Section 1 - ASQ

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TCS Confidential TCS ConfidentialTCS Confidential

Copyright © 2013 Tata Consultancy Services Limited

Improvement in Cash Flow

TCS Confidential

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PROJECT & TEAM SELECTION

Section 1

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1.1.0 Understanding the Context for Project Selection

1.1.1 (1) Who was responsible for selecting the project ?

TCSClient

One of Australia’s leading integrated utility companies

Over 175 years of experience

Catering to customers throughout eastern Australia

Customer base 3.8 m, Revenue $A 11150 Mn

1) Head - Service Delivery2) Head - Transformation3) Head - Quality4) Process Managers5) Client’s SME

1) Head-Utilities Domain2) Customer Leader3) Master Black Belt4) Black Belt5) SMEs

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1.1.1 (2) What background information on the company or those who selected the project was provided to better understand the context of the project?

time

Cash Conversion Cycle

WIP DaysUnbilled Days

Production Consumption Cycle Credit Cycle Collection

AR DaysAP Days

Raw Materials

Not Paid - Bad Debt

WORKING CAPITAL REQUIREMENT = WIP DAYS + UNBILLED DAYS + AR DAYS – AP DAYS

Value Chain

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1.1.1 (2) What background information on the company or those who selected the project was provided to better understand the context of the project?

Business Metric Consumer Business

Customer Base (Nos) 3,724,000 ()

Revenue (Mn AUD) 11512

Net operating cost excluding D&A (Mn AUD)

346 27

Bad and doubtful debts (Mn AUD) 81 ()

AR days (No of days) 54

AP Days (No of days) 44

Unbilled (Mn AUD) 1118 ()

Unbilled Days (No of days) 74

Churn Rate (%) 15.4% (Rest of market 20.6)

Dual fuel (No of customers) 1953000

Annual Report, Sustainability Report, Balance Sheet Analysis

Strength

▪ Strong brand value

▪ Largest and lowest cost thermal generation portfolio in National Electricity Market

Weakness

▪ High unbilled revenue

▪ High cost to acquire/retain

▪ Low growth in centralized energy market

Prevailing Opportunity

▪ Increased penetration of decentralized generation and digital technologies like Solar PV, battery storage, connected appliances & Smart Grid

Threat

▪ Increased competitiveness

SWOT

Organize for Transformation

Drive Productivity

Unlock Growth

Client’s Strategy :

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1.2.0 Project Selection Process1.2.1 (1) How was the gap or opportunity brought to the attention of the project identification group?

❶ Aligning with Strategic Priorities of client ❷ Benchmarking#

Unbilled Reduction


Drive Productivity

Unlock Growth

Reduce in Operating Cost by $170 million

Working Capital Reduction of $200 million by FY17

Benchmark70 Days

Benchmark101 Days

Voice of Customer

Critical Customer

Requirement

We should jointly work towards minimizing outstanding exceptions/tasks in Metering & Billing space and Sales Fulfillment area

❸ Meeting Expectation

& looking for Customer Delight

Reduce billing outstanding

13% Reduction

Out of 13% (200 Mn) reduction targeted for Working Capital, Unbilled Reduction will contribute 47% (94 Mn)

# Computed through Financial reports of all

retailers in Australia Geography

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➢ At the end of Dec’15, total unbilled accounts was 47677 which was ~ 1.3% of totalcustomer base. This was very high when compared with industry benchmark of 0.5%Unbilled*.

➢ Due to this high unbilled accounts ~ 94 Mn AUD revenue is stuck for client

➢ Considering the key operational target of reducing the Working Capital requirement by13% (200 Mn), monthly unrealized revenue (94 Mn) is quite significant

1.2.0 Project Selection Process

1.2.1 (2) What was the gap (problem solving)?

➢ Consumers were not getting the bill on time

➢ At one go, customer had to pay huge amount to avoid electricity disconnection

* Source : Annual Reports of top 25 Utility companies across the Globe

Business Problem

Customer Problem

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1.2.1 (3) What area of the organization had the gap?

Customer Acquisition/

Cross Selling

Contract creation/Meter setup

Periodic Billing & Payment

Query/Request/Complai

nt Resolution

✓

▪ Meter Read▪ Device data

▪ Meter Reader

▪ Distributors

▪ Invoice Consumer

✓In Scope

Customer Service Division of Client

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1.2.2 (1) What data was generated to help select the project?

Data Generated Source Output

Weekly trend of Unbilled Accounts MIS Team Steady trend at > 40K since Oct-15

Cash Flow impact of the Unbilled account

Annual Report 94 Mn AUD revenue stuck

Benchmarking of Financial metrics Financial Statement Unbilled days is higher than competition

Future Investment areas where the additional money can be utilized

Executive Report Emerging distributed technology –Solar PV, Digital meters etc

Customer complaint Analysis reports Ombudsman Report Increasing trend of customer complaints

Wrongful disconnection due to billing issue Sustainability Report Steady trend of wrongful disconnection

Benchmarking of Unbilled % FORETM 0.5% (Client was at 1.3%)

Particulars Unit Value

No of accounts unbilled as on Dec-15 Nos 47677

Average Bill Value/Customer/Month AUD/Month 165

Annualized Cash flow Impacted AUD/Annum 94.4

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1.2.0 Project Selection Process1.2.2 (2) What methods and/or tools were used to assess or prioritize the need for the project? / 1.2.2 (3) Why were these methods and/or tools used to select the project

Why we used Effort-Impact matrix??

✓ Multiple projects can be compared easily on a single scale

✓ Based on the business needs, criteria can be added for evaluating Impact & Effort

✓ Can be done quickly & easy to undertstand

Low High

High

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1.2.0 Project Selection Process1.2.3 (1) What goals (organizational and/or local), performance measures, and/or strategies were the project expected to impact? / 1.2.3 (2) What is the relationship between state measures & perceived gap in 1.2.1?

Unbilled accounts (94Mn AUD Cash Flow Impact)


Drive Productivity Unlock Growth



Relationship between

Stated measures & Gap

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1.2.3 (3) What was the problem/project objective statement that expresses where the organization wanted to be at the end of the project?

Objective Statement:

To reduce the unbilled outstanding from 47677 (1.3% Customer Base) to less than20000 (0.5% of customer base) by Jun’16.

* Closure of work items without Final billing

resulting in generation of more work items

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1.3.0 Team Selection and Preparation

1.3.1 (1) How were the stakeholder groups identified?

