Qos Cc Vas


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  • 06/23/09
  • Qos Cc Vas

    2. 2. Total Quality Management TOTAL QUALITY MANAGEMENT AND CONTINUOUS IMPROVEMENT Total Quality Management
    3. 3. Why TQM? <ul><li>Ford Motor Company had operating losses of $3.3 billion between 1980 and 1982. </li></ul><ul><li>Xerox market share dropped from 93% in 1971 to 40% in 1981. </li></ul><ul><li>Attention to quality was seen as a way to combat the competition. </li></ul>Total Quality Management
    4. 4. TQM <ul><li>Total - Made up of the whole </li></ul><ul><li>Quality - degree of excellence a product or service provides </li></ul><ul><li>Management - Act, art or manner of planning, controlling, directing,…. </li></ul><ul><li>Therefore, TQM is the art of managing the whole to achieve excellence . </li></ul>Total Quality Management
    5. 5. What does TQM mean? <ul><li>Total Quality Management means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training. This involves the continuous improvement of organizational processes, resulting in high quality products and services. </li></ul>Total Quality Management
    6. 6. What’s the goal of TQM? <ul><li>“ Do the right things right the first time, every time.” </li></ul>Total Quality Management
    7. 7. Another way to put it <ul><li>At it’s simplest, TQM is all managers leading and facilitating all contributors in everyone’s two main objectives: </li></ul><ul><li>(1) total client satisfaction through quality products and services; and </li></ul><ul><li>(2) continuous improvements to processes, systems, people, suppliers, partners, products, and services. </li></ul>Total Quality Management
    8. 8. Productivity and TQM <ul><li>Traditional view: </li></ul><ul><ul><li>Quality cannot be improved without significant losses in productivity. </li></ul></ul><ul><li>TQM view: </li></ul><ul><ul><li>Improved quality leads to improved productivity. </li></ul></ul>Total Quality Management
    9. 9. Basic Tenets of TQM <ul><li>The customer makes the ultimate determination of quality. </li></ul><ul><li>Top Management must provide leadership and support for all quality initiatives. </li></ul><ul><li>Preventing variability is the key to producing high quality. </li></ul><ul><li>Quality goals are a moving target, thereby requiring a commitment toward continuous improvement. </li></ul><ul><li>Improving quality requires the establishment of effective metrics. We must speak with data and facts not just opinions. </li></ul>Total Quality Management
    10. 10. The three aspects of TQM Total Quality Management Counting Customers Culture Tools, techniques, and training in their use for analyzing, understanding, and solving quality problems Quality for the customer as a driving force and central concern. Shared values and beliefs, expressed by leaders, that define and support quality.
    11. 11. Total Quality Management and Continuous Improvement <ul><li>TQM is the management process used to make continuous improvements to all functions. </li></ul><ul><li>TQM represents an ongoing, continuous commitment to improvement. </li></ul><ul><li>The foundation of total quality is a management philosophy that supports meeting customer requirements through continuous improvement. </li></ul>Total Quality Management
    12. 12. Continuous Improvement versus Traditional Approach <ul><li>Market-share focus </li></ul><ul><li>Individuals </li></ul><ul><li>Focus on ‘who” and “why” </li></ul><ul><li>Short-term focus </li></ul><ul><li>Status quo focus </li></ul><ul><li>Product focus </li></ul><ul><li>Innovation </li></ul><ul><li>Fire fighting </li></ul><ul><li>Customer focus </li></ul><ul><li>Cross-functional teams </li></ul><ul><li>Focus on “what” and “how” </li></ul><ul><li>Long-term focus </li></ul><ul><li>Continuous improvement </li></ul><ul><li>Process improvement focus </li></ul><ul><li>Incremental improvements </li></ul><ul><li>Problem solving </li></ul>Total Quality Management Traditional Approach Continuous Improvement
    13. 13. Quality Throughout <ul><li>“ A Customer’s impression of quality begins with the initial contact with the company and continues through the life of the product.” </li></ul><ul><ul><li>Customers look to the total package - sales, service during the sale, packaging, deliver, and service after the sale. </li></ul></ul><ul><ul><li>Quality extends to how the receptionist answers the phone, how managers treat subordinates, how courteous sales and repair people are, and how the product is serviced after the sale. </li></ul></ul><ul><li>“ All departments of the company must strive to improve the quality of their operations.” </li></ul>Total Quality Management
