Team ACES (Number- 405) - Ready for the challenge!

Team Captain: Pankaj Jain – Assistant Manager – India

Command Center

Amit Kharbanda – ID coordinator

Satwinder Singh - Inventor / Process re-engineer /

Designer of (ID Application)

Team Coach - Thomas P. Oommen – Manager, India

Command Center

Vipin Talwar – Sr. Developer

Neeraj Sharma – Analyst MIS

Deepak Kumar – Analyst WFM

Project Title: Ensure Better ID Management resulting in reduction in Handling time / Downtimes and automate ID process.

Project Title: Ensure Better ID Management resulting in reduction in Handling time / Downtimes and automate ID process.

2

Benefits to the Customers:

• Customers across have benefited from increased advisor availability

Our vision for our project is :

• Focus on automation and on process reengineering to be able to consistently deliver service of the highest quality

Few of the challenges were: Increased Manpower Allocation, Increasing ID related email traffic,

Complex and manually intensive nature of work

Inadequate information flow, most of all,… unacceptably high levels of ID downtime

Benefits to the Customers:

• Customers across have benefited from increased advisor availability

Our vision for our project is :

• Focus on automation and on process reengineering to be able to consistently deliver service of the highest quality

Few of the challenges were: Increased Manpower Allocation, Increasing ID related email traffic,

Complex and manually intensive nature of work

Inadequate information flow, most of all,… unacceptably high levels of ID downtime

Project Objectives and Justification

Objective: Process re-engineering to provide for improved efficiency of existing processes by automating as many things as possible keeping in mind the cost/benefit analysis, hence delivering highest quality to the customer

Objective: Process re-engineering to provide for improved efficiency of existing processes by automating as many things as possible keeping in mind the cost/benefit analysis, hence delivering highest quality to the customer

Impact on customers : Reduction in Downtime has resulted in many more customers getting across to BT than otherwise.

Impact on customers : Reduction in Downtime has resulted in many more customers getting across to BT than otherwise.

Impact on BT:• £ 25,000 worth of savings per month to BT (ID

Application)• Effective management of this hygiene issue has

resulted in employee focus on value creation

Impact on BT:• £ 25,000 worth of savings per month to BT (ID

Application)• Effective management of this hygiene issue has

resulted in employee focus on value creation

What we have to do: Manage access requirements for 22 different remote applications for 25 campaigns and support functions (over 1700 people)

What we have to do: Manage access requirements for 22 different remote applications for 25 campaigns and support functions (over 1700 people)

Our proposed solution: Development of the “ID Application” which not

only virtually eliminated manual intervention but the reporting module

provides for transparency and improvement opportunities in the various

stages of the ID management process

Our proposed solution: Development of the “ID Application” which not

only virtually eliminated manual intervention but the reporting module

provides for transparency and improvement opportunities in the various

stages of the ID management process

3

Teamwork

Together we worked towards analyzing the ID issues, their occurrence, the current processes and what we could to help improve the process both in terms of automation as well as in process reengineering.

Together we worked towards analyzing the ID issues, their occurrence, the current processes and what we could to help improve the process both in terms of automation as well as in process reengineering.

Our Team Coach helped us define actions and responsibilities .

We also took inputs from our customers (Operations Team and Shared Support), colleagues and Senior Management for helping us understand the issues around the entire ID management process and to define process for the same.

Our Team Coach helped us define actions and responsibilities .

We also took inputs from our customers (Operations Team and Shared Support), colleagues and Senior Management for helping us understand the issues around the entire ID management process and to define process for the same.

