Item 3.2.4?

4.3.0 Project Results

Tangible Benefits Intangible Benefits Socio Economic Benefits

❖Weekly Service Rollout has Doubled to 58000 from 26000 YoY

❖Client’s Revenue has increased by 142% compared to third quarter last year

❖ Customer Satisfaction Index >90% for TCS as a delivery partner

❖ New Market for TCS in Fiber Rollout Services

❖ In their quest to achieve 2020 goal. client has achieved the Half way mark (4.6 M premises) within 2 years

❖ Multiple times increase in Internet Speed ~25 Mbps

❖ Remote locations, Communities getting connected

❖ Increase Telecom Design Competency Skill in the country

❖ Improved Work Life Balance for designers

CSAT Client Related

Note : Client Related Benefits have been derived from the Client reports and media releases Jan-Mar 2017 on its website

Total Benefits of $1.45 Mn

❖ Reduction in Cycle time has led to productivity savings of $1.36Mn:❖ Remote Design – $0.27

Mn❖ Field Validation –

$0.73Mn❖ Final Design – $0.36Mn

❖ Annual overtime payout has been reduced leading to an annual savings of $0.1 Mn

TCS Confidential

32


Sustaining and Communicating Results

Section 5

64TCS Confidential

5.1.1 What was done to make sure the process or system changes made during the implementation (Item 4.2.1) continued to be followed?

5.1.0 Sustaining Results Over Time

▪ Reduction in handoff improved flow- QC team made

accountable track and manage the final delivery of the

product

▪ Initiated VSM led approach for identification of NVAs

& other manual activities

▪ Calibration initiated with the client to collaborate and

define CTQ’s.

▪ Alignment to client metrics operational definition for

internal tracking & proactive actions

▪ Knowledge Management- PDSA GURU

▪ Standardization of Templates

▪ Enhancement to the existing Training manual

▪ Competency check before the GO- LIVE

Process

Improvement

Partnership

with Client

Knowledge

Management

& Training

People

Competency

RCA &

Quality

Management

Project

Management

& Governance

▪ Competency Skills- Complete skill assessment for all

Designers basis critical deliverables

▪ Mentoring and Coaching- 1 Expert aligned to 5 operators

T

P

Q

PI

CC


▪ Setup the Quality Control

▪ Defect Management through CAPA

▪ Visual Management on Top Defects

▪ Measurement System Created & Institutionalized

between TCS and Client

▪ Daily Project Governance and Reporting of each

project

G

G Governance TCS Confidential

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65TCS Confidential

5.1.2 What evidence showed that this became part of the organization’s culture/operating strategy?


Process StepWhat's

ControlledSpec Limits/

RequirementsHow

measuredSample Size Freq.

Who measures

Reaction plan

(in case of breach in Specs Limits)

Milestone wise - Design cycle time

Overall Design cycle time

<=26 WeeksWeekly ProjectTracker

100% WeeklyCentralMIS Team

• RCA at design level• Escalation to TCS stakeholders• Acknowledgement from client

where there is dependency

Milestone wise - Design RFT%

Overall RFT% >=85%Client’s report

100% WeeklyOnshore Black Belt

• RCA of client’s raised defects• Validate valid/invalid defects• Correction of RFT score in case

there is any discrepancy

Level 1 DPU – Top 4 DefectsOverall Design DPU

DPU <=1 for each L1 defect category

Client’s report

100% Weekly NBN

• RCA of L1 metric & corrective action by RCA Team

• Rebuttal of invalid defects in case any

RCA (Root Cause Analysis) No. of DefectsValid Critical & Major Defects

RCA Report100% of

defects raisedWeekly RCA Team

Escalation of non conformance by Quality team to all stakeholders

No. of open defects (Critical & Major) categorized as Invalid errors

DPU <=0 RCA Report 100% WeeklyRCA/Quality/Design team

Escalate to onshore regional SPOC & Black Belt for remedial action from client

Daily HuddleUpdates on process & Defect trending

Adherence to daily huddles = 100%

Internal Report

100% DailyQuality team

Immediately highlighted to stakeholders for adherence

Control plan made

66TCS Confidential

5.1.3 What was done to make sure the benefits obtained from the implementation (Item 4.2.1) will be maintained?


CTQWhat’s

controlled

How it impacts the

CTQ

Process Step

Control Method

Frequenc

yResp

Corrective Action

CT

DesignSubmission & approval Cycle Time -Milestone 1 to Milestone 3

Increased overall cycle time of the design shall

impact client’s scalability

vision of 12 million happy

homes

Remote Design

Metric Tracking

Wkly

Delivery

Managers

• Root cause analysis

• Automation Initiative

• Kaizen Workshops

Field Validation

Wkly

Final Design

Wkly

RCA team exists in the system for analyzing each defect occurring out of control

limit. Countermeasure action plan is developed & deployed by RCA team along

with the SMEs on the floor

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67TCS Confidential

5.1.4 What evidence showed that this became part of the organization’s culture/operating strategy?


Weekly status report

to all stakeholders for

tracking, monitoring

& taking timely

corrective actions

68TCS Confidential

5.2.1 How did the team communicate the results to the various stakeholder groups?

5.2.0 Communication of Results

Internal

Domain delivery leader

Account Manager

TCS Onsite team

Regional Leaders

Managers/Supervisors

External

Client

Reports & Dashboards Reviews & forums

35

69TCS Confidential

Client’s appreciation

5.2.0 Communication of Results

70TCS Confidential

Thank You!

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