Parivartan - Satat Samriddhi · Tata Housing is part of Tata Group one of the Fortune 100 companies. Tata group touches 25% of worlds population through its different products & services

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PARIVARTAN - SATAT SAMRIDDHI

© Copyright Tata Housing Development Corporation 2

a global business group

with products and services in over 150 countries

over 660,800 employees and operations

in over 100 countries

group revenue of $103.51 bn

with 67.3% generated in geographies other than India

global leader in several sectors

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© Copyright Tata Housing Development Corporation

Vision of Excellence

One must forever strive for excellence,

or even perfection, in any task, however

small and never be satisfied with second

best.

“ “

TBEM

To Run The Business

“Excellently”

Business Ethics

To Run The Business

“Ethically”

JRD Tata, Former Chairman Of Tata Sons

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Our Presence

CHANDIGARH

Myst (Kasauli)

NEW DELHI

Hailey Road

AHMEDABAD

NH/SG (Ahmedabad)

MUMBAI

Prive (Lonavala)

Amantra (Kalyan)

Aveza (Mulund)

Serein (Thane)

NH/SG (Boisar)

SG/NH (Vasind)

Boisar 2

PUNE

Inora Park (Undri)

La Montana (Talegaon)

BHUBANESHWAR

Ariana

NCR

Raisina (Gurgaon)

Primanti (Sec 72-Gurgaon)

Gurgaon Gateway(Sec 113)

Arabella (Sohna Gurgaon)

La Vida (Gurgaon)

Bahadurgarh (Haryana)

KOLKATA

Eden Court (Rajarhat)

Avenida (Rajarhat)

ICVT

Alipore

BENGALURU

Promont (Bhanshankari)

One Bangalore

NH (Peenya)

CHENNAI

Santorini (Sriperumbudur)

NH RibbonWalk (Mambkkam)

Crescent Enclave

33 Projects*

In 3 Countries

Sri Lanka

One Colombo

Maldives

Apex Realty

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DM Project

Destination 150 (Noida)

* Includes On Going and proposed projects

GOA

Goa Paradiso

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Tata Housing

Luxury 200 Lakhs

Lavishness, Pampering,

Exclusivity, ExperiencePremium 75 – 200 lakhs

Prestige, Lifestyle,

Achievement,

Number of Amenities Affordable 20-65 lakhs

Pride of Ownership, Moving

Up in Life, Self Identity,

Upgrade

Value 12-18lakhs

Utility and practicality

emphasized

Community Life A Better

Future for Children

Security

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Tata Housing

(Raising the bar) Living

perfected

Tata Value Homes

(The enabler) Enriching

Life

SECTION 1

Project and Team Selection

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Understanding the Context for Project Selection1.1.0

1.1.1 (CQ 1): Who was responsible for selecting the project?

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Management Review Committee (MRC)

Project Profitability Council

MD & CEO, HODs

PROJECT IDENTIFICATION GROUP

Brotin BanerjeeMD & CEO

Vivek GoyalCFO

Sachin GargHead – Strategy, Business

Excellence & Technical Training

Ashoka MohantyHead – HR, CRM &

Estate

APEX Customer Committee

Board of Directors

Tarun Mehrotra Head – Marketing &

Sales

Vachan SinghHead Engineering

MD & CEO, HODs CFO, Head M&S, Head Engineering, FCs

Non Executive Directors, MD & CEO


▪ Strategy 2016 - 17▪ Corporate Balance Score Card▪ Business Excellence Assessment Report▪ Voice of Customers

Understanding the Context for Project Selection1.1.0

1.1.1 (CQ 2): What background information of the company or those who selected the project was provided to better understand thecontext of the project?

▪ Tata Housing is part of Tata Group one of the Fortune 100 companies. Tata group touches 25% of worlds population through its different products & services

▪ Tata Housing has 33 projects spread across 03 countries, which involves more than 15000 workmen and serves more than 10000 customers

▪ Sustainability as a Core Value to ensure business continuity

▪ Focuses on everlasting developments and reflects on customer success

What We Are

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COMPANY BACKGROUND

Project Identification

PRODUCT BACKGROUND

Unable to achieve target for

- Collection of New Dues

- SOB* through Loyalty & Referral Sales

Revenue Challenges

*SOB – Sales Order Bookings

New Dues Collections

Key Performance Indicators

Loyalty/Referral Sales

Target - 93%Achievement - 78%#

Target - 110 Cr Achievement - 7.15 Cr#

#Baseline – Apr – Jun 2016

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High Nos.

Deferred Payment requests

Cancellation requests

Low score

Possession Timelines

Payment Related Transactions

Management Review Committee

Project Profitability Council

APEX Customer Committee

Board of Directors

Project Selection Process1.2.0

1.2.1 (CQ 1): How was the gap or opportunity brought to the attention of the project identification group?

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PROJECT IDENTIFICATION GROUP

Business

Low Revenue generation leads to

cash crunch and increased borrowing

from marketLow Revenue

Increased Borrowings

High Interest Cost

CSAT & VOCORGANISATIONAL PERFORMANCE

Customer

Defer my payments due to my financial

constraints

Low Cash Flow

Delayed Project Delivery

Compensation Pay out


FUNCTION/AREA GAP IDENTIFIED

Engineering

Timely inflow of

money to fund

construction

Finance –

Treasury

Debt incurred to

cover operations

Low Profitability

Customer

Relationship

Management

Low Collection

Low Loyalty

Marketing &

Sales

Low Sales Order

Booking


1.2.1 (CQ 2): What was the gap (problem solving)? 1.2.1 (CQ 3): What area of the organization had the gap or the opportunity?

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GAP

STRATEGY MAP

AREA

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1.2.2 : What data was generated to help select the project ? 1.2.2 : What methods and/or tools were used to assess/prioritize the need for the Project ?


1.2.2 (CQ 1): What data was generated to help select the project?

