The Business Excellence Approach of Tata Communications

1. U Q K I C The Business Excellence Approach of Tata Communications TCL Quick

2. Quick – The Business Excellence Approach of Tata Communications U Q K U I Q K C I C Teaming With Life

3. Why Quick? “Quick” captures the power of Lean and Six Sigma, thenemphasizes the human element, the rapidly changing conditions under which we operate, and the need to make breakthrough improvements in Climate Change and other areas of Global importance.

4. “Quick” – from the Merriam-Webster Dictionary Main Entry: 1quick - Pronunciation: \ˈkwik\ Function: adjective 1 : living, alive 2 : acting or capable of acting with speed: as a (1) : fast in understanding, thinking, or learning : mentally agile <a quick wit> <quick thinking> (2) : reacting to stimuli with speed and keen sensitivity (3) : aroused immediately and intensely <quick tempers> b (1) : fast in development or occurrence <a quick succession of events> (2) : done or taking place with rapidity <gave them a quick look> c : marked by speed, readiness, or promptness of physical movement <walked with quick steps> d : capable of being easily and speedily prepared <a quick and tasty dinner> Function: noun a : the inmost sensibilities <hurt to the quick by the remark> b : the very center of something : heart Function: adverb 1: in a quick manner

5. The Quick Organization

6. Quick – The Evolution Of Business Excellence - Combined 1980’s – Motorola – US 1990’s – Toyota – Japan 2000 – 2010 + = Six Sigma Data-Driven Management Reduce Variation to reduce the possibility of errors You get what you measure Find the root causes of problems identified by SPC and correct them Lean Value is Defined by the Customer Eliminate anything that does not add customer-perceived value (waste) Document the work to identify the waste Identify and reduce non-value-added activities through VSM and 5S LeanSix Sigma Combine the tools of Lean and Six Sigma Identify value-added activities for variation / error reduction Use Lean to create improvement culture Use Six Sigma to manage improvement projects

7. Quick – The Evolution Of Business Excellence - Improved 1980’s – Motorola – US 1990’s – Toyota – Japan 2010’s – Tata – India Six Sigma Data-Driven Management Reduce Variation to reduce the possibility of errors You get what you measure Find the root causes of problems identified by SPC and correct them Lean Value is Defined by the Customer Eliminate anything that does not add customer-perceived value (waste) Document the work to identify the waste Identify and reduce non-value-added activities through VSM and 5S Focus on Reality – Think long-term needs Identify and Implement sustainable practices connected to Values Focus on emerging needs, be there first Design and manage future systems through people and partnerships

8. Five Key Components of TCL Quick Order-of-Magnitude increase in attention to detail, customer value, trouble prevention Deployment of Learning Culture – engage all stakeholders in driving improvement Infrastructure to support improvement activities / projects at all system levels Engagement of Human Values, Capabilities & Motivators (TBEM / Gladwell / Cialdini) Bottom-of-the-Pyramid thinking (Prahalad)

9. Key Components of TCL Quick - 1 Order-of-Magnitude increase in attention to detail, customer value, trouble prevention In essence, “Six Sigma” was created to alter the way the US worker viewed Quality. This was needed because Japan was executing to much higher standards than the US. A strong program is needed in TCL to break existing paradigms and build paradigms for the future. The TCL Quick program is the “wake-up call” for TCL and the regions in which we operate.

10. Key Components of TCL Quick - 2 Deployment of Learning Culture – engage all stakeholders in driving improvement Typically, organizations at lower maturity levels use workers and suppliers to execute specific, simple instructions. These are static systems with less than ideal results, vulnerable to environmental changes. The TCL Quick culture encourages stakeholders to question and improve procedures with a system structure to control the resulting volume of improvements.

11. Key Components of TCL Quick - 3 Infrastructure to support improvement activities / projects at all system levels Research reveals that organizational learning and improvement doubles in rate when improvement activities are able to operate at higher levels in the system. TCL Quick provides governance and project management methods to deliver Six-Sigma type improvement projects that address cross-functional processes in addition to local opportunities.

12. Key Components of TCL Quick - 4 Engagement of Human Values, Capabilities & Motivators (TBEM / Gladwell / Cialdini) The Tata Business Excellence Model ensures leaders consider whole systems, rather than just financial results. The work of Malcolm Gladwell (“Blink”) shows that harnessing the human subconscious can improve the results of “mechanical” models The work of Robert Cialdini (“Influence: Science & Practice”) improves stakeholder commitment

13. Key Components of TCL Quick - 5 Bottom-of-the-Pyramid thinking (Prahalad) The work of C. K. Prahalad demonstrates both the opportunities and challenges associated with working with the complete human population, not just the richer “Top-of-the-Pyramid.” TCL Quick includes the thinking needed to address very high volume, very high quality, and very low cost opportunities. It builds on developing regions and technologies sustainably from both the business and social viewpoints.

