Another back office six sigma project which entered My Customer Challenge Cup with BT

1. Sonica Talwar
Team Captain
Neeta Dagar
Coach
Satwinder Singh
Team Member
Nidhi Arora
Team Member
Solanki
Team Member
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.

2. 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.

3. PROJECT CHARTER
Metric : Cancelled orders
Department : 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
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 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

4. 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
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
Vital Few
No of
orders
cancelled
Total 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%

5. 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.
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%
Sigma Level Analyze Improve Improvement
Cancelled prior progression 3.51 3.71 0.2
Cancelled after progression 3.01 3.08 0.07

6. 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.

7. 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.

8. 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!

9. USL
0.006 0.008 0.010 0.012 0.014 0.016 0.018 0.020
Process Data
LSL *
Target *
USL 0.02
Sample Mean 0.01175
Sample N 16
StDev (Within) 0.00291
StDev (Ov erall) 0.00295862
Potential (Within) Capability
Z.Bench 2.84
Z.LSL *
Z.USL 2.84
Cpk 0.95
Ov erall Capability
Z.Bench 2.79
Z.LSL *
Z.USL 2.79
Ppk 0.93
Cpm *
Observ ed Performance
PPM < LSL *
PPM > USL 0.00
PPM Total 0.00
Exp. Within Performance
PPM < LSL *
PPM > USL 2290.91
PPM Total 2290.91
Exp. Ov erall Performance
PPM < LSL *
PPM > USL 2647.94
PPM Total 2647.94
Within
Overall
Pr ocess Capability - Before Progression
Project Project Metric
Start Date
USL
0.042 0.048 0.054 0.060
Project Name
Process Data
LSL *
Target *
USL 0.05
Sample Mean 0.052
Sample N 14
StDev (Within) 0.00563
StDev (Ov erall) 0.00573879
Project Metric
Potential (Within) Capability
Z.Bench -0.36
Z.LSL *
Z.USL -0.36
Cpk -0.12
Ov erall Capability
Z.Bench -0.35
Z.LSL *
Z.USL -0.35
Ppk -0.12
Cpm *
Observ ed Performance
PPM < LSL *
PPM > USL 571428.57
PPM Total 571428.57
Exp. Within Performance
PPM < LSL *
PPM > USL 638795.02
PPM Total 638795.02
Exp. Ov erall Performance
PPM < LSL *
PPM > USL 636269.64
PPM Total 636269.64
Within
Overall
Process Capability - 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 Target Client
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%
Cancelled order
(R.F.T)
Sep-08