The team has been steady in achieving the defined targets and has improved in reducing the cancellations. The challenge cup has been a great opportunity to change the culture. It’s about improving customer satisfaction and ensuring we get value for the time and money we spend carrying out our roles.

Sonica TalwarTeam Captain

Satwinder SinghTeam Member

Nidhi AroraTeam Member

SolankiTeam Member

Neeta DagarCoach

BTBO is a backoffice process which deal with order handling for BT. Orders which are being cancelled after they are entered on the system are a focus area for the campaign. Currently the cancelled order after progression percentage is 6.44% and cancelled order prior progression percentage is at 2.24%. Reduction in the cancelled order will help in improving the order quality and avoid rework which will bring potential savings for the Client. Each cancelled order after progression costs BT £31 and cancelled orders before progression cost £11

Background – The orders are being cancelled after/ prior progression which amounts to revenue loss to BT losing on new as well as existing customers. Average number of orders cancelled per week (based on data collected for 20 weeks) was 579 which generate a loss of £780,195.62 for BT.

GOAL STATEMENT

Reduction in cancelled orders to less than 5% after progression from current of 6.44% and 2% prior progression from the current status of 2.21% by the end of December 08Reduction in cancelled orders to less than 5% after progression from current of 6.44% and 2% prior progression from the current status of 2.21% by the end of December 08

PROJECT CHARTER

Metric : Cancelled ordersDepartment : Business Provisioning

PROJECT STATEMENT

Average Cancelled orders is at 8.16% (Apr-July 08) out of which 6.44% after progression and 2.21% prior progression

PROJECT SCOPE

Order being cancelled due to issuing advisor error in BTBO Simple

RFT

If all orders are processed correctly in the first attempt it will save cost for BT and will impact RFT

The Five Whys Why are the orders getting cancelled? Because there are backoffice errors . Why there is a backoffice error? Because the procedure is not followed. Why is the procedure not followed? Because the advisor is not trained to deal and is not skillful enough to work it the right way. Why is the cancellation rate so high? Because of the above reasons leading to failed RFT. Why is RFT getting hit? Because of the cancelled orders and reissuing.

Data for 10 weeks

No of orders

cancelledTotal cancelled

orders Contribution

Winback cancellation 3001 7984 37.59%

Back Office Error 1643 7984 20.58%

Customer 1535 7984 19.23%

Sales Error 705 7984 8.83%

Sales Cancellation 460 7984 5.76%

Vital Few

What was the team’s approach to find out the Root Cause of the problem?

•RCA•IMR Chart•Fish bone: 20 causes were found under 8 main categories• 5 Why's

Project Benefits:

• To Customer : Customer Satisfaction to BT and BT’s customers.

• To Client: Annual Savings as reduction in cancelled orders.

• To HCL : Client satisfaction.

Sigma Level Analyze Improve ImprovementCancelled prior progression 3.51 3.71 0.2Cancelled after progression 3.01 3.08 0.07

Success Achieved:

• Project milestones were completed on time.

• Replication of the scope is possible in other order provisioning processes.

• RFT improved from 66% to 93%

1. Average cost to BT for every cancelled orders is taken.

2. Cancellations can happen either prior to the order being progressed or after it has been progressed.

3. Number of orders cancelled has been taken out of total orders received.

4. We are targeting less than 2% cancellations prior progression and less than 5% cancellations after progression.

One man alone can be pretty dumb sometimes, but for real bona fide stupidity, there ain't nothin' can beat teamwork. The success on the project was only due to the efforts of the team members and the teamwork.

As a group, since cancellations was the core focus and resulting in huge losses; we had a brainstorming session and we figured out the main reasons of the cancellations.

CTQ’s, measurable metrics, defect definition, and benchmark was defined.

All contributed in analysis phase which required extensive data collection.

For improving, we generated solutions and started working on planning implementation.

Eventually leading to documentation and monitoring.

While we took the DMAIC approach we conducted the brainstorming session to find out the main causes and effect of the main problem. The 5 Why’s really helped us to get to the root cause.