    14. 14. Value-based Approach <ul><li>Manufacturing Dimensions </li></ul><ul><ul><li>Performance </li></ul></ul><ul><ul><li>Features </li></ul></ul><ul><ul><li>Reliability </li></ul></ul><ul><ul><li>Conformance </li></ul></ul><ul><ul><li>Durability </li></ul></ul><ul><ul><li>Serviceability </li></ul></ul><ul><ul><li>Aesthetics </li></ul></ul><ul><ul><li>Perceived quality </li></ul></ul><ul><li>Service Dimensions </li></ul><ul><ul><li>Reliability </li></ul></ul><ul><ul><li>Responsiveness </li></ul></ul><ul><ul><li>Assurance </li></ul></ul><ul><ul><li>Empathy </li></ul></ul><ul><ul><li>Tangibles </li></ul></ul>Total Quality Management
    15. 15. The TQM System Total Quality Management Customer Focus Process Improvement Total Involvement Leadership Education and Training Supportive structure Communications Reward and recognition Measurement Continuous Improvement Objective Principles Elements
    18. 22. SOURCE:TRAI
    19. 23. SERVICE LEVEL AGGREMENT(SLA) <ul><li>A Service Level Agreement (SLA) is a formal definition of the relationship that exists between a service provider and its customer. </li></ul><ul><li>A SLA can be defined and used in the context of any industry, and is used to specify what the customer could expect from the provider, the obligations of the customer as well as the provider, performance,availability and security objectives of the service, as well as the procedures to be followed to ensure compliance with the SLA. </li></ul><ul><li>Service level agreements are often used when corporations outsource functions considered outside the scope of their own core competencies to third party service providers. </li></ul>
    20. 24. <ul><li>2. Typical Components of SLAs </li></ul><ul><li>A service level agreement would typically contain the following information: </li></ul><ul><li>A description of the nature of service to be provided: </li></ul><ul><li>The expected performance level of the service specifically its reliability and responsiveness: </li></ul><ul><li>The procedure for reporting problems with the service: </li></ul><ul><li>T he time-frame for response and problem resolution: </li></ul><ul><li>The process for monitoring and reporting the service level : </li></ul><ul><li>The consequences for the service provider not meeting its obligations: </li></ul><ul><li>Escape clauses and constraints: </li></ul>
    23. 27. <ul><li>ISO 27001 STANDARD </li></ul><ul><li>(An International standard for ISMS ) </li></ul>
    24. 28. ISO 27001 CERTIFIED Clients Semiconductor Banking Government Electronics/Entetainment IT Related Telecommunication
    25. 29. <ul><li>Information Security is the preservation of: </li></ul><ul><ul><li>Confidentiality </li></ul></ul><ul><ul><ul><li>ensuring that information is accessible only to those authorized to have access </li></ul></ul></ul><ul><ul><li>Integrity </li></ul></ul><ul><ul><ul><li>safeguarding the accuracy and completeness of information and processing methods </li></ul></ul></ul><ul><ul><li>Availability </li></ul></ul><ul><ul><ul><li>ensuring that authorized users have access to information and associated assets when required </li></ul></ul></ul>
    26. 30. Information Security
    27. 31. <ul><ul><li>Provides a systematic approach to secure sensitive information </li></ul></ul><ul><ul><li>Encompasses employees, processes and information systems </li></ul></ul><ul><ul><li>Includes all the good information security practices </li></ul></ul>Information Security Management Systems (ISMS)
    28. 32. <ul><ul><li>What is ISO 27001 standard </li></ul></ul><ul><ul><li>The formal standard against which organizations may seek independent certification of their Information Security Management Systems (ISMS) to provide a common base for developing organizational security standards and effective security management practice to provide confidence in inter-organizational dealings </li></ul></ul>
    30. 34. Development, Maintenance & Improvement Cycle 1. Establish ISMS scope & policy 2. Perform Risk Assessment & Treatment Plan 3. Prepare SOA 1. Monitor & Review ISMS 2. Mgt Review 3. ISMS audit 1. Design & Implement ISMS 2. Operate ctrls 3.Manage resources & implement training programs 4. Management of security incidents 1. ISMS improvement 2. Preventive & Corrective Action Plan Do Check Act PDCA Model STRUCTURE OF ISO27001:2005