Approach followed for Stakeholder Identification:

Analyse SIPOC & Swim Lane Process

Maps

Identify the Suppliers, internal customers, impacted parties

Evaluate KPIs & find out match with project objective

Select those stakeholder whose KPIs are matching

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Generation DistributionCustomer

service

Finance

Process

Support

Processes

Onshore – Customer Service Off Shore – Service Delivery

Acquisition Contract Setup Billing

Payment

Processing Payment Recon

Credit

Collection

Contact Centre

Marketing

Quality Management System & Continuous Improvement

Information & Technology Support

Contract Management Process

Onshore -Business Owner

Head-Service Delivery

Domain SME

Process Owner-Onshore Process Owner-

Offshore

Process SMEs

GB, BB & MBB

SAP Consultant

CL, DDL & CM

Domain SME

Head-Service Delivery

Process Owner-Onshore

Process Specialist

Associates

Interested Party Interested Party

Client TCSIn scope

Process

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Stakeholder KPIs

Onshore - Business Owner (GM Retail Market)

- Ensure strategic objectives are met

Head-Service Delivery (Client)

- Aligning offshore operation with strategic priorities- Ensuring profitability from

offshore operation- Improved Customer

Experience

Process Owner (Client)

- Ensure process level objectives are met

- No surprise in delivery- Lead Change management

Process Specialist (Client)

- Support offshore delivery with knowledge

- No surprise in delivery

Stakeholder KPIs

Customer Leader - Client satisfaction- Revenue & profitability- Met & exceed contractual obligations

Domain Delivery Leader

- Client satisfaction- Revenue & profitability- Met & exceed contractual obligations

SAP Consultant (TCS)

- Provide resolution for SAP errors- Maintain & Build business rule in SAP

Domain SME (TCS)

- Sharing knowledge in resolving billing exceptions- Guiding team for performance benchmarking

Process Analysts(TCS)

- Share insights on the process improvement opportunities

Green Belts (TCS) - Identify improvement opportunities- Provide support in data analysis

Black Belt (TCS) - Deliver Productivity & Business Value Improvements- Mentor improvement projects

Master BlackBelt(TCS)

- Ensure improvement opportunities are aligned with strategic priorities of organization

- Ensure client satisfaction- Met & exceed contractual obligations

Process SME (TCS)

- Sharing knowledge in resolving billing exceptions- Identify and deliver improvements

Process Owner (Offshore)

- Ensure process level objectives are met- No surprise in delivery- Lead Change management

✓ Stakeholders whose KPIs are matching, are selected

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1.3.1 (2) What or who were the stakeholder groups?

Project Steering

Committee

Business Head (Client)

Head-Service Delivery (Client)

Head-Utilities (TCS)

Customer Leaders (TCS)

Master Black Belt

Execution Group

Project Lead (TCS)

Project Lead (Client)

Process SMEs

Green Belts

Onshore Specialist

IT SPOC (Client &

TCS)

Project Management

Group

Master Black Belt

Black Belt

Process Tower

Leaders

Process Owners

Senior Process Analyst

Process Manager (TCS )

Process Managers

(Client)

Client TCS

Project Sponsors

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1.3.2 (3) What knowledge or skill sets were determined to be necessary for successful completion of the project? / 1.3.2 (3)To what extent did the existing stakeholder groups have the required knowledge or skills?

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Knowledge/Skill setProject Steering

CommitteeExecution Team

Project Management

GroupProcess Owner

Operation Management-Optimization NA NA

Basic Finances NA NA

1.3.2 (3) What additional knowledge and skills were brought in to make the project successful?

1.3.3 (1) Before the project started, what specific training was done?

Execution Team Process Owner

Basic Quality ToolsLean & Six Sigma

Methodology

Lean & Six Sigma MethodologyOperation Management-

Optimization

Operation Management-Optimization

Basic Finances

Basic Finances

Web based training –

• Mandatory completion of online LSSGB self learning module

Class room training

o 3 Day training program for new candidates

o 1 day refresher for GB candidates

o Objective evaluation at the end of the training session

Online Assessment

• After the training mandatory completion of online assessment

LSSGB Training

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1.3.3 (2) Before the project started, what was done to prepare the team to work together as a team?

TCS - Web Based

Training Model –

‘Building a High

performance Team’

Activities Details

Set clear purpose and goals which related to the project

✓ All the team members were called inside a VC room✓ Briefing was done by Head-Service Delivery to all the team

members about the goal & expectation related to projects

Empowering Team Member✓ Team Member were encouraged by Head-Service Delivery to

reach out to him over mail incase of any bottle neck is delivery

Role clarification ✓ Roles of different team members were clearly set out by the

project leader at the start

Expected Reward & Recognition Scheme

✓ Brief details of internal Reward & Recognition scheme was share with all team member by Black Belt

Basic Team Building Training✓ Mandatorily completion of 1 Hr Team Building Web Based

Training by all the team members

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1.3.4 (1) What roles and expectations were determined ahead of the project?

Role D M A I C

Sponsor A A A A A

Leader A A A A A

Team Member

M M M M M

Black Belt

R R R R R

Client’s SPOC

M M M M M

Process Owners

M M M M M

Approver Approval of team decisions

ResourceResource to the team, one whose expertise, skills, are needed

MemberMember of team, within the authorities and boundaries of the charter

InformedInterested party, one who will need to be kept informed on direction, findings

Stakeholder Role & Expectations

Project Steering Committee

Set objective & purpose

Ensure availability of adequate resources

Monitor progress

Resolves escalated matter/bottleneck

Organize team

Project LeaderChair team meeting and maintain focus on the goal

Ensure progress towards the goal

Act as a communication hub and as a liaison with management

Ensure execution of action items assigned for individual team members

Execution Group Complete all action items assigned on time

Participate in team meetings

Communicates ideas and expertise

Process OwnersSupport team members with resources andinformation

Participate in project review

Share required information with team

Project Management

Group

Ensure project is moving in the right direction

Ensure right set of tools & techniques are used

Facilitate in removing bottlenecks

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1.3.4 (2) What deadlines and deliverables did the team have to consider ahead of actually starting the project?

Planned

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1.3.4 (3) Before the project started, what team routines, including communication, were established?