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Data & Reports

Generated

Collection Report

Project wise Monthly Collections & Loyalty Dashboard

Debtors ageing Report

Lead Generation Tracker

Debt Level Report

Projectwise / Overall Cash Flow Report

CSAT

Complaint Dashboard

Project wise Monthly Loyalty Dashboard

Debtors Ageing Report

Overall Cash Flow Report

Project wise Monthly Collections Dashboard


1.2.2 : What data was generated to help select the project ? 1.2.2 : What methods and/or tools were used to assess/prioritize the need for the Project ?


1.2.2 (CQ 2): What methods and/or tools were used to assess/prioritize the need for the Project?1.2.2 (CQ 3): Why were these methods and/or tools used to select the project?

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PRIORITIZATION

Kano Model Methodology

To classify our product & service attributes based on

how they are perceived by the customers and their

effects on customer satisfaction.

To have a disciplined, data-driven approach and methodology

for eliminating defects in any process – from manufacturing to

transactional; and from product - service.

WHY WAS THE TOOL USED

Tree Diagram

To drill-down from the broad goals and identify specific,

measurable targets that can be used to improve Collections

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GOAL PERFORMANCE MEASURE


1.2.3 (CQ 1): What goals (organizational and/or local), performance measures, and/or strategies is the project expected to impact? 1.2.3 (CQ 2): What was the relationship between the stated measures and perceived gap in 1.2.1?

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Collections

Loyalty / Referral

Collection of New Dues within Due Date

Sales Order Booking through Loyalty / Referral Sales



1.2.3 (CQ 3): What is the problem statement that expresses where the organization wants to be at the end of the project?

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B U S I N E S S C A S E

Tata Housing is on a mission to delight their customers by providing qualitylife spaces through continuous improvement. This will help them becomemost preferred brand and industry leader fulfilling Tata Group’s vision andmission. It is also important for the company to improve its collections andLoyalty / Referral Sales in order to ensure timely Cash flow and on timedelivery with superior quality leading to Customer delight.

P R O B L E M S T A T E M E N T

Non Payment / Delayed payment of dues by customers results in revenue loss tothe company leading to cash crunch and heavy interest cost on borrowed money.

Collection of New Dues (CRM) to be increased from 78% to 93% by 31st March2017

Loyalty and Referral Sales by CRM to be increased from 7.15 Cr to 110 Cr by 31stMarch 2017

Enh

ance

d R

even

ue

(in

cr)

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Team Selection And Preparation1.3.0

1.3.1 (CQ 1): How were the stakeholders groups identified? 1.3.1 (CQ 2): What or who are stakeholder groups?

Engineering

Executor

Finance

Interested Party

Estate Mgt

Executor

CRM

Executor

Customer

Buyer

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STAKEHOLDER GROUPS

STAKEHOLDER IDENTIFICATION TOOLS

MRC

Approver

Legal

Interested Party

Mktg & Sales

Interested Party

01 02 03 04

SIPOC ARMI

Process mapping Impact Analysis



1.3.2 (CQ 1): What knowledge or skill sets were determined to be necessary for successful completion of the project? 1.3.2 (CQ 2): To what extent did the existing stakeholder groups have the required knowledge or skills?

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KNOWLEDGE/SKILL DETERMINED NECESSARY

1. MRC Six Sigma Champions workshop Intermediate

2. Estate ManagementMaintenance and BillingProblem solving methodology Beginner

3. EngineeringUnderstanding needs & voice of customersProcess & Product knowledge Intermediate

4. CRM

Awareness of comprehensive collections, tracking and reporting mechanismBenchmarking for Best PracticesNegotiation & Selling Skills, Project USP awareness Beginner

5. Marketing & SalesProblem solving methodologyCustomer Management skills Beginner

6. LegalLearning from past projectsComplaint analysis & outcomes Intermediate

7. FinanceAwareness of comprehensive collections, tracking and reporting mechanismProblem solving methodology Beginner

8. CustomerUSPs of THDC terms/benefits/Product USPsAwareness about Services Provided & setting expectations Intermediate

LEVEL OF SKILL STAKEHOLDERS HADSTAKEHOLDER GROUP

Level of Skill: Beginner Intermediate Proficient

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1.3.2 (CQ 3): What additional knowledge and skills were brought in to make the project successful?

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01. Project Specific Skills

▪ Process & Product knowledge▪ Analysing customer needs & resolution▪ Analytical and problem solving skills▪ Objection handling and negotiation skills▪ Understanding Service Standard Specifications▪ Past Projects & learnings from it▪ Selling Skills and Project USPs

02. Six Sigma Skills

▪ ITEA Criteria and Problem Solving tools

▪ Seven QC tools

▪ Critical to Quality Characteristics (CTQ’s)

▪ Process Mapping, SIPOC, Swim Lane, Cause Effect

▪ General Concepts & Goals of Hypothesis Testing

03. Leadership Skills

▪ Innovative thinking▪ Change Management▪ Team building

▪ Collaboration



1.3.3 (CQ 1): Before the project started, what specific training was done?

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Training

Training pic 4

TRADE Practitioner Program for Benchmarking Training with 81 members

32 members trained on ASQ ITEA Criteria and Problem Solving (Six Sigma GB)

Customer Management Workshop

Maintenance & billing Training for the CRM Team associates

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1.3.3 (CQ 2): Before the project started, what was done to prepare the team to work together as a team?

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Identification of Key Measures

• High impact defects defined and identified

Project Charter with Timeline

• Timelines with milestones defined for each stakeholder & respective function defined

Escalation Matrix

• Process defined for faster & easier Issue & Conflict resolution

Risk & Mitigation Matrix

• Process defined for resolution & minimization of Risk if any

Project Kick-Off Meeting (MoM)

• Project launched with all primary and critical stakeholders

STAKEHOLDERS INVOLVEMENT


ARMI LegendA : Approver or Key decision maker

R : Resource with expertise and skills

M : Member with defined roles and responsibilities

I : Interested party to be kept informed

KEY STAKEHOLDERS DEFINE MEASURE ANALYZE IMPROVE CONTROL

1. MRC A - - A -

2. Estate - - - R R

3. Engineering - I I I I

4. CRM M M M M M

5. Marketing & Sales M M M M M

6. Legal - - - R R

7. Finance I I I I I

8. Customer - - - - I


1.3.4 (CQ 1): What roles and expectations were determined ahead of the project? 1.3.4 (CQ 3): Before the project started, what team routines, including communication were established?

