Case
Teaching Notes
Supplementary Resources
Abstract
Tata Communications Limited, a leading global telecom giant headquartered in Mumbai, India was facing a grave situation of losing clients in its unified communication services. The situation arose due to high delivery turnaround times in order processing which were mainly due to redundant process steps and sales operations. This case provides, a step-by-step analysis in continuous improvement and deploying Six Sigma systematically. Students apply the structured Six Sigma based Define, Measure, Analyse, Improve and Control (DMAIC) methodology to improve the process. They define the problem, collect appropriate measures, calculate sigma levels using process capability analyses and arrive at root causes using fishbone and affinity diagrams. Students also brainstorm common sense solutions to address and prioritise the root causes using appropriate tools such as prioritisation matrix. Finally, students suggest suitable plans to control and sustain the solutions. Our case helps students to understand the basics of Six Sigma in solving complex problems faced in a telecom-oriented service industry thereby providing them with experience of real-world industry problems.
This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.
2024 Sage Publications, Inc. All Rights Reserved
Resources
Exhibit 1: Business Excellence Framework at Tata Communications Limited
At the top of the image, the title is written inside a bidirectional arrow that is labeled “ETOM/TBEM FRAMEWORK.” Below it, there is a flowchart. In the flowchart, there are five points written inside rectangular boxes, which are vertically aligned. They all have a rightward arrow each connecting them to an adjacent box. The five points are:
- Business Strategy
- Voice of the Customer (VOC)
- TBEM Gaps
- Voice of the Employee (VOE)
- Voice of the Process (VOP) Cross-functional Gaps
All five boxes mentioned above point to a single box on their right, which says “IMPROVEMENT OPPORTUNITIES.” A rightward arrow from this box connects it to “Prioritization/alignment with Corporate imperatives,” which is written vertically. A rightward arrow from this box connects it to a box that reads “High Impact Improvement Projects.” A downward arrow from this box connects it to another box that reads
- DMAIC
- QUICK
- DFSS
- MODELING
- ADVANCED STATISTICAL TOOLS
A downward arrow connects this box to an oval that has spikes along its circumference, which reads “Significant business impact.”
Below this flowchart, there is text that says “Vertically Integrated Cross-functional Teams Working on High Impact Projects.” There is a rightward arrow that connects the entire flowchart to a pyramid chart which has three divisions. On the topmost division, the text reads:
“SIX SIGMA
GMs & Above.”
In the middle division, the text reads:
“CIPs with JURAN Methodology
Managers-AGMs.”
In the bottom division, the text reads:
“KAIZEN Teams/SPRINT Sigma/5S/My Idea Counts/Functional improvement initiatives, Surveys
Managers & Below.”
On the right of the pyramid chart, there is a rectangular box, which reads
“GHIAL Continual Improvement Methodology integrated with PDCA Cycle.
12 Steps of Juran Approach
Project Definition:
- List and Prioritise Problems
- Define Project & Team
Diagnostic Journey:
- Analyze Symptoms
- Formulate theories of Causes
- Test Theories
- Identify Root Cause
Remedial Journey:
- Consider alternative Solutions
- Design Solutions & Controls
- Address Resistance to Change
- Implement Solutions
Holding the Gains:
- Check Performance
- Monitor Control System”
To its right, there are four points, which are connected to each other via downward arrows. The points, listed hierarchically, are as follows:
- PLAN
- DO
- CHECK
- ACT
The above four points are parallel to the following four groups of Juran approach:
Project Definition
Diagnostic Journey
Remedial Journey
Holding the Gains
Exhibit 2: SIPOC Diagram
Suppliers | Inputs | Process | Outputs | Customers |
Customer | Signed forms and documents | Update as COFa received in SFDCb and submit and send the docs to sales support | Sales support receives the order docs for validation and processing | Sales |
Sales | Signed customer order and other mandatory documents | Validate the order signed documents except commercials, update COF received in SFDC | Yes – documents are as per order requirements No – send it to sales for corrections | Sales support |
Sales Support | Signed customer order and commercial details | Validate commercial details as per requirements, order accepted | Yes – documents are as per order requirements No – send it to sales support for corrections | Sales operations |
Sales Operations | Signed customer order and order logging details | Log the order in system with schedules for delivery and update | Order id, Project Manager assigned | Order processing teams |
a. COF – Customer order form
b. SFDC – SFDC is an acronym for Salesforce Dot Com. Salesforce is a famous Customer relationship management software and the software platform is composed of the Sales Cloud, Marketing Cloud, Service Cloud, Community Cloud, App Cloud, Analytics Cloud, Data Cloud, and IoT (Internet of Things).
Exhibit 3: Delivery Turnaround Times Collected From April to September 2011
Customer Order Form (COF) | Turnaround time (TAT) (in Days) |
1 | 36 |
2 | 38 |
3 | 20 |
4 | 8 |
5 | 6 |
6 | 15 |
7 | 15 |
8 | 9 |
9 | 15 |
10 | 26 |
11 | 14 |
12 | 25 |
13 | 6 |
14 | 10 |
15 | 6 |
16 | 21 |
17 | 6 |
18 | 20 |
19 | 20 |
20 | 5 |
21 | 21 |
22 | 36 |
23 | 26 |
24 | 26 |
25 | 15 |
26 | 18 |
27 | 13 |
Exhibit 4: List of Causes Identified
Serial Number | List of Causes |
1 | No Version control |
2 | Procedure for updates |
3 | Voice and Data checks confusion |
4 | MACDa Clarity |
5 | No clarity in Mandatory fields or info |
6 | No Guidelines on requirements and Documents |
7 | No Standard PS checklist |
8 | Multiple Documents |
9 | Confusion b/w sales and order processing |
10 | Customer dependency for corrections on Signed docs |
11 | Different systems for Voice and data checks |
12 | Multiple teams at order processing |
13 | India and intl. entity confusions |
14 | Order processing mixed at PS and Service Delivery |
15 | Time of Updating |
16 | More than one primary system of reference |
17 | Duplicated Information |
18 | Revision & Updates Missing |
19 | Know-How |
20 | Mixed Process |
21 | Same process for India & International |
22 | Multiple functions coordinating with sales |
23 | Missing common Reference for data & voice checks |
24 | Non-availability of documented process |
25 | Common Repository for documents |
26 | Common Repository for documented process |
27 | Common repository for Point of sales checklist |
28 | Multiple systems active |
29 | Manually generate order form and rate sheet |
a. MACD – Acronym for Move, Add, Change and Delete.
Exhibit 5: List of Root Causes Obtained After Affinity Analysis
Updates and Version Control Totally Missing |
No Defined Process and issues in demarcation of checkpoints involved in validation |
No Clear and standard Guidelines |
Lack of knowledge on products and check points |
No common repository for all functions |
In effective pre-validation |
Different function having different templates |
This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.
2024 Sage Publications, Inc. All Rights Reserved