Co

mm

un

icati

on

P

lan

Report Type Frequency Day of Publishing

Who will publish

Recipients

Daily Status Report

Daily Day+1 basis PratimBhattacharya

Execution group, Project Management group & process owners

Weekly Status Report

Weekly Tuesday All Stakeholder group

Milestone Reporting

As per agreed milestone date

As per agreed All Stakeholder group

Go

vern

an

ce

Pla

n

Review Name Frequency Location Day/Time of Review Participants

Weekly Review Weekly

Conference call & WebEx

Tuesday 11AM-12PM ISTAll except client sponsor

Monthly Review Monthly2nd of Every Month 11AM-1 PM IST

All Stakeholder group

Milestone ReviewAs per agreed milestone date

As per agreed date 11AM-2 PM IST

➢ Recurring meeting invites to be accepted

➢ Be on time for meetings

➢ Provide advance notice of being absent for a meeting

➢ Action points should be closed before the next scheduled meeting

➢ Agenda of the meeting to share 2 days before the meeting date

Meeti

ng

N

orm

s

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CURRENT SITUATION AND ROOT CAUSE/IMPROVEMENT

OPPORTUNITY ANALYSIS

Section 2

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2.1.0 Key Measures Expected of the Project

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


Drive Productivity Unlock Growth



BIG Y

Receivables Creditors Unbilled Inventory Others

Project Y

Operational Definition of Metric : Count of all the accounts of unbilled sub-process appearing as not yet resolved at any point of time

47677 account (1.3% of customer)

Targets

< 20000 account (0.5% of customer)

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

Approach for Identifying Additional Benefit:

Draw Upstream & Downstream impacted Processes/objectives

Note down the business metrics/

Check whether data will be

available or not

Categorise the benefit

Businessmatric

Benefit Category

BillingException Count

Reduction in offshore related expenses (long term)

Hard Benefit

Additional revenue for TCS (Short term)

Hard Benefit

Customercomplaints

Reduction of customer complaints

Hard Benefit

Improvement in Customer satisfaction

Hard Benefit

VendorSatisfaction

Will strengthen strategic ties with TCS

Hard Benefit

Sales collaterals Soft Benefit

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

Pull up the account in SAP & CRM

Check account class/open task/Bill

block

Out of scope

Exception the case in workflow/SWAT

End

Meter read exist

BPEM/Unbilled Account allocation

in SWAT

Pro

cess

co

ord

inato

r

BPEM/account Allocated to team

Members

Team

mem

ber

Check IDOT/IDOC/SN/MD

H

Check site status in MSATS/MDH

Confirm with IDOTCheck meter read

in MR result

Remove device/Move out

contract

Yes

No

Site is FRMP

Yes

No

No

Meter read exist

Raise Provide Meter data/ VMD/ DB mail request

Exception the case in workflow/SWAT

End

YesCheck/update device in SAP

2Check

Finance History

Deli

very

Man

ag

er

FTE Estimation bucket level

Ensuring required FTEs are in place in

various tasks

C

C

C

C

C

C= Critical Steps

Process Walkthrough ➢ Customer Leader➢ Process Owner➢ Domain / Process SME➢ Black Belt, Master Black Belt➢ Process Analysts➢ SAP Consultant

1. Why we need to hold the cases?2. What is the AHT, cycle time?3. What is the utilization4. Is my capacity adequate?5. What is the Accuracy? etc……

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Failure Mode & Effect Analysis - Review

➢ Process Owner➢ Domain /Process SME➢ Black Belt➢ Process Analysts➢ Process Managers

➢ Service level Agreements➢ Historical Performance➢ Process Updated➢ Customer complaints,

recent regulations➢ SOPs, process maps➢ Change contract notes etc

Evaluate failure modes, causes, controls for –➢ Process steps,➢ Contractual obligation➢ System issues➢ Market Issues➢ People Issue

Reviewer IdentificationDocument/Record Collection Evaluate

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Fishbone with Impact Control Analysis - Review

➢ Process Owner, SME, Analysts, Manager, Associates, Black Belt

➢ Arrange a brain storming session➢ Set the rules e.g. each no

evaluation of causes during the session, each member needs to share causes for each of the branches

➢ Specify the problem & it’s effect

➢ Remove duplicate causes after the session

➢ Evaluate Impact & Control for each causes, take opinion of each person

➢ Finalize the possible root causes

Team Formation Brain Storming Session Assess Impact & control

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2.2.1 (2) Why were these methods and/or tools selected [to identify possible root causes/improvement opportunities]?

Tools Why Used?

Process Walkthrough

✓ Easy & quick method for process analysis

✓ Identify visible problems in current work allocation, capacity, utilization etc.

✓ Identify the bottle necks in the current process design i.e. where the maximum tasks are getting accumulated

✓ Identify any quick win opportunity which can impact towards the project objective

✓ Get feedback from the associates about the challenges with regard to SOP, quality, onshore support etc.

Fishbone Analysis

✓ Easy procedure to arrive at list of causes & tool is known to all

✓ Provides a structure approach for identifying possible root causes

✓ Can be customized based on the process requirement e.g. cause categories can be enhanced easily

✓ Ensures participation from all who has direct/indirect influence on the process e.g. to get the desired results, we ensure involvement of makers also

Failure Mode & Effect Analysis

✓ Structure approach for identifying the ways in which failure can happen in process steps, contractual obligation, system, market, people

✓ Easy to identify customer impact for the predicted failures✓ Helps in capturing possible causes which can lead to process failure

✓ Objective evaluation of occurrences of already identified failure

✓ Assess the existing control in place

Impact-Control analysis

✓ Shortlist the possible root causes

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

Preparing Team for using Methods:

What Was Done How ? TrainersAssessment

Success Criteria

✓ LSSGB BOK training to members who lack the required knowledge

✓ Refresher training for the Green Belts



Class room training




Online Assessment


1. Lean Six Sigma COE

2. Black Belts

3. Master Black Belts

> 70% marks in assessment

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2.2.2 (1) What data was generated and how was the data analyzed to identify the possible root cause/improvement opportunities?