    31. 35. Applications of 27001 <ul><li>Which organizations can undergo ISO 27001 certification? </li></ul><ul><ul><li>Any organization that requires protection of Information Assets </li></ul></ul><ul><li>Certify organizations in: </li></ul><ul><ul><li>finance, banking and insurance </li></ul></ul><ul><ul><li>telecommunications </li></ul></ul><ul><ul><li>retail sectors </li></ul></ul><ul><ul><li>manufacturing sector </li></ul></ul><ul><ul><li>various service industries </li></ul></ul><ul><ul><li>transportation sector </li></ul></ul><ul><ul><li>Government bodies </li></ul></ul>
    32. 36. Why ISO 27001 certification? <ul><li>Benefits and drivers: </li></ul><ul><ul><li>Satisfying Customers’ Requirements </li></ul></ul><ul><ul><ul><li>Requirements from customers to posses a comprehensive security management system </li></ul></ul></ul><ul><ul><li>Provision of Security Assurance </li></ul></ul><ul><ul><ul><li>Certification provides security assurance to the clients that the organization has a robust and reliable security management systems </li></ul></ul></ul>
    33. 37. Contd.. <ul><ul><li>Demonstration of Commitment: </li></ul></ul><ul><ul><ul><li>Certification serves as a guarantee of the effort put into rendering the organization secure at all levels </li></ul></ul></ul><ul><ul><li>Showing of Compliance: </li></ul></ul><ul><ul><ul><li>Certification demonstrates to competent authorities that the organization observes all applicable laws and regulations . </li></ul></ul></ul>
    34. 38. <ul><ul><li>Enhancing the Risk management: </li></ul></ul><ul><ul><ul><li>Leads to a better knowledge of information systems, their weaknesses and how to protect them. </li></ul></ul></ul><ul><ul><ul><li>Ensures a more dependable availability of both hardware and data. </li></ul></ul></ul><ul><ul><li>Increasing credibility and confidence </li></ul></ul><ul><ul><ul><li>Partners, shareholders and customers are reassured when they see the importance afforded by the organization to protecting information. </li></ul></ul></ul><ul><ul><ul><li>Certification can help set a company apart from its competitors and in the marketplace. </li></ul></ul></ul>
    35. 40. ISO 27001 Certification Process 1. Application 2. Documentation Assessment (Stage 1) 3. Preliminary Assessment (Stage 1) 4. Certification Assessment (Stage 2) 5. Award of Certificate (valid for 3 yrs) 6. Post-Award Routine Surveillance 7. Renewal of Certificate (on the 3rd yr) CERTIFICATION PROCESS
    36. 41. IN INDIA…….. <ul><li>Bharti Airtel , is a fully ISO 27001 Certified Organization.   </li></ul><ul><li>Airtel has the unique distinction of being awarded the largest number of certificates(29) to any company in India across sectors. </li></ul><ul><li>The ISO 27001 certification program encompassed all strategic business units - Mobile Services, Enterprise Services and Telemedia Services </li></ul><ul><li>It included all central and zonal office locations, data centers, network zones, landing stations, switch locations and Airtel Center. </li></ul>
    37. 42. TL9000 STANDARD <ul><li>. The TL 9000 Quality Management System (QMS) was created by QuEST Forum to meet the quality requirements of the worldwide telecommunications industry. </li></ul><ul><li>It defines quality system requirements for the design, development, production, delivery, installation and maintenance of telecom products and services. </li></ul><ul><li>It provides a measurement system that, when implemented, </li></ul><ul><li>companies to track performance and improve result s </li></ul>
    38. 43. <ul><li>TL 9000 includes four supplemental areas to the ISO standard: </li></ul><ul><li>Reliability and associated costs; </li></ul><ul><li>(2) software development and management; </li></ul><ul><li>(3) requirements for specialized service functions such as </li></ul><ul><li>installation and engineering; </li></ul><ul><li>(4) requirements to address communications between telecom service providers and suppliers </li></ul>
    39. 44. BENEFITS OF TL9000 AS A BUYER : By selecting suppliers that are TL 9000 certified, you are assured that they have a quality management system that has been systematically audited by an independent TL 9000 registrar. AS A SUPPLIER: TL 9000 certification, along with independent audits, allows you to save time and money by complying with only one quality standard. You save your customers the cost of on-site inspections .
