Confidential & Proprietary Business Excellence Team (BET) 1 The Business Excellence Approach of Tata Communications.
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Confidential & Proprietary
Business Excellence Team (BET) 1
The Business Excellence Approach of Tata Communications
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Business Excellence Team (BET) 2
Quick – The Business Excellence Approach of Tata Communications
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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.
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“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
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The Quick Organization
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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
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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
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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)
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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.
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Key Components of TCL Quick - 2
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.
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Key Components of TCL Quick - 3
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.
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Key Components of TCL Quick - 4
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
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Key Components of TCL Quick - 5
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
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Quick Context
Quick Change
(Collect and Control)
Quick Process
(Improvement Projects)
Quick Response(Monitor and
React)
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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
©2008 Tata Communications, Ltd. All Rights Reserved. Confidential & Proprietary
Business Excellence Team (BET)
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
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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
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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
©2008 Tata Communications, Ltd. All Rights Reserved. Confidential & Proprietary
Business Excellence Team (BET)
TCL Quick
Process Improvement Cycle
An iterative improvement process and common tools – equal to a Six Sigma
Define-Measure-Analyze-Improve-Control (DMAIC) Framework
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Quick Process Improvement - Method and Toolkit
©2008 Tata Communications, Ltd. All Rights Reserved. Confidential & Proprietary
Business Excellence Team (BET)
TCL Quick
Change Management System
A Controlled Workflow System to process suggestions, complaints, and other
improvement opportunities to ensure effective response and closure
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Quick Change Control
©2008 Tata Communications, Ltd. All Rights Reserved. Confidential & Proprietary
Business Excellence Team (BET)
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
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Quick Response Team
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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
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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
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TCL Quick Images / Icons
Optional animatedlogos reinforce action,flexibility messages
Static logos use overlap, variability, color differences to reinforce teamwork and connection messages
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Back-Up Materials
©2008 Tata Communications, Ltd. All Rights Reserved. Confidential & Proprietary
Business Excellence Team (BET)
TCL Quick
Quick Context Map for Tata Communications
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Tata Communications – A System View
©2008 Tata Communications, Ltd. All Rights Reserved. Confidential & Proprietary
Business Excellence Team (BET)
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
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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
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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
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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
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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
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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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