Tools UsedWhat Data was generated How Analyzed

Process Walkthrough

✓ AHT, Utilization✓ Daily # of tasks to perform✓ No of makers & checkers✓ Outstanding tasks✓ Shrinkage✓ System latency✓ Reason for pending tasks✓ No of tasks/unbilled accounts

➢ Computed no of makers & checkers required and compared with the available count

➢ Identify the level i.e. at sub process or queue level at which estimation is done & all

➢ Draw pareto chart for different pend reasons, identify the reasons which contributes maximum

Failure Mode & EffectAnalysis

✓ Potential failure points in the process

✓ Failure modes having no/insufficient control

➢ Pareto analysis of Risk Priority numbers

➢ Select high RPN area

➢ Identify the potential causes

Fishbone Diagram✓ Laundry list of possible root

causes

➢ Shortlisting through Impact-Control Analysis

➢ Taken forward for statistical validation

Quick Win Impact

There are some unbilled accounts having multiple pending tasks across different sub processes Solution: Allocation done at account level instead of sub process level

~6000 Accounts processed within 1

Week

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2.2.2 (1) What data was generated and how was the data analyzed to identify the possible root cause/improvement opportunities?

No change in AHT

Inflow Spike is Observed

System outage leading to lower utilization

System latency ~ 2%

8 Exceptions are contributing most Shrinkage is ~ 4-5%

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2.2.2 (2) What were the possible root cause/ improvement opportunities?

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2.3.0 Final Root Cause(s)/Improvement Opportunity(ies)2.3.1 (1) What methods and/or tools were used to identify the final root cause(s)/improvement opportunity(ies)? 2.3.1 (2) Why were these methods and/or tools selected [to identify the final root cause(s)/improvement opportunity(ies)]?

Potential root causes

Tools used to validate

Y X Objective

Ageing of tasks/BPEMs

Binary Logistic Regression

Unbilled Outstanding in Yes, No form (Binary)

Task ageing categorized in different buckets (<15, 15-30 etc)

✓ Ageing of tasks/exceptions effects outstanding volume or not

Inflow Spike Fisher’s Exact TestUnbilled Outstanding in Increased-Yes, Increased - No form

Spike in task inflow volume in Yes, No form

✓ Spike in inflow volume effects outstanding volume or not

FTE Skill Fisher’s Exact TestUnbilled Outstanding in Increased-Yes, Increased - No form


✓ FTE Skill affect outstanding volume or not

Exception (Action –Reasons)

Chi-Square Goodness-of-Fit Test (One Variable)

Unbilled outstanding count

Exceptions Reasons

✓ Identify significant exceptions

Capacity

Winter’s method (Level, Trend & Seasonality components)

Unbilled outstandingWeekly InflowVolume

✓ Is the capacity installed sufficient?

FTE AllocationFailure Mode & Effect Analysis (FMEA)

- - ✓ Why High RPN?

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

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

Tools How Prepared Who were trained Who Trained?

Binary Logistic RegressionGreen Belt Session Project Execution

GroupLSSGB COE & Black

Belt

Fisher’s Exact TestGreen Belt Session Project Execution


Belt

Fisher’s Exact TestGreen Belt Session Project Execution


Belt


Green Belt Session Project Execution Group

LSSGB COE & Black Belt


Dedicated session for Capacity Planning

Project Execution Group


Failure Mode & Effect Analysis (FMEA)

Green Belt Session Team Members,Process Owners


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

Tools Y X How Analyzed

Binary Logistic Regression

Unbilled Outstanding in Yes, No form (Binary)

Task ageing categorized in different buckets (<15, 15-30 etc)

➢ High odds ratio & P-value less than the significance level will indicate factor significance

Fisher’s Exact TestUnbilled Outstanding in Increased-Yes, Increased - No form


➢ P-value less than the 0.05 will indicate factor significance

Fisher’s Exact TestUnbilled Outstanding in Increased-Yes, Increased - No form


➢ P-value less than the 0.05 will indicate factor significance


Unbilled outstanding count

Exceptions Reasons➢ P-value less than the 0.05 will

indicate factor significance


Unbilled outstanding Weekly Inflow Volume

➢ Compare the existing FTE count with the requirement

➢ If there is short fall in the future requirement, appropriate action to be taken

Failure Mode & Effect Analysis (FMEA)

Compute Risk Priority Number for each of the failure modes

➢ Look for severity level – Critical, Significant, Pass through

➢ Look for Risk Priority number > 125

What Data Was Generated?

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Hypothesis to be tested: Spike in task inflow affects unbilled

Y: Unbilled Outstanding in Increased-Yes, Increased - No form

X: Spike in task inflow volume in Yes, No form

Method: Fisher’s exact test


2.3.2 (2) What are specific examples of data analysis that led to the final root cause?

Hypothesis to be tested: Tasks/BPEMs ageing impacts Unbilled

Y: Unbilled Outstanding in Yes, No form (Binary)

X: Task ageing categorized in different buckets (<15, 15-30, 31-40 etc)

Method: Binary Logistic Regression

X1 Ageing of

tasks/BPEMs

SAP Spike in inflow task affects Unbilled

X2Inflow Spike

Increased ageing of task enhances the odd of account becoming unbilled

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Hypothesis to be tested: FTE Skill of affects creation of unbilled accounts

Y: Unbilled Outstanding categorized into Increased-Yes & Increased - No

X: FTE skill categorized into High & Low

Method: Fisher’s exact test

FTE Skill does not affect unbilled volume

Hypothesis to be tested: Proportion of SAP exceptions are not same across categories

Method: Chi-Square Goodness-of-Fit Test (One Variable)

X3 FTE Skill

X4Exception (Action –Reasons)

Contribution of few exceptions in making the accounts unbilled is significant



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Task wise FTE Allocation not done is one of the critical risk

Study Objective to determine the Capacity to churn forecasted volume

Data points: Weekly inflow volume

Method: Winter’s method (Level, Trend & Seasonality components)

Study objective - Task wise FTE allocation not done poses high risk of suboptimal resource utilization

Method: Failure Mode & Effect Analysis (FMEA)

X5 Capacity

Estimated Process FTE 206

Actual Process FTE 87

Capacity is not appropriate

X6FTE

Allocation

Period Forecast Lower Upper

Week 1 33339.4 21052.5 45626.2

Week 2 22974.3 10494.9 35453.6

Week 3 26632.3 13938.4 39326.3

Week 4 21761.1 8831.4 34690.7

Process Door Approach



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

X1- Ageing of tasks/BPEMs

X2- Inflow Spike

X4- Exception (Action –Reasons)

X5- Capacity

X6- FTE Allocation

19 Probable Xs

6 Shortlisted

5 Validated

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2.3.0 Final Root Cause(s)/Improvement Opportunity(ies)2.3.3 (1) How was (were) the final root cause(s)/improvement opportunity(ies) validated? / 2.3.3 (2) What evidence showed that the final root cause(s)/improvement opportunity(ies) were validated prior to solution development?