The team shared the responsibilities to identify the causes of manual intervention and escalations. This was affecting the campaign productivity as well increased email traffic. Once we understood the issues, the whole team contributed in developing (and implementing) a simple yet effective solution that has not only met objectives of improving the output of the department but also has had a snowball effect on the way we individually approach new problems

The team shared the responsibilities to identify the causes of manual intervention and escalations. This was affecting the campaign productivity as well increased email traffic. Once we understood the issues, the whole team contributed in developing (and implementing) a simple yet effective solution that has not only met objectives of improving the output of the department but also has had a snowball effect on the way we individually approach new problems

Coach Comment-

“Great step forward by the Team. This can be

improved further by real-time analysis and adding

more user friendly features to the

application. Good Job team”

One BT Approach

The most important step was to understand from various teams how ineffective ID management impacted their work. Few managers handle multiple process and hence multiple ID issues. Their inputs helped us improve our process and add valuable additions to the ID application

The most important step was to understand from various teams how ineffective ID management impacted their work. Few managers handle multiple process and hence multiple ID issues. Their inputs helped us improve our process and add valuable additions to the ID application

4Quality Tools

We have analyzed the causes behind in effective ID management on site. We used the PDCA method and the fishbone below highlights the root causes of the problem we were facing. Once we felt we had developed an effective solution, we consulted the various stake holders for confirmation of our approach as well as receiving valuable inputs on how to improve this further

We have analyzed the causes behind in effective ID management on site. We used the PDCA method and the fishbone below highlights the root causes of the problem we were facing. Once we felt we had developed an effective solution, we consulted the various stake holders for confirmation of our approach as well as receiving valuable inputs on how to improve this further

Effective reporting has resulted in institutionalizing a process of continuous improvement

Effective reporting has resulted in institutionalizing a process of continuous improvement

Reduction in the requirement for manual intervention has freed valuable resources to allow for focus on value creation

Reduction in the requirement for manual intervention has freed valuable resources to allow for focus on value creation

The ID Application has addressed most of the core issues relating to ID management on site

The ID Application has addressed most of the core issues relating to ID management on site

Job AnalysisHigh ID

Downtime

Higher email trafficInadequate transparency in

process

Operational Issues

Unnecessary delay in follow ups

Follow up Procedures

No proper follow up procedure set

No proper timelines set

No procedures set for Escalations

Delay in escalations due to manual monitoring

Inadequate supervisory access

Processes

Manually intensive process has resulted in multiple errors

Irrelevant Information

5

“The ID Management function has shown impressive performance over the last few weeks.

The IUA/RHD teams have been extremely supportive, but I am most impressed with the dedication and effort you have put in managing and developing this.

I hope you will continue the good work in developing this further, and building an excellent system that will continue to exceed expectations.

Thanks guys – Coach (Thomas Oommen)

“The ID Management function has shown impressive performance over the last few weeks.

The IUA/RHD teams have been extremely supportive, but I am most impressed with the dedication and effort you have put in managing and developing this.

I hope you will continue the good work in developing this further, and building an excellent system that will continue to exceed expectations.

Thanks guys – Coach (Thomas Oommen)

“You have done a good job in sorting one of the major challenges, you now need to work with BT in eliminating the problem.” – Sr. Vice President, HCL

“You have done a good job in sorting one of the major challenges, you now need to work with BT in eliminating the problem.” – Sr. Vice President, HCL

Quality Tools

Not Done

Not Doe

Review & send to IUA for resolution

If no confirmation within 24 Hrs of committed completion

date ,escalate to 1st POE

If no confirmation within 48 Hrs of committed completion date ,escalate to 2ndt POE

Operation to confirm functionality within 24 Hrs of Receiving mail from ID Dept

Team

If no response within 24 Hrs escalate to Ops

Mgr / SDL

If no confirmation within 72 Hrs of committed completion date, to

escalate to 3rd POE

Not resolved

Not resolved

AA

AA

AA

ID Issue received

IssueClosed

Resolved

Not resolved

Not resolved

Not Functional

Not Functional

Not resolved

Not resolved

ResolvedResolved

Not resolved

Not resolved

Functional

ID management Flow

ID management Flow

Converted to ID Application Flow

Converted to ID Application Flow

6

BT Values and WOW factor

Trustworthy Delivery as committed and unconditional acceptance by various stakeholders is an acknowledgement of the efforts involved in the creation of this application

Helpful FAQ’s, Training sessions, open communication channels were a hallmark of this project and we hope will continue in the many more ideas we have for the future

Straightforward Simple yet effective system providing for total transparency has been a core value that we have always kept in view while designing this

Inspiring The success of this team effort has been the spark for what we hope are many more in the pipeline.