Sonica defined the problem and started with the project. The estimate cost was taken and financial loss was calculated by her. Project metrics was designed by her.

Nidhi being old in the process helped the team to get the data for analysis and make team members to understand the repercussions of the cancelled orders.

Sunil being the process owner helped to conduct timely coordination and communication within the team on the same.

Satwinder helped in presenting the project on par with the DMAIC methodology

Neeta provided us with necessary inputs at every stage; thereby helping us with all possible information.

Inspiring: The determination of the team and the feedback regarding the project from Coach, Sponsor and the Process owner inspired us towards the success

Heart: Initial thoughts to save on cancelled orders proved difficult to obtain but the team were determined to solve this problem, Since the problem of cancelled orders was topping the Order Quality report, it was essential for someone to take some actions on the same, so as a team we decided to work on it.

Trustworthy: The team captain,Sonica Talwar had to gain the trust of the sponsor : Jane Duffy and assure her that by utilising the skills and knowledge of the team we could work together to enhance her work and make her idea a success. Also the team have shown trust in the captain.

Straightforward: At the initial stage only it was made very clear and concise about the expectations of the project with the internal and external customers and about the saving of the project.

Helpful: One of the team member Satwinder Singh who was a part of the previous Challenge cup shared his experiences and learning with the team. This was the first time for rest of the participants. The Captain assisted a planner outside of the trial area of the project to save BT Retail £229K on cancelled orders. Team Coach, Neeta Dagar had been very helpful in setting the directions.

Wow factor :“ Good work, when it’s done well, becomes invisible. It’s only when it’s done poorly that we notice it.”Initially when the problem arise and we thought of doing a project was not fascinating, however when we conclude with the financial implications and showed it to the sponsor, it was a WOW for everyone!

0.0200.0180.0160.0140.0120.0100.0080.006

USL

LSL *Target *USL 0.02Sample Mean 0.01175Sample N 16StDev (Within) 0.00291StDev (Ov erall) 0.00295862

Process Data

Z.Bench 2.84Z.LSL *Z.USL 2.84Cpk 0.95

Z.Bench 2.79Z.LSL *Z.USL 2.79Ppk 0.93Cpm *

Ov erall Capability

Potential (Within) Capability

PPM < LSL *PPM > USL 0.00PPM Total 0.00

Observ ed PerformancePPM < LSL *PPM > USL 2290.91PPM Total 2290.91

Exp. Within PerformancePPM < LSL *PPM > USL 2647.94PPM Total 2647.94

Exp. Ov erall Performance

WithinOverall

Pr ocess Capabi l i t y - Before Progression

0.0600.0540.0480.042

USL

LSL *Target *USL 0.05Sample Mean 0.052Sample N 14StDev (Within) 0.00563StDev (Ov erall) 0.00573879

Process Data

Z.Bench -0.36Z.LSL *Z.USL -0.36Cpk -0.12

Z.Bench -0.35Z.LSL *Z.USL -0.35Ppk -0.12Cpm *

Ov erall Capability

Potential (Within) Capability

PPM < LSL *PPM > USL 571428.57PPM Total 571428.57

Observ ed PerformancePPM < LSL *PPM > USL 638795.02PPM Total 638795.02

Exp. Within PerformancePPM < LSL *PPM > USL 636269.64PPM Total 636269.64

Exp. Ov erall Performance

WithinOverall

Process Capabi l i t y - Af ter Progression

Steps taken:• Customer to be called before progression.• KCI checksheet circulated to be maintained by all.• Minimum three attempts mandatory for all.• Audits on failed KCI.• Track of voicemail to try and call customer again.• End to End process has been designed.• Order discrepancy tracker maintained• Daily briefings to share best practices.

Benefits realized:• Reduced cancelled order.• Customer satisfaction.• First time resolution.• Cost benefit to BT

HCL TargetClient Target

Status on Start Date

Status as on we 9th Jan

09

Cancelled order after progression

%5% 5% 6.44% 5.61%

Cancelled order prior progression

%2% 3% 2.21% 1.35%

Project Metric

Cancelled order (R.F.T)

Project Name

Sep-08

Project MetricProject

Start Date