Root Cause Control Setup Experimental Setup

Exception (Action –Reasons)- Identified 10 work items out of 154 in

scope work items

- Consider same 10 work items

Ageing of tasks/BPEMs- No changes were made. BAU TAT - Ensure all the work items are

Touched/Complete within 1 day

Capacity- No change in capacity (12 FTEs) - Provide adequate capacity to finish the

volume within 1 Day TAT (15 FTEs)

Inflow Spike

- Daily actual inflow was considered

(Including the spike) (864 Total inflow)

- From the historical data compute daily

average inflow to be worked upon for a

week (Excluded the spike) (Total 309 )

FTE Allocation- As Is: FTEs were allocated at sub process

level (12 FTEs as per estimation report)

- Allocate FTE Task wise

Experimental Setup Control Setup

40

4

0102030

4050

Volume Remaining

41


2.4.0 Project Management Update

Monthly Governance & Toll Gate Review

No changes

were made

2.4.1 (1) How was the correctness of the initial project scope, deliverables, and timing confirmed

(or, what changes were made)?

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2.4.1 (2) How were stakeholders involved and/or communicated with during the root cause/improvement opportunity phase of the project?

Stakeholders InvolvementCommunication

Methodology

Project SteeringCommittee

✓ Attending weekly reviews✓ Approved man-hour required✓ Resolution on Escalation✓ Toll gate signoff

• Weekly review• Monthly review• Toll gate review


✓ Attend Brainstorming session✓ Data collection✓ Statistical Analysis✓ Sharing progress update


Project Management Group

✓ Ensuring timeliness✓ Providing necessary knowledge & expertise to

execution group✓ Helped in escalating items


Process Owners✓ Provided process perspective during the data

collection & analysis


43



2.4.1 (3) What stakeholder resistance was identified and/or addressed in this phase of the project?

✓ Reluctance to analyze data for possible root

cause identification. Few members putting

opinions without any data

✓ Onshore managers putting stress on faster

formulation of solution. This can lead to

suboptimal root cause analysis

✓ Concerned onshore manager was not ready

to take risk of 1 week of experimental setup

for cause validation

✓ Not accepting the non significance of factor

‘FTE Skill’ by client process SPOC even when

factual data is present

What Resistance?

✓ During team meeting raise the following

questions – how could we verify that?

Who could collect some data on that?

Etc

✓ Seek inputs from others on the possible

consequence of not identifying the

correct root causes

✓ Escalated to Head-Service Delivery with

reason behind the necessity for

Experimental Setup

✓ Logged the details in issue tracker,

discussion with project steering

committee during monthly review

meeting

How Addressed

23

44



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

Governance

Review Name

Frequency Location Day / Time of Review

Audience –AGL

Audience –TCS

Weekly Review

Weekly Conference call

Reference Attached

Reference Attached

Reference Attached

Monthly Review

Monthly Conference call

Milestone Review

As per agreed milestone date

Conference call

Governance

Review Name

Frequency Location Day / Timeof Review

Audience –AGL

Audience –TCS

DailyCatchup Calls

Daily Conference call

2:30-3:00PM Client Process SPOC


45


SOLUTION/IMPROVEMENT DEVELOPMENT

Section 3

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46


3.1.0 Possible Solutions or Improvements3.1.1 (1) What methods and/or tools were used to identify the possible solutions/improvements

Sources of Solution

Best Practices Ideas from previous projects

Brain Storming

Idea Max SessionBrain Writing

Creative Thinking

Techniques

47


3.1.0 Possible Solutions or Improvements3.1.1 (2) Why were these methods and/or tools selected [to identify the possible solutions/improvements]? /3.1.1 (3) How was the team prepared to use these methods and/or tools [to identify the possible solutions/improvements]?

Tools Used For Solution Development

Why Selected How Prepared

Best Practices from Other Utility Accounts of TCS

- Identify best practice of reducing the unbilled volume of other retailer with whom TCS is working

- Faster & easiest process for solution development

Before the project started, the following trainings were provided:



Class room training




Online Assessment


Ideas from previous projects of the same client

- Easy to find out any proven solution for similar room causes

Brain Storming - It produces many ideas/solution in a short timeSeparate idea generation from assessment- Facilitates creative thinking

Brain Writing To over come the draw back of brain storming i.e. coming up with same ideas again & again

Creative Thinking Techniques

- Works to stimulate original ideas- New ideas happen when two or more

ideas are merged

Idea Max Session - Involves large number of employees

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3.1.0 Possible Solutions or Improvements

3.1.2 (1) What data was generated and how was the data analyzed to determine the possible solutions/improvements?

Tools Used For Solution Development

What Data Was Generated

How Analyzed Possible Solutions

Best Practices from Other Utility Accounts of TCS

- Daily workitems to be processed

- # of FTEs- Cross skilling count

- Capacity was checked vis-à-vis other processes

- Standard no of cross skill resources

Capacity optimizationthrough cross skilling

Ideas from previous projects of the same client

- List of all the solutionsgenerated for similar root causes e.g. Exception, inflow etc

- Compare the defect rates with the current project

- Increase Quality Check

Brain Storming - Duplicate task volume- Overtime data points- # of business rules

changed in SAP

- Capacity which will be freed up if duplicate tasks are not considered

Remove duplicate tasks

Brain Writing - AHT for the data viewing process

- # of times KPI waiver was taken

- Is there any significant impact of reducing the AHT for data viewing process

Macro for data collation

Creative Thinking Techniques

- Prepaid customers penetration data

- Is there a separate drive been taken for Prepaid customer?

Prepaid customer

Idea Max Session - SAP rules changes suggestion

Feasibility study with IT expert

System logic enhancements

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3.1.2 (1) What data was generated and how was the data analyzed to determine the possible solutions/improvements?

Cross skilling % is lower than the other accounts ~ 6% duplicate accounts are received every day

12 system enhancement ideas are availableData retrieval consumes 13% of overall AHT

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3.1.2 (2) What are the possible solutions/improvements?