STAKEHOLDER ANALYSIS (ARMI TOOL)

COMMUNICATION PLAN

Stakeholder roles and expectations

Stakeholder routines and communication

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WHAT WHY WHEN WHOM WHO

Team meetings To discuss way forward and next steps for

the project

Fortnightly Team Members & Leader Project Mentor

Project reviews To present updates on Status to Champion

and Mentor and receive guidance

Monthly Champion Mentor Team

Project plan update To apprise on project status and take

advise on methodology

Fortnightly Sponsor, Champion, Mentor

& Relevant Stake holders

Project Leader

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1.3.4 (CQ 2): What deadlines and deliverables did the team have to consider ahead of actually starting the project?

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DEADLINES

Goal Statement Project Scope

Metric

Current (As of

30thJune

2016)

Goal / Target Target

date

Process under improvement:

Payment collection from the

customers as per payment schedule -

Starts with invoice generation and

Ends with Collection Realization

Bookings done under Loyalty /

Referral / Upgrade by CRM

Out Of Scope (Collections):

Customers under Sales bucket,

customers under litigation,

Cancellations on hold

Collection of New

Dues

78% 93% March 17

Sales Order

Booking (Loyalty

/ Referral)

7.15 Cr 110 Cr March 17

Project Plan Project Team

Phase Start End Remarks Sponsor: Brotin Banerjee

Define 1st Jun 2016 11th July 2016 Champion: Ashok Mohanty

Measure 12th Jul 2016 15th Aug 2016 Mentor: Sachin Garg

Analyze 16th Aug 2016 30th Sep 2016 Project Leader: Manjula Singh,

Bhavesh Ashar

Improve 1st Oct 2016 30th Nov 2016 Member: Prachi Jadhav, Naren

Bosmia, Anil Agrawal, Khiroda Jena,

Subhash Rana, Vipin BandiControl 1st Dec 2016 31st Mar 2017

Enterprise Project Management System

SECTION 2

Current Situation and Root Cause/Improvement Opportunity Analysis

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Key Measures Expected of the Project2.1.0

2.1.1 (CQ 1): What specific goals and/or measures was the team trying to achieve with the project? 2.1.1 (CQ 2): What additional potential benefits, other than the specific goals and/or measures, was the project expected to impact?

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PRIMARY GOALS

Increase collection of New Dues

From Baseline achievement of 78%Target set to 93% by Mar’17

ADDITIONAL POTENTIAL BENEFITS

Advance collections through rebates Measure: Amount collected in Advance

Improved Customer Experience

Measure: CSAT Score

Enhancement in System and Process Revision

Measure: System-based tracking and reporting

Increase Loyalty / Referral Sales

From Baseline SOB of 7.15 CrTarget set to 110 Cr by Mar’17

Reduction in Overdues

Measure: Overdues >90 Days


Possible Root Causes/Improvement Opportunities2.2.0

2.2.1 (CQ 1): What methods and/or tools were used to identify possible root causes/improvement opportunities?2.2.1 (CQ 2): Why were these methods/tools selected? 2.2.1 (CQ 3): How was the team prepared to use these methods and/or tools?

TOOLS

SIPOC Process Flowchart

To identify all relevant elements of the process improvement project

PREPARING THE TEAM TO USE THE TOOLS

As mentioned in 1.3.2 (CQ 3) – Skills Training Conducted for the stakeholdersRefresher training conducted to train the team & stakeholders on the tools, their Relevance and efficient usage

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Process Analysis Sheet

SWOT Analysis

To understand the process, identify issues, and bottlenecks (if any)

To identify possible gaps in the process (Steps)

To identify the weaknesses & threats that could be affecting the process

To identify all possible causes for the problem

To identify the most Significant Causes needing immediate attention

Cause Effect Analysis

Pareto Analysis

SELECTION CRITERIA

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2.2.2 (CQ 1): What data was generated and how was the data analysed to identify the possible root cause/improvement opportunities?

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DATA

Pareto chart

Loyalty Funnel Approach (Leads Tracking)

Loyalty Dashboard

Projectwise Collection Dashboard Non Payment Reasons

ANALYSIS

Loyalty – Resource Planning

Business Grand Total %Collected Business Grand Total %Collected

TH 378,024,692 17% TV 172,931,669 18%

Amantra 37,732,877 13% Goodlife - 0%

Aquila Heights - 0% Inora Park 4,402,017 16%

Arabella - 0% La Montana 7,239,369 6%

AVEZA 12,303,477 15% New Haven Peenya 37,169,240 24%

Goa Project 4,266,389 9% NH Bahadurgarh 40,047,584 55%

Gurgaon Gateway 16,793 0% NH Boisar II 5,543,112 29%

La Vida 91,879,904 70% NH Compact Ahmd 22,067,294 15%

Myst - 0% NH Crest Boisar - 0%

Prive - 0% S G Boisar 435,951 19%

The Promont 80,357,626 8% S G Vasind 840,160 0%

Collected as on 27th Sep 2016



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2.2.2 (CQ 2): What were the possible root cause/improvement opportunities?

POSSIBLE ROOT CAUSES71LOW COLLECTIONSLOW LOYALTY / REFERRAL SALES

Sluggish market – poor ROI

Already invested and unable to make multiple investment

Assurance for price security

Not happy with the existing product

Waiting for launches in new locations

Budget issues for low segment customers

Legacy projects – Customers unhappy / irate with the delay in project

No aptitude and interest

Tracking and recording of loyalty/referral efforts not done.

Sales teams & Brokers offering better deals to customers for loyalty.