    40. 45. How TL 9000 SUPPORTS TELCECOM BIZ Network quality and reliability – Product and service quality – Software development Customer/supplier relationships – Quality of supplier services – Customer/supplier communication and cooperation – Joint quality improvement efforts
    41. 46. CONTD… Cycle time reduction – Speed to market – Delivery cycle time Globalization – Eliminate multiple, overlapping standards, metrics and audits
    42. 47. <ul><li>The Goals of TL 9000 </li></ul><ul><li>Establish and maintain a common set of telecom QMS requirements,thereby reducing the number of standards for the industry. </li></ul><ul><li>Define effective cost and performance-based measurements to guide progress and evaluate the results of QMS implementation </li></ul><ul><li>Foster a system that protects the integrity and use of telecom products — hardware, software and services </li></ul>
    43. 48. IN INDIA……. Infosys Technologies (NASADQ: INFY) has been awarded the TL9000 certification by BVQI (Bureau Veritas Quality International). For the Infosys clients, this means lower total cost of ownership through shared goals on schedule adherence, zero defects, on-time service and improved productivity.
    44. 49. SIX SIGMA <ul><li>Six Sigma is the new mantra for IT companies … </li></ul><ul><li>Six Sigma is: </li></ul><ul><li>A change management approach </li></ul><ul><li>An improvement approach </li></ul><ul><li>A measurement approach </li></ul><ul><li>It uses the following three principles: </li></ul><ul><li>Focus on customers </li></ul><ul><li>Process orientation </li></ul><ul><li>Leadership based on metrics </li></ul>
    45. 50. Six Sigma for Telecom requires ..
    46. 51. Leading software development companies have embraced Six Sigma : Infosys Wipro TCS Motorola Texas Instrument Boeing Honeywe ll
    47. 53. Customer Care <ul><li>Customer Care is the processing of meeting (and exceeding) customer expectations of service. </li></ul><ul><li>Customer service is the provision of service to customers before, during and after a purchase. </li></ul><ul><li>Customer Care is customer service that seek to acquire new customer, Provide superior customer satisfaction and build customer loyality. </li></ul>
    48. 54. Objectives of Customer Care <ul><li>Achieving customer satisfaction . </li></ul><ul><li>24*7 Services. </li></ul><ul><li>Creating rapport and building loyalty . </li></ul>
    49. 55. Ability Of Customer Care
    50. 56. Customer Care Customer Care Functions Of Customer Survey Customer Relationship Mgmt Customer Service Advisor Technical Support Sales Process Awareness Non Technical Support
    51. 57. Strategies adopted by CC
    52. 58. Standardization <ul><li>ISO 9004:2000 which is about performance improvements  . </li></ul><ul><li>ISO 10001:2007 which guidlines the code of conduct on customer services. </li></ul><ul><li>ISO 10002:2004 which addresses the quality management on handling of customer complaints  . </li></ul><ul><li>ISO 10003:2007 which is about dispute resolution  . </li></ul><ul><li>The International Customer Service Standard (TICSS)  . </li></ul>
    53. 59. Techniques Used in Customer Care <ul><li>ACD (automatic call distribution). </li></ul><ul><li>Call Recording (call recording software) . </li></ul><ul><li>Email Management . </li></ul><ul><li>IVR (interactive voice response). </li></ul><ul><li>AHT (Average Handle Time) . </li></ul><ul><li>BTTC (best time to call). </li></ul><ul><li>CTI (computer telephony integration). </li></ul><ul><li>Issue tracking system. </li></ul>
    54. 60. Telecom Customer Care
    55. 61. Customer Care Organization Structure
    56. 62. Customer Care Structure