14. TCL QuickSelect Structural Components Quick Thinking Cultural Training Quick Process Improvement Cycle Quick Change Management System Quick Quality Response Team U Q K I C

15. Quick Context Quick Response (Monitor and React) Quick Thinking (Culture) Quick Change (Collect and Control) Quick Process (Improvement Projects)

16. Quick Context Business Excellence Training Organization Quick Response (Monitor and React) Quick Thinking (Culture) Business Excellence New Product Introduction and Lifecycle Team Business Excellence Process Control Team Quick Change (Collect and Control) Quick Process (Improvement Projects) Business ExcellenceProcess Improvement Team

17. TCL QuickQuick Thinking Cultural Training Training and Development to increase high-performing behaviors in managers and across all associates in the Tata Communications community

18. U Q K I C H N I G T N K I Improvement Training

19. Tools commonly used in a Continuous Improvement Culture Approaches to a continuous improvement culture include: • System of Approach • Elimination of Waste • Focus on Value • Rapid Execution “The Three Questions”/ Model for Improvement Learning Cycles System of Profound Knowledge Five S Eyes For Waste Value Stream Mapping Theory of Constraints/ Bottleneck Management/ Quick Changeover

20. Tools commonly used in improvement projects Survey Affinity Diagram Critical to Quality Tree Diagram Customer Focus Worksheet Process improvementtools are used to: • Gather data • Organize data • Analyze data • Facilitate groups Brainstorming Cause and Effect Fishbone Diagram Run Chart Force Field Analysis Nominal Group Technique Pareto Chart Histogram Parallel Thinking Multi-Voting Scatter Diagram / Scatter Plot Flow Chart / Process Map / SIPOC / Value Stream Map

21. TCL QuickProcess Improvement Cycle An iterative improvement process and common tools – equal to a Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) Framework

22. Quick Process Improvement - Method and Toolkit

23. TCL QuickChange Management System A Controlled Workflow System to process suggestions, complaints, and other improvement opportunities to ensure effective response and closure

24. Quick Change Control

25. TCL QuickQualityResponse Team A formal Business Excellence led cross-functional team ensures on-going coordinated responses for Products & Services across the end-to-end system

26. Quick Response Team

27. TCL Quick Summary • The Program name: TCL Quick • Leads in Process Improvement, Project Management, and Change Management • Cultural Description: Quick Thinking • Supporting Systems • Quick Process Improvement • Quick Change Management • Quick Response Teams

28. TCL Quick Brand Identity • Brand Images use colors from India, U.K., USA Flags to emphasis cultural origins • Branded as Tata Generic (but originates in Tata Communications) • Branded as extensible to others, akin to Six Sigma, Lean – may provide value-add to Managed Services for TCTSL, general engagements for TCL & Tata Group (TCS) • “Quick” as potential intellectual property

29. TCL Quick Images / Icons U Q K • Optional animatedlogos reinforce action,flexibility messages • Static logos use overlap, variability, color differences to reinforce teamwork and connection messages I C

30. A T H N K Y O U

31. Back-Up Materials BackupMaterials

32. TCL QuickQuick Context Map for Tata Communications

33. Tata Communications – A System View

34. TCL Quick ThinkingApplied to Climate Change at Tata Communications Example of using Quick Thinking to apply Improvement to address current issues and apply Innovation to address emerging opportunities U Q K I C

35. Long-term thinking – Tata Communications’ role in Climate Change • The obvious: Reduce the negative impact of our own operations • The opportunity: Reduce the negative impact of our customers’ operations • The challenge: Change the Total Customer Experience (TCE) to eliminate the negative impact of the Experience • The ideal: Change the TCE to increase the positive impact of the Experience

36. Reduce the negative impact of our own operations • Understand Our Carbon Footprint • Reduce Our Carbon Footprint • Include Climate Change consideration in all decision-making • Reduce Travel (Commuting, Air Travel) • Telepresence Meetings • Remote working • Build internal Virtual communities • Manage / Reduce Facilities • Make efficient use of Manpower and Assets • Reduce, Reuse, Recycle

37. Reduce the negative impact of our customers’ operations • Reduce / Eliminate Our Customers’ Facilities / Manpower / Assets • Managed Services • Software as a Service to replace current capabilities • Provide Our Customers with Friendly Alternatives • Telepresence • Reliable infrastructure for Virtual operations • Options for “Smart Grid” interactions • Software as a Service to provide new capabilities

38. Change the TCE to eliminate the negative impact of the Experience • Drive adoption of Virtual technologies • Telepresence • Remote Workplace • Virtual Communities • Voice and Data Communities • Create / Promote Virtual Products • Virtual Travel Experiences • Telepresence / Virtual Events • A new generation of Social Networking • Virtual Banking / Shopping / Services

39. Change the TCE to increase the positive impact of the Experience • Generative Software as a Service • Provide optimized personal climate change decision-making tools to the “bottom of the pyramid” • Global connection systems to improve reuse, recycle • Invest in Generative Practices • Improve use of products (such as tea, lumber) where production practices may be helpful to the environment. • Create virtual communities to drive generative social behavior • Understand Social Engineering • Create social systems to drive well-being (Nirvana)

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