Inefficient monitoring and measurement of loyalty calls and follow up efforts.

Incompetence in handling product queries and objections

Poor communications skills

RM mind set – project has problems, so don’t want to pitch them.

Inventory availability

Potential lead goes only to sales and our finite database becomes shorter. Marketing communications sent to existing customers. But interested customers reach the toll free number for pre sales call centre.

Sales training for RMs not provided

No knowledge about key features of other projects

High rate of attrition. New employees need time to be trained.

Too much workload. Some activities can be shifted to other teams to free up RMs for loyalty

High Volume of Invoices to be raised Despatch data not available in SAP

Central MIS missing Incorrect Data available with Caller Documentation Error

Lack of clarity on Demands Incorrect / No Data received High Volume of Calls to be doneClose monitoring of Collections performance not being done

Low ROI due to less appreciation in prices (Market conditions)

High Volume of Payments received

Collaboration required Inexperienced Caller High Volume of customers to be intimated

CRM induction module - RM onboarding not effective

Lack of IT Resources available High Volume of Invoices to be raised

Customer Education not being done adequately

No advance intimation on dues Non / delayed Receipt of Demand

Customer Management training not done Launch preparedness - SAP related RM Call monitoring not being done

Customer seeking compensation low Employee Engagement SAP System – Slow / Down

Customer’s financial constraintManpower available to make calls to the Customers

Simplified Formats of SOA required

Customers seeking Interest Waivers Manpower available to send the notices Function SPOCs not available

Delay in decision to cancel SOBMultiple Invoices raised in quick succession

Timely communication of Interest

Delay in decisions on disputes Negotiation Skills Process training not done

Delay in Invoices raised by Customer Care No Information available in Advance with CC Team

Tracking of Documentation

Delay in project No Proactive communication Delay in sending remindersDelay in Sales Login Possession date shifting Delay in trigger raised by Engg

Delay in sending cancellation noticesPossession preparedness - Amenities / Charges

Process Awareness

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Final Root Cause(s)/Improvement Opportunity(ies)2.3.0

2.3.1 (CQ 1): What methods and/or tools were used to identify the final root cause(s)/improvement opportunity(ies)? 2.3.1 (CQ 2): Why were these methods and/or tools selected? 2.3.1 (CQ 3): How was the team prepared to use these methods and/or tools?

Scatter Plot To understand relationship between two variables (Correlation)

5 Whys

To arrive at final root causes for the gaps

Pareto AnalysisTo understand key issues faced by customer and its reasons

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• Training on the usage of the tools

• Highlighting benefits of these tools in identifying the root cause

• Frequent team meetings and handholding

• Expert opinion of Champion / Sponsor



2.3.2 (CQ 1): What data was generated and how was the data analysed in order to identify the final root cause(s)/improvement opportunity(ies)?

DATA GENERATED

DATA ANALYSED

5 Whys

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Pareto Analysis

Why 1 Why 2 Why 3 Why 4 Root Cause Action plan

Team is unskilled for

loyalty role

Hiring has been on

basis of Service

skills

Primarily service

model with high

emphasis on

operations

a) Existing staff: To be upskills with

thorough training on selling skills

(need identification, objection

handling, etc) & not just product

trainings done by sales managers.

This will increase effectiveness

b) New hiring: HR to be intimated to

hire candidates having experience in

loyalty activity

Amount of time

spent in relationship

building is less

a)Transactional

discussion taking up

major % of customer

engagement.

High amount of

transactional &

ancilary activites

being done by RM

Improper Planning &

prioritization at RM

end

Training on how to plan better

Customer portal to be made

operational to reduce transational call

inflow

b) Extended TAT for

resolutions to

customer concerns

Escalation &

followup with support

departments takes

time

iSLA adherence not

followed

Tracking &

Monitoring &

Reviewing

mechanism absent.

iSLA mechanism to be created &

tracked

Correlation Data

Affinity Diagram

List of Possible Root Causes

Scatter Plot

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2.3.2 (CQ 2): What are specific examples of data analysis that led to the final root cause?

Pareto Analysis 5 Why Analysis

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Pareto analysis of reasons for default in payments in projects contributing to top 80%

13.74

7.587.29

3.64

2.26 2.21

1.22 0.92 0.88 0.12 0.11 0.10 0.06 0.02 0.01

34%

53%

71%

80%

86%91%

94%97% 99% 99% 100% 100% 100% 100% 100%

0%

20%

40%

60%

80%

100%

120%

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

Self Funding - FinancialConstraints

Already Cancelled in the systemRetention efforts in progress withSales

Am

ou

nt

(Rs.

Cr)

Reason

Why 1 Why 2 Why 3 Why 4 Root Cause Action plan

Team is unskilled for

loyalty role

Hiring has been on

basis of Service

skills

Primarily service

model with high

emphasis on

operations

a) Existing staff: To be upskills with

thorough training on selling skills

(need identification, objection

handling, etc) & not just product

trainings done by sales managers.

This will increase effectiveness

b) New hiring: HR to be intimated to

hire candidates having experience in

loyalty activity

Amount of time

spent in relationship

building is less

a)Transactional

discussion taking up

major % of customer

engagement.

High amount of

transactional &

ancilary activites

being done by RM

Improper Planning &

prioritization at RM

end

Training on how to plan better

Customer portal to be made

operational to reduce transational call

inflow

b) Extended TAT for

resolutions to

customer concerns

Escalation &

followup with support

departments takes

time

iSLA adherence not

followed

Tracking &

Monitoring &

Reviewing

mechanism absent.

iSLA mechanism to be created &

tracked

5 Why Analysis of the Root Causes for Low SOB



2.3.2 (CQ 3): What was (were) the final root cause(s)/improvement opportunity(ies)?