    57. 63. Telecom in Customer Care In terms of no of call Source : IMRB Report
    58. 64. Customer Care in Indian Telecom www.hud.ac.uk/uni/ customer / pdf / Customer _ care _booklet_web. pdf
    59. 65. Customer Care Satisfaction in Telcos
    60. 66. Time Duration of the Call Source: www.ibef.com
    61. 67. Source : www.ibef.com Feb: 2008
    62. 68. VAS Value added services
    63. 69. Telecom subscribers growth rate more than 50% in 2008. Source - TRAI
    64. 70. Most of the subscribers are added from bottom of the pyramid with low usage. Some alternative revenue streams are required to stop the decreasing ARPU. VAS is the alternative stream.
    65. 71. Pre paid and Post paid market share. 2008 Opportunity for generating increase revenue through exploring potential value added services like subscription pack of news , alerts etc
    66. 72. Need for VAS <ul><li>Decrease in ARPU despite increase in subscribers. </li></ul><ul><li>Decreasing call rates </li></ul><ul><li>Saturation in metro and urban areas </li></ul><ul><li>Increasing need and demand from consumer </li></ul>
    67. 73. Definition of VAS VAS in telecom industry refers to non core services, the core or basic service being standard voice call and fax transmission.
    68. 74. VAS market The current VAS industry is estimated at Rs 9760 crore by end june 2009 and Rs 16520 crore by end june 2010. Source – IMRB report
    69. 75. VAS REVENUE IN INDIAN TELCOS Source : ibef.com
    70. 76. Source : ibef.com
    71. 77. Source : ibef.com
    72. 78. Source : ibef.com
    73. 79. MVAS categories <ul><li>Entertainment VAS </li></ul><ul><li>key contributor to MVAS industry </li></ul><ul><li>generates heavy usage and heavy revenue. </li></ul><ul><li>jokes, ringtones, games.. </li></ul><ul><li>Info VAS </li></ul><ul><li>provide specific info to end users </li></ul><ul><li>news,stock updates.. </li></ul><ul><li>mCommerce VAS </li></ul><ul><li>involve some transactions </li></ul><ul><li>buying movie tickets,transfer money from one bank to another. </li></ul>
    74. 80. Comparison of categories
    75. 81. Perceived and practical value Perceived value – depend upon perceived rather than actual utility to the end user. When the immediate benefits may not be clear to subscriber, the value that the user derives from it largely depends on the marketing efforts. Practical value – completely based on tangible benefits derived from the service. Benefits could be based on time, money etc
    76. 84. Pillars of VAS
    77. 85. Access device – lack of features like GPRS, GPS makes the number of MVAS futile Content – it depends on geography marketing of content is done by operators, not CA/CP. regional content will give boost to MVAS market challenge – different languages. Infrastructure – setting up infra in rural areas going to play major role in growth of MVAS. Technology - independent of geography
    78. 86. MVAS in rural areas. Depends on some key factors – 1. Depend upon there need 2. Awareness for VAS 3. Easy and cheap access mode. Communicating the VAS to rural people is bigger challenge This can be done through regional SMS, separate SMS gateway needs to be installed. Literacy level is another limitation
    79. 87. Nature of the Rural Market <ul><li>Large Numbers </li></ul><ul><li>Low Density </li></ul><ul><li>Low Purchasing Power </li></ul><ul><li>Weak support infrastructure </li></ul><ul><li>Low VAS awareness (10%) & usage (1%) </li></ul>
