CIG Project

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DTH Services Airtel digital TV MALAMAAL WEEKLY… MALAMAAL WEEKLY… Ensuring Weekly Sales Revenue and Retail expansion Project Champion : S . Rajesh , Siddharth Project Leader : Suvadip Partners : Sagar , Humayoun , Akshya, Bibhuti, Swastik

Transcript of CIG Project

Page 1: CIG Project

DTH Services

Airtel digital TV

MALAMAAL WEEKLY…MALAMAAL WEEKLY…Ensuring Weekly Sales Revenue and Retail expansion

Project Champion : S . Rajesh , SiddharthProject Leader : SuvadipPartners : Sagar , Humayoun , Akshya, Bibhuti, Swastik

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DTH Services

Airtel digital TV vision

“By 2012 we will be India’s most admired & preferred

in-home, on-screen infotainment service provider, delivering

delightful experience to customers and stakeholders”

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DTH Services

Order is procured by SSD

SSD places order to TSM

TSM sends order to SCM

SCM processes order thru finance

RCV Invoiced and awaits despatch

SCM hands over RCV to Logistics

for delivery to SSD

SSD receives RCVs

SSD Distributes to Retailer

Retailer orders

for RCV

Customer calls upon Retailer for

availing RCV

Customer enjoys

services

Retention

Recharge Availability Flowchart

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DTH Services

Approach for quantum improvement

Business Pulse : The Approach

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DTH Services

Define

DEFINE DEFINE

D M A I C

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Project Title Malamaal Weekly

Project Objective Ensuring Weekly Sales of Recharge Revenue

Project Methodology

Six Sigma DMAIC

Sponsor S. Rajesh [email protected]

Business Unit Quality Leader Deepak Kulshrestha [email protected]

Project Leader Suvadip Sarkar [email protected]

BE SPOC Aashish Sharma [email protected]

Team Members Sagar, Humayoun , Akshya , Bibhuti

The Project Team

D M A I C

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DTH Services

In Scope Out Scope

SCM desk , Reordering cycle external logistics

Business Case

Problem Statement

a) Launched commercial operations of Airtel-DTH in Oct’2008.b) Customer demands availability of Recharge Vouchers at the nearest

location to his residencec) The purpose of selecting this project were; establish our self as a

customer sensitive organization in DTH market, delight the customer as well as ensuring better rotation of revenue within the system.

Current Process Level Target (Bil l ing cycle of Recharge) 75 % in monthend 25% weekly

Process Measurement and CTQ

Scope

Project Charter

Peaking and delayed deliveries of RCVs in the market and to end user

Goal Statement

To enhance customer experience and better rotation of capital for channel partners by ensuring weekly billing.

D M A I C

Project Milestones (DMAIC)Phase Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10

Define

Measure

Analyze

Improve

Control

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DTH Services

VOC – Voice of Customer and channel partner

Inadequate stocking at Retail outlets

Exact value combinations not

available with retailersDo not know where

to buy Recharge

High waiting time for availability of RCV

Delayed logistics blocking channel partners money

Clumsy process of paper recharge

Lower denomination

RCV not available at times

D M A I C

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DTH Services

VOB – Voice of Business

Have no control upon external logistics agent

RCV Orders from CP are coming in month end

Threat of high suspension and churn

due to inadequate stocking at retail Concern about poor

distribution network

D M A I C

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Business Pulse : Point of Departure (POD)

D M A I C

CTQ Pre-Project Status(POD)

Target

Billing Of rechargeWeek 1- 7 %, week-2 – 19%, week-3 – 33%, week -4- 41 %

25 % every weekSigma Level

Towns covered under distribution

133 320

Retail Penetration 929 3500

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DTH Services

Measure

D M A I C

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DTH Services D M A I C

Weekly secondary sales pattern of RCVs

CTQ-1CTQ-2

RCV Secondar

y (In Lacs)

W1 W2 W3 W4 TOTAL

Nov'091.67 4.32 7.53 9.23 22.75

Dec'093.42 6.23 10.12 12.71 32.48

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DTH Services

Analyze

D M A I C

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Fishbone Analysis : For non uniform billing pattern

RTGS not reflecting in accounts

Limited town Coverage

Non service d territories by courier

Inadequate stocking

Improper distribution coverage

Damaged stock due to improper handling

Insufficient load

High NFTR Complaints

Delayed deliveries

Tendency towards monthend stocking Damaged stocks

Datalink down

Delayed activation of paper recharge

Greater distance of coverage

Inadequate retailers covered

Delayed order processing

Non availability of right mix

peaking

Man Machine Material

Logistics Distribution Mother Nature

D M A I C

CTQ-1

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DTH Services

Improve

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DTH ServicesD M A I C

Actions Taken :

Pre-ProjectPost Project Actions Taken

INDIRECT COVERAGE 98 220Appointment of RDs in all 220 towns

DIRECT COVERAGE 35 41Appointment of direct SSDs at all 50 to 30 k town popln

RETAILER COUNT 929 2475 Expansion of retail outlets thru RDs and direct distribution

Infra Addition 44 91 Addition of FOS

RCV / LAPU Ratio

Rs in Lacs

RCV 23 27.33Reduction in paper recharge and emphasis on converting all

LAPU 19 80.56retailers into easy LAPU by issuing sims

Billing Pattern 71 % in wk3/4 20% in wk1 & 30% in wk4 Improved billing pattern due to instant transaction and nil logistics delay

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Control

D M A I C

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Point of Arrival : Townwise coverage

Pre-Project

Post-Project

D M A I C

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Point of Arrival : Retailer Count

D M A I C

Pre-Project

Post-Project

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Situation now…

D M A I C

Pre-Project Post-Project

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POD Vs POA

CTQ Pre-Project Status(POD)

Target Post-Project Status(POA)

Billing Of rechargeWeek 1- 7 %, week-2 – 19%, week-3 – 33%, week -4- 41 % 25 %weekly

Wk1-20%,wk4-30%

Towns covered under distribution

133 320 261

Retail Penetration 929 3200 2475

D M A I C

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DTH Services

Benchmarking of CTQs at POA

Benchmarking Parameters Tata Sky Big TV Sun Direct Dish TV Airtel DTH

CPC – Call Per Customer 0.23 2.02

AHT – Average Handling Time 3.55 min 3.45 min 5.36 min

D M A I C

Benchmarking Parameters Tata Sky Big TV Sun Direct Dish TV Airtel DTH

CPC – Call Per Customer 0.23 0.70

AHT – Average Handling Time 3.55 min 3.45 min 3.41 min

POD :

POA :

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Review Mechanism

D M A I C

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Business Impact

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Status of Distribution width

D M A I C

TOWN WISE PENETRATION

Nov'09 Dec'09 Jan'10 Feb'10 Mar'10

INDIRECT COVERAGE 98 112 134 167 220

DIRECT COVERAGE 35 36 39 39 41

ORISSA

Nov'09 Dec'09 Jan'10 Feb'10 Mar'10

Count of Retailers 929 1186 1525 1970 2475

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Comparatives

D M A I C

ORISSA

Nov'09 Dec'09 Jan'10 Feb'10 Mar'10

Lapu Secondary(In INR Millions) 2.91 6.15 5.12 5.23 8.56

RCV Secondary (In INR Milions) 2.27 3.24 2.93 2.57 2.73

Conversion to LAPU from paper recharge

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Thanks