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10 Final Root Causes

S. No. Identified Xs - Collections

RC1Low ROI due to less appreciation in prices (Market conditions)

RC2Multiple Invoices raised in quick succession

RC3No motivation or incentive for customers to pay before due date

RC4 Customer’s financial constraints

RC5 Delay in project

FIN

AL

RO

OT

CA

USE

S

S. No. Identified Xs – Loyalty / Referral

RC6 Sluggish Market – Poor ROI

RC7 Waiting for launches in new locations

RC8 Budget issues for low segment customers

RC9No knowledge about key features of other projects.

RC10Incompetence in handling product queries and objections

FIN

AL

RO

OT

CA

USE

S

16



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• Root causes were validated by Finance Controllers & Sales Head, being SME (Subject Matter Experts)

• Entire population (not sample) of data was considered & studied

• Root causes were identified based on Pareto of information obtained from the data captured by the team

VALIDATION OF FINAL ROOT CAUSES

01. Pareto Analysis

02. Complete Data Analysis

03. SME Validation

SME Validation

2.3.3 (CQ 1): How was (were) the final root cause(s)/improvement opportunity(ies) validated?2.3.3 (CQ 2): What evidence showed that the final root cause(s)/improvement opportunity(ies) were validated prior to solution development?


Correctness of deliverables & timelines validated at Project Toll Gate Review

Project Management Update2.4.0

2.4.1 (CQ 1): How was the correctness of the initial project scope, deliverables, and timings confirmed (or, what changes were made)?

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Changes Reason for change

Overdue metric was removedConsidering the complexities and dependency on multiple factors, the revision was made and a new team project was undertaken

Introduction of new team members in project team In order to replace the team members who left the organization & also to extend the reach of the project deployment, new team members were introduced

There was No changes in the project timelines

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Stakeholder Group Roles How were stakeholders involved

1. MRC

CEO & MD, Head EngineeringCFO, Head of Depts.

Approving Authority

2. Estate ManagementHead - Estate On Site experience of Customers

3. Engineering

Project Head, Regional Head, CHP, RHE

Construction progress update of the project Milestone Trigger for payment Demands

4. CRM

Head - Customer Care

Contributed ideas for new development Review the project Brainstorming for the potential reason Provider of internal data

5. Marketing & SalesHead - Marketing & Sales

Contributed ideas and Executed Campaigns & Events Training & Up Skilling of the Team

6. FinanceFinance Controller

Identification & Analysing of possible root cause (Cause Effect Diagram)

7. Customer Buyer Voice of Customers analysed for reasons of default

HOW STAKEHOLDER COMMUNICATE DURING

ROOT CAUSE PHASE


2.4.1 (CQ 2): How were the stakeholders involved and/or communicated with during the root cause/improvement opportunity phase of the project?

33

Project Meetings

Reviews

Group Discussion

Emails



2.4.1 (CQ 3): What stakeholder resistance was identified and /or addressed in this phase of the project?

34

Stakeholder Group Identified Resistance Impact Addressed / Action Taken

1. MRC No Resistance NA

2. Estate Management No Resistance NA

3. Engineering

Spacing of demands Holding of demands until readiness of the

tower & amenitiesHigh

Project specific decisions were taken in collaboration with the concerned stakeholders

No specific action as per business requirement

4. CRM Additional Activities, Tracking & Reporting High

Long Term benefits of the solutions & project deliverables communicated

5. Marketing & Sales

Efforts involved in Lead conversion & credit sharing

Collecting dues before grace period Adherence to cancellation process

High

Site Visit confirmation to be facilitated by Relationship Managers

Credit sharing criteria defined and approved Rigorous calling by RMs before due date CFT formed to action as appropriate

6. Finance

Interest Waivers Transfer / Upgrade from one project to

other Downgrade of unit Incentivise customers

High

Case by case discussion with FCs for resolution Early payment rebate scheme rolled out for

customers

7. Customer No Resistance NA

Degree of buy in: High - High Acceptance Medium – Acknowledges the Change Low - Does not accept the change

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2.4.1 (CQ 4): How was the appropriateness of the initial team membership and management routines confirmed?

35

TEAM APPROPRIATENESS

MANAGEMENT ROUTINES CONFIRMED

VALIDATING PARAMETER

DECISION/ RECOMMENDATION

1. Are the team members appropriate for the project now?2. Do we add additional team members?

Not required as the team was in sync with the KPIs and actionable were clearly assigned among current stakeholders



1. Is the frequency of team meetings & MRC review appropriate? 2. Do we need to do any changes?

Current allocated schedule, frequency and timelines are enough and suits the team

Team Model

FormingStormingNorming

Performing

SECTION 3

Solution/Improvement Development

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Possible Solutions or Improvements3.1.0

3.1.1.(CQ 1): What methods and/or tools were used to identify the possible solutions/improvements? 3.1.1 (CQ 2): Why were these methods and/or tools selected? 3.1.1 (CQ 3): How was the team prepared to use the methods and/or tools?

Brainstorming Benchmarking

WHY WAS THE TOOL USED

To generate ideas so as team can come up with long term and better solutions

To understand and adopt good practices from across the industry

TEAM PREPARED

▪ Training on the usage of the tool

▪ Alignment of other stakeholders/teams towards the end objective of the usage of the tools and potential outcome of the same

▪ Training on usage of the tool

▪ Research Study by industry leaders shared

37

Focus Group Discussion

To align stakeholders & get expert opinion

▪ Members met fortnightly for 2 Hours


SCATTER DIAGRAM

AFFINITY DIAGRAM

MULTIVOTINGGroup Judgement

were used to narrow down the list of

possible solutions

To identify potential RC

Possible solutions from Brain storming were grouped based

on work process


3.1.2 (CQ 1): What data was generated and how was the data analysed to determine the possible solutions/improvements?