Solution proposed

Develop a model for Task wise allocation

Provide Overtime

Capacity Optimization through Cross skilling

Building shortest Possible Time Algorithm for reducing ageing

Resource Optimization for Exception Handling

Setting priority logic & removing duplicity of tasks

Upgrade the SAP version

Quick System fixes

End to end Automation of billing process

Macro enabled

Reward & recognition for FTEs

Business logic enhancement

Take KPI waiver

Prepaid customers

Strengthen governance

Increase buffer

Increase QC

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3.1.0 Possible Solutions or Improvements3.1.2 (3) What evidence showed that the solutions/improvements identified were possible instead of final? 3.2.1 (1) What methods and/or tools were used to identify the final solution(s)/ improvement(s)? / 3.2.1 (2) Why were these methods and/or tools selected [to identify the final solution(s)/ improvement(s)]? /3.2.1 (3) How was the team prepared to use these methods and/or tools [to identify the final solution(s)/ improvement(s)]?

Approach followed for Selecting Final Solutions:

Identify Possible Solutions through Brain Storming, Brain Writing etc

Solution prioritization -Feasibility &

Effectiveness Check

Evaluate the risk through FMEA

Chose the final Solutions

Methods/Tools Used? Why ? How Prepared

Technical Feasibility & SME Validated Effectiveness assessment

- To assess whether the possible solution identified are at all feasible to implement from technical perspectives or not

- To utilize expertise of SME in identifying effectiveness of solution

Before the project started, the following trainings were provided:



Class room training




Online Assessment


Failure Mode & Effect Analysis

- Identify the risks associated with the solutions

- Form mitigation plan for the identified failure points

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3.2.0 Final Solutions or Improvements3.2.2 (1) How were the methods and/or tools used to determine the final solution(s)/ improvement(s)?

Solution proposedTechnical Feasibility

(F)SME Validated

Effectiveness (E)Score (FXE)

Develop a model for Task wise allocation 3 5 15

Provide Overtime 5 1 5

Capacity Optimization through Cross skilling 5 5 25


5 5 25

Resource Optimization for Exception Handling 5 5 25


5 5 25

Solution Prioritization

Risk Mitigation

= AND (Max (Solution Prioritization Score); Min (RPN Score))Final Solutions

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3.2.0 Final Solutions or Improvements

3.3.3.(2) What was (were) the final solution(s)/ improvement(s)?

1 Task wise FTE allocation model

2 Capacity Optimization through Cross skilling

Shortest Possible Time Algorithm


Duplicate tasks removal & Setting priority logic

3

4

5

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3.2.0 Final Solutions or Improvements3.2.3 (1) How were the final solution(s)/ improvement(s) validated?3.2.3 (2) What evidence showed that validation was performed prior to implementation?

Approach for solution Validation:

Final Solutions are selected

Identify the Validation Method

Take Approval from Steering Committee

Justify the Solutions

Methods/Tools Used? Why ?

Simulation- Alternative process designs can be evaluated without having

to experiment on a real system

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3.2.3 (1) How were the final solution(s)/ improvement(s) validated?3.2.3 (2) What evidence showed that validation was performed prior to implementation?

Solution proposed What Data was generated How was the data analyzed

Develop a model for Task wise allocation

Simulator:

✓ Week on week Productivity of experienced & new makers.

✓ Total unbilled accounts remaining at the end of planned project period.

✓ TAT Compliance %

Failure Mode & Effect Analysis:

✓ Revised Risk Priority number for the process FMEA

- Check whether the unbilled outstanding at the end of Improve phase stands at < 20000

- Check whether aging is less than the TAT

- Ensure mitigation plans are formed for RPN > 125

Capacity Optimization through Cross skilling




(Projected)

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3.2.4 (1) What additional potential benefits were anticipated from the final solution(s)/improvement(s)? / 3.2.4 (2) Were the additional potential benefits anticipated prior to implementation?

Methods/Tools Used? Additional Benefits

1. Task wise FTE allocation model

2. Capacity Optimization through Cross

skilling

3. Shortest Possible Time Algorithm

4. Resource Optimization for Exception

Handling

5. Duplicate tasks removal & Setting priority

logic

- Generating the Best Practice:The optimization model for resource allocation along with the shortest possible time algorithm can be implemented many other similar projects of TCS

(This was not identified earlier)

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3.2.0 Final Solutions or Improvements3.2.5 (1) What data was generated and how was the data analyzed to justify why the chosen final solution(s)/improvement(s) should be implemented? / 3.2.5 (2) What evidence showed that justification was performed prior to implementation?

Proposed Solution Cost (AUD) Alternative Solution Cost (AUD)

Develop a model for Task wise allocation 732.7 Automation 9347

Capacity Optimization through Cross skilling 18840.6 Automation 9347


Nil Automation 9347

Resource Optimization for Exception Handling Nil Automation 9347


511.7SAP Business rule

Enhancement> 0.5 Mn

The comparison of costs of proposed & alternate solutions justifies selection of apt solution

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

Changes were made in the charter based on the changed matric values

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3.3.1 (2) How were stakeholders involved and/or communicated with during the solution/improvement phase of the project?

Stakeholders InvolvementCommunication

Methodology

Project SteeringCommittee

✓ Review the progress & approve the final solutions✓ Review the risks associated with different solution and mitigation

plan thereof✓ Provided idea of including Human Resource SPOC in the team



✓ Attend Brainstorming session✓ Conduct Ideamax session with target associates✓ Validation & Justification of solutions

• Daily Catup calls• Weekly review• Monthly review• Toll gate review

Project Management Group

✓ Track progress & ensuring timeliness✓ Providing expertise to execution group for solution development


Process Owners✓ Attend Brainstorming session✓ Conduct Ideamax session with target associates✓ Validation & Justification of solutions


3.3.1 (3) What stakeholder resistance was identified and/or addressed in this phase of the project?

✓ Client SPOCs pushing ideas without sufficient data for validation

What Resistance?

➢ Rules were set in discussion with Project Steering Committee about the necessity of performing validation before the final solutions were identified

How Addressed?

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

Monthly Governance & Toll Gate Review

Included

Human

Resource

SPOC as team

member

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IMPLEMENTATION & RESULTS VERIFICATION

Section 4

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4.1.0 Stakeholder Considerations in Implementation

4.1.1 (1) How were stakeholders involved in planning the solution/improvement implementation? / 4.1.1 (2) How were stakeholders involved in implementing the solution/improvement?

# StakeholdersContribution in planning

solutionContribution in implementing

solution

1Project Steering Committee

Sponsors: Approved the man hour required for Idea Max session

Roll out of solutions.Ensures Top-down approachResolves Escalated matters

2 Execution GroupProject Lead: Lead project solution development meetings

Took responsibility of implementing the solutions identified

3Project ManagementGroup

Ensures right set of tools & techniques used for identifying the solutions

Monitors effective implementation of solutions through auditing

4 Process OwnerIdentify the training requirements, impact analysis of the change

Removes team hurdles

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4.1.2 (1) What was done to anticipate resistance before it occurred?