Heart This has won many friends by reducing their involvement on mundane tasks allowing for them to focus on more rewarding activities

Trustworthy Delivery as committed and unconditional acceptance by various stakeholders is an acknowledgement of the efforts involved in the creation of this application

Helpful FAQ’s, Training sessions, open communication channels were a hallmark of this project and we hope will continue in the many more ideas we have for the future

Straightforward Simple yet effective system providing for total transparency has been a core value that we have always kept in view while designing this

Inspiring The success of this team effort has been the spark for what we hope are many more in the pipeline.

Heart This has won many friends by reducing their involvement on mundane tasks allowing for them to focus on more rewarding activities

WOW factor:

Of late we have received a number of requests to do things to help our colleagues in their work… most of the time it is a pretty simple request….

Can you do something like another ID application?

WOW factor:

Of late we have received a number of requests to do things to help our colleagues in their work… most of the time it is a pretty simple request….

Can you do something like another ID application?

7

Impact on Internal Customer:

• Documentation of ID complaints

• Transparent ID review/follow up mechanism

• System generated Alerts in the event of a predefined constraint not being met

• Substantial reduction in manual intervention resulting in reduction in errors…. And much happier colleagues

• Increase in quality of service

Impact on External Customer:

• Reduced email traffic• Reduced ID Downtime (and hence increased productivity)• Cost Benefit up to £ 25,000 per month

Impact on Internal Customer:

• Documentation of ID complaints

• Transparent ID review/follow up mechanism

• System generated Alerts in the event of a predefined constraint not being met

• Substantial reduction in manual intervention resulting in reduction in errors…. And much happier colleagues

• Increase in quality of service

Impact on External Customer:

• Reduced email traffic• Reduced ID Downtime (and hence increased productivity)• Cost Benefit up to £ 25,000 per month

Customer Dedication

8

Customer Dedication (6 Degrees of Separation)

Team Formation

ID Support team reviews requests

which are submitted through ID application

Noida ID Supportteam sends to

IUA/RHD

Request processed by IUA/RHD and sent to Noida ID Support Team

Noida ID Supportteam send to Operations and Operations tests ID

Customer Delight

(HCL/BT) and End User

ID working and Issue Closed

9

Actual Benefits

1407

1178

598

504 482 480

264

170 172 142

582

422

263

183

42110 132

180242 263

299 313260

118

263

575 555

194 200136 160

239

351302

244197 210

0

200

400

600

800

1000

1200

1400

1600

Weeks

Hrs

BTLB- Liberty IssuesOpenworld-- IDA Issues

PCU--GTX Issue Service Contingency--Voip,Smart,CSS Issues

Sep 05

1407 Hrs1407 Hrs

Dec 05

422 Hrs422 Hrs

Mar 06

263 Hrs263 Hrs

May 06

210 Hrs210 Hrs

ID Downtime reduced after effective implementation of ID Application

Downtime reduced from an average of 1400 hrs to 200+ hrs…

Savings of £ 25,000 per month

…. Plus lots of smiling colleagues…

10

Summary

• The Project help us save ID downtime from 1407 to 210 hrs, saving 1197 hrs or Manpower of 150 Advisor strength, approx.(£ 300,000 per annum); along with delivering better services and quality to BT Customers.

• This project has been implemented across other HCL centres (BT CS Noida sites) ensuring increase in service levels and improve quality outside the domain, saving ID downtime across

• The Project help us save ID downtime from 1407 to 210 hrs, saving 1197 hrs or Manpower of 150 Advisor strength, approx.(£ 300,000 per annum); along with delivering better services and quality to BT Customers.

• This project has been implemented across other HCL centres (BT CS Noida sites) ensuring increase in service levels and improve quality outside the domain, saving ID downtime across