38

Subject Matter Expert

inputs supported proposed solution

Practises fromacross

the industry supported

proposed solution

DATA GENERATED HOW WAS DATA ANALYSED

Scheme-wise Overdue list

Loyalty Funnel (Lead Tracking)

Multivoting SummaryPossible Solutions Participant 1 Participant 2 Participant 3 Participant 4 Participant 5 Participant 6 Participant 7 Participant 8 Participant 9 Participant 10 Total

Pro active communication and 3 5 7 7 3 2 6 5 5 7 50

Schemes with assured ROI can be given at

the time of Purchase. 5 1 4 6 9 4 9 38

Unit pricing to be as per the prevailing 9 10 2 8 2 9 1 4 45

Offer ancillary services for Lease and 10 3 5 9 1 7 2 4 6 47

Provide Rental Accommodation in case of

project delays 8 7 1 3 8 3 4 1 1 2 38

Offer Upgrade / downgrade / transfer 2 1 5 3 3 9 23

Provide soft furnishings/ white goods at 2 5 9 4 5 2 5 32

Enhance livability of the project through

readiness of all promised amenities and 6 4 3 4 1 2 6 7 3 36

Payment holiday for customers in CLP

having paid upto 75% 1 9 2 5 3 8 1 29

Tie-ups with Home Décor companies. 6 4 6 7 8 6 37

Early Payment incentives on the Demand

raised to pay before the due date 4 8 6 6 7 8 8 7 9 8 71

20


POSSIBLE SOLUTIONS IDENTIFIED


3.1.2 (CQ 2): What are the possible solutions/improvements? 3.1.2 (CQ 3): What evidence showed that the solutions/improvements identified were possible instead of final?

Evidence of solution possible but not Final

Possible Solutions were

finalized after study of

issues across multiple

Projects

Possible Solutions were

finalized after

brainstorming and inputs

/ validations with SMEs

Possible solutions were

shortlisted considering

the cost impact on

company as well as

project

39

24

Root Cause: Low ROI due to less appreciation in prices (Market conditions)

Possible Solutions

1. Pro active communication and engagement2. Schemes with assured ROI can be given at the time of Purchase3. Unit pricing to be as per the prevailing market rates4. Offer ancillary services for Lease and Resale5. Provide rental / resale options 6. Offer Upgrade / downgrade / transfer options7. Provide soft furnishings/ white goods at possession8. Early Payment Rebate Scheme9. Payment holiday for customers in CLP having paid upto 75%10. Tie-ups with home decor companies

Root Cause: No knowledge about key features of other projects

Possible Solutions

1. Training the employees on all projects2. Provide access of “Toogle” Portal – common platform where all project details can be viewed in one go3. Sales training to be provided for all offers/promotions rolled out for a project4. Weekly review by team Leads5. Daily calling and monitoring of Loyalty performance6. Mock up Sales call done to check the understanding of the knowledge and skill set 7. Provide Testimonials for better understanding of the project

Root Cause: Multiple Invoices raised

Possible Solutions

1. Spaced out payment plans2. Pre intimation to customers about the upcoming Demands3. Rigorous follow-up on pending dues4. Assess need for Loan assistance 5. Proactive adjustments of any compensation amounts payable6. Additional grace period to be considered on a case to case basis7. Share clarity on Other Charges through FAQs


Final Solutions or Improvements3.2.0

3.2.1 (CQ 1): What methods and/or tools were used to identify the final solution(s)/improvement(s)? 3.2.1 (CQ 2): Why were these methods and/or tools selected? 3.2.1 (CQ 3): How was the team prepared to use the methods and/or tools?

40

TOOLS

WHY WERE THESE TOOLS SELECTED

HOW WAS THE TEAM PREPARED TO USE THE TOOLS

To identify different types of possible solutions

To narrow the list of solutions and built consensus on the same

Trial run of the actual solution on the sample base to validate & verify

To involve the customer & get first hand feedback

Cross Functional Team discussion

Team Meeting and training for Pilot Testing the Solution

Communication about the Change & Pilot testing of the Possible solutions

Cross Functional Team discussion

Customer Validation

Focus Group Discussion Test RunMulti Voting

To check the viability of the solution

Meeting with SMEs to present final Solutions & seek Validation

SME Validation

21



3.2.2 (CQ 1): How were the methods and/or tools used to determine the final solution(s)/improvement(s)?

41

02

01

03

04

05

Verifying time

Verifying cost

Minimizing resistance

Verifying environment

and norms

Critical To Quality (CTQ) Impact

TimeImpact

Cost Impact

Potential Resistance

Detrimental Effect on EHS

Remedy Selection Matrix

Prioritising Revenue

Generation

Verifying time

Verifying cost

Minimizing resistance

Verifying environment

and norms

Criteria

Solution 1: Pre-intimation onupcomingdemands

Solution 2: Loan assistancefor customers

Solution 3: Rebateschemes

Solution 4: Proactive communication & engagement

Solution 5: Incentives to pay before due date for raised demand

Solution 6: Spaced out payment plans

Impact on the Problem H M L H L M

Cost of Implementation M L H M M L

Time to Implement L H M H M M

PotentialResistance L M H L M H

Detrimental Effect on EHS L L H L L L

Summary (1 being best, & so on)

1 3 2 4 5 6

Level of Impact: H: High M: Medium L: Low



3.2.2 (CQ 2): What was (were) the final solution(s)/improvement(s)?

No knowledge about key features of other projects: 2 Solutions

PK01 Sales training to be provided for all offers/promotions rolled out for a project

PK02 Provide access of “Toogle” Portal – common platform where all project details can be viewed in one goPK03 Daily calling and monitoring of Loyalty performance PK04 Weekly review by Team Leads

Multiple Invoices raised: 3 Solutions

MD01 Pre intimation to customers about the upcoming Demands

MD02 Assess need for Loan assistance

MD03 Spaced out payment plans

Low ROI Due To Less Appreciation In Prices (Market Conditions): 1 Solution

MC01 Proactive communication and engagement

MC02 Early Payment Rebate Scheme

MC03 Provide rental / resale options

MC04 Offer Upgrade / downgrade / transfer options

LIST OF FINAL SOLUTIONS & IMPROVEMENTS

42

LIST OF FINAL SOLUTIONS & IMPROVEMENTS

11

22


Identified Solution

Shortlisting & Validation of

SolutionPilot Testing

Results

Not validated

results

Root Cause Analysis

Modified Solution

Validated results


3.2.3 (CQ 1): How were the final solution(s)/improvement(s) validated?

