Download - 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
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”
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
DTH Services
Approach for quantum improvement
Business Pulse : The Approach
DTH Services
Define
DEFINE DEFINE
D M A I C
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
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
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
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
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
DTH Services
Measure
D M A I C
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
DTH Services
Analyze
D M A I C
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
DTH Services
Improve
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
Control
D M A I C
Point of Arrival : Townwise coverage
Pre-Project
Post-Project
D M A I C
Point of Arrival : Retailer Count
D M A I C
Pre-Project
Post-Project
Situation now…
D M A I C
Pre-Project Post-Project
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
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 :
Review Mechanism
D M A I C
Business Impact
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
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
Thanks