    80. 88. Understanding the Rural Consumer Consumers mainly use voice • SMS is difficult to use due to illiteracy and language problems • Most consumers cant even use the address book/ contacts feature • The phone is used mainly for limited purposes: – For business/ employment related enquires. – To enquire the well-being of relatives in nearby towns. – To call for help during an emergency. • Farmers/fishermen want to know market prices for their produce in cities that are nearby • Phone is not personal. A household or many families share phones • Primary & Secondary users • Intermediated Interaction scenarios
    81. 89. Info Services <ul><li>Examples </li></ul><ul><li>Mandiprices in local markets. </li></ul><ul><li>Weather. </li></ul><ul><li>Trains/Bus routes & timings. </li></ul><ul><li>Local News. </li></ul><ul><li>Investment Tips. </li></ul><ul><li>Job opportunities in nearby commercial centers </li></ul>
    82. 90. Challenges <ul><li>Cost </li></ul><ul><li>Low density; High investment per user. </li></ul><ul><li>Consumer education. </li></ul><ul><li>Localization (Content & Language). </li></ul><ul><li>Support Infrastructure. </li></ul><ul><li>Social structure. </li></ul>
    83. 91. MVAS ecosystem
    84. 92. Revenue distribution
    85. 93. Key factors playing role in revenue distribution
    86. 94. Platform – revenue share distribution depends on type of access mode used to deliver VAS. e.g if voice portal is used than technology enabler will get more revenue, as compared to SMS platform is used. IPR – revenue distribution depends on type of content
    87. 95. Comparative analysis
    88. 96. VAS access modes SMS platform MVAS market is dominated by SMS in terms of revenue. Voice platform interactive voice response is used to deliver voice based value added services GPRS platform this contributes around 6-7% of the total MVAS revenue Unstructured supplementary services data platform(USSD) session based mechanism for delivery of service to the end consumers. These services are delivered through interactive voice session. Contribute around 2-3% on VAS revenue. MMS platform includes multimedia objects.in india it is in nascent stage
    89. 98. Evaluation of access modes
    90. 99. Drivers to growth of MVAS <ul><li>Marketing effort by operators </li></ul><ul><li>Increase in user base </li></ul><ul><li>Price decline of VAS services </li></ul><ul><li>Entry of MVNO </li></ul><ul><li>Need for entertainment </li></ul><ul><li>mCommerce services </li></ul><ul><li>Local content </li></ul>
    91. 100. Barriers to growth <ul><li>Limited awareness of services. </li></ul><ul><li>High cost of content. </li></ul><ul><li>Limited availability of local content. </li></ul><ul><li>No Transparency in Revenue sharing arrangements . </li></ul><ul><li>Exit barriers for MVAS consumers are high. </li></ul>
    92. 101. New services in VAS <ul><li>Mobile marketing. </li></ul><ul><li>Mobile banking. </li></ul><ul><li>Location based services. </li></ul>
    93. 102. Mobile marketing <ul><li>Growth drivers- </li></ul><ul><li>High penetration of mobile phones. </li></ul><ul><li>Usage of voice as a media for mobile marketing. </li></ul>
    94. 103. Mobile banking Various modes – SMS USSD Growth is driven by- convenience of banking operations greater reach to consumers Challenges to m-banking- security concerns limited usage of GPRS
    95. 104. Location based services High cost of LBS supporting devices – GPS enables handsets act as roadblock for development of these services
    96. 105. MVAS market in India
    97. 106. Future of VAS in India <ul><li>Consolidation of MVAS content provider’s market </li></ul><ul><li>Rational revenue structure </li></ul><ul><li>Rural MVAS market </li></ul><ul><li>Growth of mcommerce market </li></ul><ul><li>Differential pricing of content </li></ul><ul><li>Number portability </li></ul>