43

VALIDATION OF FINAL RESULTS

VALIDATION PROCESS

360O degree validation process of each solution



3.2.3 (CQ 2): What evidence showed that validation was performed prior to implementation?

44

VALIDATION PROCESS

Validation done through

pilot testing

SME inputs taken to

support solutions

proposed

VALIDATION DONE PRIOR TO IMPLEMENTATION

Pilot testing of Solutions

Pre intimation CallingEarly Payment Rebate

Scheme

MonthYTD Target YTD Achieved %

Apr-162.83

1.87

66%

May-167.67

5.85

76%

Jun-1612.19

10.04

82%

Jul-1612.70

11.00

87%

Aug-1620.12

17.12

85%

Sep-1621.08

19.12

91%

Dec-1626.28

23.99

91%

Jan-1730.20

30.07

100%

Feb-1730.71

30.60

100%

Mar-1734.38

34.11

99%

AvezaMonth

YTD Target YTD Achieved %

Apr-16

2.24

0.22

10%

May-1644.19

21.48

49%

Jun-16

65.98

41.49

63%

Jul-16

67.24

54.11

80%

Aug-16

70.52

60.63

86%

Sep-16

71.91

64.78

90%

Oct-16

72.65

68.31

94%

Nov-1674.31

70.49

95%

Dec-16

74.42

71.32

96%

Jan-17

79.73

76.72

96%

Feb-17

81.62

78.31

96%

Mar-17

91.20

88.75

97%

Apr-17

91.26

88.81

97%

Amantra

Improved Performance Metrics

23


ADDITIONAL BENEFITS EXPECTED FROM THE FINAL SOLUTIONS ANTICIPATED BEFORE

Advance collections through rebate offers Yes

Improved customer experienceYes

Improved & revised process Yes

Enhancement in system Yes

Reduced overdues Yes


3.2.4 (CQ 1): What additional potential benefits were anticipated from the final solution(s)/improvement(s)? 3.2.4 (CQ 2): Were the additional benefits anticipated prior to implementation?

45



3.2.5 (CQ 1): What data was generated and how was the data analysed to justify why the chosen final solution(s)/improvement(s) should be implemented? 3.2.5 (CQ 2): What evidences showed that justification was performed prior to implementation?

VALIDATION CRITERIASolution Selection Matrix

BrainstormingData Analysis

Focused Group Discussion

Pilot Test Successful

Cost Benefit Analysis

PILOT TESTING

JUSTIFICATION PERFORMED DURING

PILOT PHASE AND SHOWN THROUGH

IMPROVEMENT

24 Possible Solutions

11 Shortlisted & justified Solutions

46

Weekly review of Loyalty performance by Team Leads

Early Payment Rebate Scheme

Month Amt in Cr Count

Apr-16 4.78 3

May-16 0.63 1

Jul-16 0.52 1

Aug-16 1.45 2

Sep-16 2.61 4

Oct-16 2.36 4

Nov-16 7.41 9

Dec-16 28.80 16

Tata HousingMonth YTD Target YTD Achieved %

Apr-16 2.24 0.22 10%

May-16 44.19 21.48 49%

Jun-16 65.98 41.49 63%

Jul-16 67.24 54.11 80%

Aug-16 70.52 60.63 86%

Sep-16 71.91 64.78 90%

Oct-16 72.65 68.31 94%

Nov-16 74.31 70.49 95%

Dec-16 74.42 71.32 96%

Amantra

24


THROUGH TOLL GATE REVIEW THE CORRECTNESS OF THE PROJECT SCOPE, DELIVERABLES AND TIMINGS WERE CHECKED


3.3.1 (CQ 1): How was the correctness of the initial or updated project scope, deliverables, and timing confirmed?

Methods Used

02. Timelines check

47

01. Project scope & deliverables check

Project Tollgate review done on

regular intervals with internal

stakeholders

Project Review with Champions

done on regular intervals to update

on progress and current status

SME Review for validity of the

actionable & measure its impact

Project Plan

PHASE START END

Define 1st Jun 2016 11th July 2016

Measure 12th Jul 2016 15th Aug 2016

Analyze 16th Aug 2016 30th Sep 2016

Improve 1st Oct 2016 30th Nov 2016

Control 1st Dec 2017 31st Mar 2017

01 02&



3.3.1 (CQ 2): How were stakeholders involved and/or communicated with during the solution/improvement phase of the project?

48

STAKEHOLDER INVOLVEMENT DURING IMPROVEMENT PHASE

Periodic project review & validation of the solution

Ensuring Readiness of the apartments during possession phase

Timely triggers for the milestone completions and monthly project updates

Involved in arriving at final solutions in collaboration with other stakeholders and implementing the same

Training on Sales Skills and Project USPs. Active Support in Sales Closure

Drafting of Customer Communication and formats / guidelines

Involved in arriving at final solutions & approvals for roll out

Pilot Testing of the Solutions

1. MRC

2. Estate Management

3. Engineering

4. CRM


6. Legal

7. Finance

8. Customer

25



3.3.1 (CQ 3): What stakeholder resistance was identified and/or addressed in this phase of the project?

49

STAKEHOLDER RESISTANCE IDENTIFIED AND ADDRESSED

Stakeholder Group Identified Resistance Addressed / Action Taken

1. MRC No Resistance NA2. Estate Management No Resistance NA

3. Engineering Concern about meeting committed

construction timelines and milestone triggers Tracking mechanism designed & executed

4. CRM

Apprehension about managing additional call volumes / service tickets and stiff deadlines

Inadequate time to align the day to meet the new expectations

Creating of pre-intimation call tracker Weekly with supervisor regarding work prioritisation R&R realigned

5. Marketing & Sales Considerable amount of time required in

Lead conversion, training & Up Skilling Sharing of the SOB credits and incentives

6. Finance

Concerns regarding the Cost – Benefit impact Uncertainty about the project achieving t eh

intended outcome and successful implementation of the changes

Daily dashboard published Regular reviews on the project status

7. Customer Repeated reminders for payments No financial incentives for making early /

timely payment

Explain benefits of pre-intimation calling and early / timely payment



3.3.1 (CQ 4): How was the appropriateness of the initial or updated team membership and management routines confirmed?