✓ Increase in AHT due to cross skilling

CONSEQUENTIAL MATRIC ANALYSIS

✓ Whether additional FTEs were required

✓ Training hours required

✓ Learning curve of the new knowledge

ENHANCED EFFORT ESTIMATION FOR THE

SOLUTION TO BE IMPLEMENTED

✓ Identifying set of resources who are reluctant to change

✓ Identify the process owners who could not manage the change earlier too for some other initiatives

USER GROUP ANALYSIS

5 Changes

Client requirement

Enhances revenue for TCS

Can reduce operating cost for client

Resources not ready to up skill

Fear of reduction in manpower in future

Requires investment in training hours

Additional effort to manage change

Forces for change Forces resisting change

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4.1.0 Stakeholder Considerations in Implementation4.1.2 (2) What types of resistance were actually encountered during the course of solution/ improvement implementation? / 4.1.2 (3) How was the actual resistance identified? 4.1.3 (1) How was the actual resistance addressed? /4.1.3 (2) How did the team know it was successful in addressing the resistance?

✓ Process Team- Vintage FTEs were not ready to be cross trained

✓ Client – Was not ready to provide the required no of billable resources

✓ Onshore specialist- Not ready to share the unbilled data points every day

What Type of Resistance?

✓ User Group analysis

✓ Voice of stakeholders during Toll gate reviews

✓ Revised utilization / Effort required report

How Identified

✓ Intervention was sought from Customer Leader & Human Resource SPOC

✓ Matter escalated to head-Service delivery (Client)

✓ Matter escalated to head-Service delivery (Client)

How Addressed

✓ FTEs were sent to cross training and there accuracy performance were tracked

✓ 60 FTEs were sanctioned

✓ Unbilled outstanding data points were shared every day

Success Confirmed

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4.1.4 (1) What was the evidence of stakeholder group buy-in?

4.1.4 (2) What evidence showed that buy-in was obtained prior to implementation?

✓ The solutions identified & timeline for implementation were discussed & agreed

with project steering committee before the execution

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4.2.0 Solution/Improvement Implementation

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

✓ To enable task wise FTE allocation, Resource Optimization & Allocation Model (ROAM) tool

has been developed using Linear Programming technique

Bucket 1 Bucket 2 . . . . . Bucket n

Tasks 1 2 3 4 5 1 2 3 4 5 . . . . . 1 2 3 4 5

Volume Task wise volume

Pass back & Hold

Known from past data

AHTMay not be same as new comers will not be 100% productive from day 1. Also productivity will differ among utility experienced and utility non experienced associates

FTE Fixed no of FTE

Target &Priority

Minimize the volume pending by Target date

In Bucket 1 ageing of all the tasks should be less than < 15 days by XXX date

1 Develop a model for Task wise allocation…1/3

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1. Objective function: Minimize

Overall Volume pending

2. By changing the allocation of

resources in each task

3. While meeting the following

constraints:

• Total Number of resources =XXX

• Associates should be allocated in

all the tasks

• Processing of volume in few task

should be completed within given

Turn Around Time etc…

With weighted AHT calculate the week on week volume to be executed

Assign FTE for each of the tasks

Derive week on week/Daily volume remaining, till target date

Objective : Minimize the pending volume

after Target Date

By changing Variable : FTE Allocation in each

task

Constraint: 1) At least two buckets should

become zero by target date2) Maximum resources available

= 100 FTE3) Associates should be

allocated in all the tasks etc.

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✓ Task wise optimum no of FTEs

allocation has been derived

✓ This helped in deriving bucket wise

FTEs to be cross skilled

✓ Week on week projection is also derived

based on the FTE allocation

✓ Once a bucket is completed the FTEs

can be allocated to other buckets where

the volume remaining after target date is

maximum. This gives input for how

many resources are to be cross skilled.

69




2 Capacity Optimization

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3 Shortest Possible Time Algorithm

✓Algorithm of ‘Shortest Possible Time’ was developed

✓This provided optimized no of resource for completing tasks within shortest possible time which will reduce ageing

4 Resource Optimization for Exception Handling

Work Item

TaskSAP

Exception

All tasks & exception are equally allocated to all

FTEs

Resource Optimization for Tasks & Exceptions

separately through ROAM

Dedicated team for Exception handling

Dedicated team for Tasks

Work Item

TaskSAP

Exception

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5 Setting priority logic & removing duplicate tasks

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73


Implementation Plan with ‘RACI’

Measurement System


4.2.1 (2) What systems were changed or created to measure and manage the performance of the implementation?

1

2

Solution Responsible Accountable Consulted Informed Target Dt Status

Build a model for task wise FTE allocation

Prosenjit Aniruddha VivekAnkur & Sudip

Feb-16 ✓

Capacity Optimization Deepak Vivek ProsenjitAnkur & Sudip

Jan-16 ✓

Shortest Possible Time Algorithm

Prosenjit Aniruddha VivekAnkur & Sudip

Jan-16 ✓

Resource Optimization for Exception

Sanjana Vivek ProsenjitAnkur & Sudip

Jan-16 ✓


Trisan Vivek ProsenjitAnkur & Sudip

Jan-16 ✓

Extract Daily Unbilled Report

from SAP

Compare the projected & Actual

O/S

Identify the reason for variation & Share with

Team

Publish the Report with all stakeholders

On Floor Assessment by Project

management group

38

74


DAILY MANAGEMENT – Daily Review Through Structure Dashboard


4.2.1 (2) What systems were changed or created to measure and manage the performance of the implementation?

3

75


4.3.0 Project Result4.3.1 (1) What were the results?4.3.1 (2) How did the results compare to the specific project goals/measures from Item 2.1.1?

39

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4.3.0 Project Result4.3.2 (1) What additional benefits were realized from the project?

