1

LSSNSC installation within 72 hrs

2

PROJECT DETAIL

Name of the Project: To Improve NSC installation within SLA of 72 Hrs

Project Ref. no. UJN / NSC

Project Leader Name

Dheeraj Mehta

Designation ManagerFunction MMG - CS

Date Jun2015

Business Unit Ujjain

Project detail

3

Voice of CustomerI have applied for Power connection but they have delayed the installation

Voice of businessBusiness is losing revenue due to delay in NSC installation, also in some cases leading to Illegal connection whenever there is delay.

Voice of ProcessNSC connections are not installed as per Process SLA of 3 day.

Write down the VoC of your problem

4

PROBLEM STATEMENT

In Power DF, Ujjain City in the month of May’15, NSC installation within 72 hrs. is 55%

GOAL STATEMENT

To Improve NSC installation within 72 hrs. from current May’15 – 55% to 85% within 3 days by 30th Jul’15, for Ujjain City Power DF

CTQ’s FOR YOUR PROJECT

Paste Charter Signed Scanned Copy

CTQ Parameter UoMAt Project Start Target

Planned Completion Date

Actual Completion DateValue Value

NSC installation within 3 days % 55% 85% 10th Jul 2015

30th Jul 2015

In Project Scope Out Of Project ScopeLT NSC connection request below 10 kW

All other NSC request and NSC connection of Industrial , Agriculture & Govt.

Identify Big Y’s of your project

Operational Expense (OPEX) Reduction

Capital Expense (CAPEX) Reduction

Revenue Enhancement Y

Improve Customer Satisfaction – CSAT Y

Improve Employee Satisfaction Y

Technical Loss Reduction

Commercial Loss Reduction

Project Scope and Big YProject Scope

5

If I will do this project then this will impact following Big Y of Organization

Revenue enhancementCost Optimization Customer ResponsivenessCustomer/ Intermediary SatisfactionOthers (Pls. Specify)

Definition of Opportunity

Project Team Business Impact

CEO :

Champion :

Project Leader :

Quality Facilitator :

Team Members :

Business Case Problem Statement:

Definition of Defect :

Lean Six Sigma - Project Charter

Financial Impact

Project Title:

CTQs Baseline TargetIn scope Out Scope

Critical MilestonesProject Start Date

Project End Date

Goal Statement:

Financial Impact

Project Leader Quality Facilitator Champion BE Head

7

NSC / CSD Desk

Material Requisition send to Main Store

MMG Store manual count & registered the meter No in system .

Meter allocated to

vendor Number wise

Daily validation of balance meter & installation at evening

Updation of Meter in

CCB for first billing

Details of Customer who has paid Demand Note

Meter installed and updated in billing system

Registered Consumer for Business (for 1 new connection added in billing base)

Supplier Input Process Output Customer

Zone wise distribution of cases to vendor for installation

Sample SIPOC

8

Down Timer Model for VA / NVA Identification

9

Identify VA / NVA for your process

Value & Cycle Time Track sheet

Process Step 1 2 3 4 5 6 7 8 8 9 Total %Total

Value Added 150 120 60 30 60 120 30 90

660

Material requisition sent to warehouse for vendor wise

MMG store manual count meter & registered the meter No in system

Meter Allocated to Vendor

Zone wise distribution of cases to vendor for installation

Vendor takes the material & meter No allocated to team

Vendor start work in field

Daily validation of balance meter & installation at evening

Updation of Meter in IT system for first billing

Value Enabled

Same number validated by MMG during issue

Non Value Added

30

2650 3750 6430

Store Tracks the same meter No

Site not

ready for installation

Installation delay / Customer denied / Out of Station

Total Time 7090

Time Notation in: Total Value Added work time 630

% Value added work time 8.89%

10

Data Validation 

Ensure that the present CTQ is measurable, if noto What is secondary measureo Is new measurement system required

  Ensure that it is from the correct primary source In case it is auto generated

o Check / Audit MIS / System (CCB / CRM)

S. no. Data Particulars Data Source Data Period1 Total Application received CRM - CCB May’15 – Nov ’152 Total Installation done CRM - CCB May’15 – Nov ’153 Material movement Oracle - WAM - May’15 – Nov

’15 4 Vendor manpower details MMG5

Please fill this – what all data you have taken for project analysis

Attach Data

11

Vendor Productivity issue

Delay reporting of vendors

Manual tracking of meters

Off line Meter request to store

Out calling process not designed

Meter not available

Cable not available

Premises not ready

Delay in data in MMG grid

Refuse to install

Vendor doing multiple jobs

Delay in NSC

installation

Board not installed

Customer requested delay On line protocol

sheet not generated

Identify all Potential Causes for Your Problem

EDIT CAUSES WRITTEN IN BLUE

Two vendor same site

Public resistance for outside installation

12

RCA TOOLS

Pareto Analysis – to be done for available data

Reason Contribution Cumulative Cumulative ContributionPremises not ready 400 400 43.96%Unavailability of Consumer 370 770 84.62%Demand note Payment delay Updation 89 859 94.40%Material issues 27 886 97.36%Two Team on same site 12 898 98.68%Repeat Visit 10 908 99.78%Installation Delay 2 910 100.00% 910

Premises n

ot ready

Unavaila

bility o

f Consumer

Demand note Payment d

elay Updation

Material is

sues

Two Team on same sit

e

Repeat Visit

Installa

tion Delay0

100200300400

0.00%

40.00%

80.00%

120.00%400 370

8927 12 10 2

Pareto

Contribution Cumulative Contribution

13

Problem Why 1 Why 2 Why 3 Why 4 Why 5

Delay in cases in MMG grid

It runs batch file on daily basis

System designed in the same form

No thought given for delay related losses

Loksewa gives SLA of 7 days  

Meter manual tracking

No systemno bar code option

No interface in WAM & CCB

No Meter Number tracking in CCB

   

Repeat site Visit

No fixing of meter with consumer number

No system generated MCR to fixed vendor

Why analysis for Key Problem from Fishbone and Pareto

14

Run Chart ( Daily )

Track Performance of daily progress

01-Jun-15

02-Jun-15

03-Jun-15

04-Jun-15

05-Jun-15

06-Jun-15

07-Jun-15

08-Jun-15

09-Jun-15

10-Jun-15

11-Jun-15

12-Jun-15

13-Jun-15

14-Jun-15

15-Jun-15

16-Jun-15

17-Jun-15

18-Jun-15

19-Jun-15

20-Jun-15

22-Jun-15

23-Jun-15

24-Jun-15

25-Jun-15

26-Jun-15

27-Jun-15

Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat Mon Tue Wed Thu Fri Sat

0

10

20

30

40

50

60

25

86

3733

24

4

20

12

20

15

30

23

7

1821

13

3437

50

41

20 21

30

20

June 15

15

S. No. Root Cause Remedial Action

Resp.Name of the Person /

Function

Target Date

1Demand note Payment case not move to MMG Grid

Run batch file 3 Hrs interval bases MMG Done

2 Delay from Consumer side

1. Documentation guidelines / and checklist to be given to front desk and call center to ready pre installation activity

2. Calling to consumer who are delay 24 Hrs 3. Installation mark during TF at site for meter

fixing , application No . , cable type

NSC / CSD / MMG Done

3 Vendor Alignment Two team of two vendor will dedicatedly work on NSC process MMG Done

4 Automation

1. For faster & accurate meter number automatic barcode scanner is planned

2. System generated MCR report to couple meter & consumer number .

MMG Done

Action planning

16

Action planning

Before – Two Step & manual Job After – Automation Calling to Delay Consumer

Before – Manual MCR After – System Generated MCR

Meter Counting & Updation of Meter Consumer Calling

Meter & consumer Coupling

Meter Fixing Place & Instruction

Instruction to Consumer at site

17

CTQ Baseline

Target Achieved

NSC installation within 3 days 55% 85% 86 %

Sustenance/ Control :• Mistake Proofing: Wrong meter number & incorrect consumer detail

•Control Plan: next slide

Project Name: To Improve NSC installation within SLA of 72hrs

Project TeamProject Champion: Anupam Rajput Project Leader: Dheeraj MehtaQuality Facilitator: Naresh KumarTeam : Zahid Hussain , Praveen Garg , Rakesh Gautam , Sandeep Srivastava

Financial Impact: 30 % or 140 consumer per month come in our network with in 72 Hrs cause 21 K unit increase per year .

Innovations / Solutions1. Processes Impacted- Improve Punching Accuracy & Efficiency in System , reduced failure rate .

2. Process changes – i Meter Number capturing Automatic (through Bar Coder)ii Predefine meter with consumer number

3. Trainings/ Communication – i) Store team ii) Back End team iii ) Vendor Team

4. Best Practices – Bar Code meter Number Capturing .

Project Completion Sheet: Control Phase

May 15 Sep 15 Oct 15 Nov 150%

20%

40%

60%

80%

100%

55%

75% 77%86%

45%

25% 23%14%

CTQ Trend

72 Hrs> 72 Hrs

18

Project Completion Sheet: Control Phase

# Action implemented / To be ensured at regular frequency Resp Frequency

1 MMG received Meter from ware house captured the number via Bar code scanner .

Ashish Bahal

Weekly

2 Same number will be enter in CCB Ashish Bahal

Weekly

3 Validating the system number & actual meter number received

Sandeep Srivastava

Weekly

4 Meter issued to vendor team through system generated protocol sheet

Rakesh Daily

5 Application Number mention on site at standard position for meter installation

Praveen Garg

Daily

Key actions – Why this problem will NOT REPEAT / REOCCUR?

19

Thanks