Reduced risk of Bad debt – USD 3,943,441

❶ Unlocking Unbilled Revenue ❷ Reducing Bad Debt Provisioning

Total – USD 104,379,436

Data Source (2015 - Annual Report)

Revenue (million AUD) 5518

Account Receivables (million AUD) 816

Unbilled (million AUD) 1118

Bad & doubtful Debt (million AUD) -81

Total Bill Value for 2015 (million AUD) 7371

Customer Base 3726904

Annual Bill Value per customer (AUD) 1978

Monthly Bill Value per consumer (AUD) 165

Increase in customer accounts billed

Nos 53395

Average Bill Value / Account /Month

AUD/Month 165

Improvement in working capital (Annualized)

100,435,995 USD

Benefit for Client

Benefit for TCS

✓ Additional Revenue of INR 3.71 Cr for TCS

77


4.3.0 Project Result4.3.2 (2) How did the team measure any of the additional benefits that were “soft”?

Approach for Measuring Soft Benefit for Client:

Develop customer satisfaction survey

questionnaire

Present Final Results of the Project to

Head-Service Delivery & Business

Head

Take formal feedback from Head-Service

Delivery & Business Head

Identify soft benefits through analyzing positive

response

Medium for Measuring Soft Benefit for TCS:

Feedback emails from TCS Leadership

Sharing key solutions in TCS Best Practice

Sharing Platform - SPARKInternal Awards CSS

✓ Improvement of Quality of Experience for client (Source: Customer Satisfaction Survey)

✓ Acknowledgement from client on ‘Proactive Identification of Business Value’

✓ ‘FTE Allocation Optimization Model’ has been included in Best Practice Repository

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4.3.0 Project Result4.3.2 (3) How do the actual additional benefits that were realized compare to the expected additional benefits identified in Item 3.2.4?

Business matric Benefit Actual Result

Billing Exception Count

Reduction in offshore related expenses (long term)

Reduction in Maker count in the renewed contract thus reducing the operating cost*

Customer complaints Reduction of customer complaints 25% YoY

Improvement in Customer satisfactionCSS 95% (2% Improvement)

Vendor Satisfaction Will strengthen strategic ties with TCS✓Recommendation of TCS

to other line of business within client organization

✓Assure recommendation to out side client organization

Sales collaterals

* Data not shares to maintain confidentiality

79


SUSTAINING & COMMUNICATING RESULTS

Section 5

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80


5.0.0 Sustaining Results Over Time

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

Control Measures

(X’s)

Measurement

Method

Control

Method Freq Resp

Decision Rule/

Corrective Action

Task wise FTE

Allocation

FTE allocation as

mentioned in production

report & ROAM tool

Monthly

Business

Review

Monthly MIS Team

▪ FTE allocation should match the output of

ROAM tool. Any deviation to be highlighted to

delivery manager immediately

Ageing of

task/complaintsProduction report Daily Review Daily

Delivery

Managers

▪ No pending tasks at TCS end at any point of

time. Client is kept informed daily about the

task aging.

Inflow SpikeInflow volume received

from onshoreRun Chart Weekly TL/DM

▪ Any unusual spike in inflow should be

thoroughly analyzed. Details to be shared with

onshore for possible bulk closure

Exception Analyst Report Reaction Plan Daily TL/DM

▪ Prioritizing the highly contributing exceptions.

Daily team formation based on the exception

generated.

CapacityForecasting &

Estimation report

Domain

Capacity

Planning

Review

Monthly QR

▪ Highlight the shortage of manpower to

leadership

▪ Inform client

✓ Leveraging ‘Robotic Process Automation’

✓ Initiated development of ‘Billing Exception Enhancement

System’ collaboratively with IT partner of client

✓ Continued effort to enhance the SAP rules for improving

automatic billing

❶ Keeping the vital Xs under control through defined Control Plan

❷ Continued effort to ‘Mistake Proof’ & ‘Automate’ the billing processes

81



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

Deployed Operation Manual

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5.1.1 (2) What evidence showed that this became part of the organization’s culture/operating strategy?

✓ The optimization approach has been added as a standard ‘Cost reduction’ lever across TCS BPS

✓ Extended the implementation of optimization in non-manpower cost reduction e.g. –

➢ Improving seat utilization

➢ Optimizing Night Shift Allowance

➢ Optimizing Transport Allowance

➢ Location Optimization etc.

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5.1.2 (1) What was done to make sure the benefits obtained from the implementation (Item 4.2.1) will be maintained? / 5.1.1 (2) What evidence showed that this became part of the organization’s culture/operating strategy?

✓ Change in contract – Unbilled % made as SLA

✓ Penalty & Bonus clause included for the Unbilled KPI

TCSClient

One of Australia’s leading integrated utility companies

Over 175 years of experience

Catering to customers throughout eastern Australia

Customer base 3.8 m, Revenue $A 11150 Mn

CHANGE IN CONTRACT

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5.2.1 (1) How did the team communicated the results to the various stakeholder groups?

Closure of improvement project in IMPACT (TCS’s

PM Portal)

Lean Six Sigma Dashboard for Top

Management

TCS Internal Communication for Project Closure

85


“ Team,With the closure of another financial year, I wanted to take this opportunity to say a big thank you for your hard work and dedication over the last 12 months, and for the delivery of some very strong end of year results. End of year highlights include:

25% Year on Year reduction in Ombudsman complaint, with the lowest ever monthly volume in April 2016. Lowest EWOV investigation case volume seen for a significant period and lowest volume of the Top 3 retailers.80% reduction in Sales Fulfilment CRM outstanding tasks across the year, and reduction of 70% in SOS & Transfers exception volume since November. Significant reduction in costs due to automation, process improvement & significant AHT reductions. Unbilled at 11,750, and unallocated payments at 135k.Successfully achieving EBIT target for network reconciliation……And many more!!!Whilst only being part of the team for the last couple of months, it has been fantastic to see the ongoing focus in delivering a great experience for our customers, and I look forward to sharing many more successes with you in FY17. Please have a fantastic weekend! “


5.2.1 (1) How did the team communicated the results to the various stakeholder groups?

Message from Head – Service Delivery, Client

Communication for Project Closure by Client

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5.2.0 Sustaining Results Over Time5.2.1 (1) How did the team communicated the results to the various stakeholder groups?

“….Yes, we would recommend TCS within and outside our organization”

“…..we would rank TCS amongst our supplier pool as ‘No other supplier’”

“…Top 3 strengths – Agent Capability and customer focus of delivery team, Communications structure and framework, with dramatic improvements in action and issues management in the quarter. Flexibility in ramp up / down of resources to deliver

to business needs.”

Messages from GM-Retail Market & Head-Service Delivery

87


Copyright © 2013 Tata Consultancy Services Limited

Thank You

TCS Confidential

Documents

Section 1 - ASQ