50

APPROPRIATENESS OF INITIAL TEAM MEMBERSHIP CHECKED

APPROPRIATENESS OF MANAGEMENT ROUTINES CONFIRMED

1. Are the team members appropriate for the project now?2. Do we add additional team members?

Not required as the team was in sync with the outcomes and actions to be taken

1. Is the frequency of team meetings & MRC review appropriate? 2. Do we need to do any changes?

Current allocated schedule, frequency and timelines are enough and suits the team

Appropriates & Timelines

validated through team

discussions and meetings





26

SECTION 4

Implementation and Results Verification


Stakeholder Considerations in Implementation4.1.0

4.1.1 (CQ 1): How were stakeholders involved in planning the solution/improvement implementation? 4.1.1 (CQ 2): How were stakeholders involved in implementing the solution/improvement?

52

STAKEHOLDER PLANNING THE SOLUTION

1. MRC Validation of the solution identified for implementation Reviews during the implementation phase

2. Estate Management Pre Possession project readiness Meetings

Ensuring Readiness of Apartments to facilitate collection of the Final Dues

3. EngineeringRedefining of the process related to payment milestonetriggers & Mock Up unit visit

Timely triggers and follow-ups for the implementation of the solution. Site readiness for Mock Up unit visit

4. CRMDevelop Framework of the Solution and implementation plan.

Communication of the Solutions. Training & Upskilling. Tracking & Reporting mechanisms.


Redefining of the Collection Process and Approach towards Loyalty / Referrals through active participation in Root cause analysis & solution generation

Dissemination of Project USPs to the CRM team & Sales Closure. Roll out of event & Campaigns. Joint Collection & Retention Efforts

6. LegalProcess design & guidelines for the Solutions to be implemented

Facilitate Tripartite Agreement Drafts to facilitate Bank Loans. Finalise communication for defaulting Customers.

7. FinanceProvide necessary approvals for effective & precise roll out of the proposed solutions.

Support in SAP system updation for collection and loyalty schemes

8. Customer Customer Feedback & VoC Pilot Testing of the Solution.

IMPLEMENTING THE SOLUTION

27



4.1.2 (CQ 1): What was done to anticipate resistance before it occurred?

53

➢ Tollgate reviews were conducted with project sponsor & champion after completion of each phase

➢ Concerns were discussed & analysed during internal reviews along with CRM team

➢ Focused group discussion were conducted with key stakeholder

➢ Each team/department, evaluated to classify them as blockers, advocates and indifferent

➢ Customer VoC inputs captured in the calling log during Relationship calls

➢ Concerns and inputs from customers were discussed during internal reviews to understand possible resistance

Tollgate Review Key Stakeholder Analysis Customer


Time allocated & Additional Work Volumes

Cost vs Benefits Uncertainty about the

intended Outcome


4.1.2 (CQ 2): What types of resistance were actually encountered during the course of solution/improvement implementation? 4.1.2 (CQ 3): How was the actual resistance identified?

54

▪ Challenges in completion of Process Check Lists.

▪ Internal Voices (Sales & CRM) during Reviews about lengthy & cumbersome Processes and frequent Reviews

HOW WAS RESISTANCE IDENTIFIED

▪ Incomplete reporting of the MIS – Collections & Loyalty lead trackers.

▪ SAP Reports – Customer Profile, Lead creation & assignment.

▪ Inconsistent Joint retention & Collection efforts (Sales & CRM*)

▪ Inadequate Training sessions by Sales on Project USPs & selling Skills

▪ Apprehension around Cost impact outweighing Benefits of the project during BSC (CRM / Finance) & Profitability Council Review.

Process Revisions/ guidelines

▪ Performance on Collection & Loyalty / Referral Sales inconsistent.

CRM* - Customer Relationship Management

28



4.1.3 (CQ 1): How was the actual resistance addressed?

55

One on One Meeting Group Discussion

▪ One on one meetings with cross functional SPOCS to explain the importance of prompt responses

▪ Long term benefits sharing with the comparison of other financial projects available

▪ Project team meetings with champion fortnightly

▪ Team meetings and idea sharing with key stakeholder every month

▪ Weekly team meeting on progress and new initiatives in collaboration with execution teams

Alignment to Organization’s Vision

▪ Alignment to organization’s big picture by sponsor and champions

▪ Approval and acceptance of solution framework & implementation plan amongst various stakeholders including execution team

▪ Inputs from leadership team on tracking critical parameters

Training & Up Skilling

▪ Process training Sessions conducted.

▪ Refresher trainings done for the teams

▪ Process Steps / Guidelines reviewed & approved.

▪ Assignment of Champions for both the key measures



4.1.3 (CQ 2): How did the team know it was successful in addressing the resistance?

56

PERFORMANCE METRICS

113.64

38.57

0.00

20.00

40.00

60.00

80.00

100.00

120.00

Till Jun 2016 March-17

Reduction in overall Overdues (In Cr)

6

54

0

10

20

30

40

50

60

Till Jun 2016 March-17

Training Participation

29



4.1.4 (CQ 1): What was the evidence of stakeholder group buy-in?4.1.4 (CQ 2): What evidence showed that buy-in was obtained prior to implementation?

Stakeholder Degree Evidence of buy-in

1. MRC High Getting approvals for the proposed solution

2. Estate High Acceptance of the proposed solutions arrived

3. Engineering High Implementing the solution

4. CRM High Implementing and monitoring pilot and acceptance testing

5. Marketing & Sales High Campaigns & events conducted

6. Legal High Availability of Draft Communication on a need basis

7. Finance High Approval for finances/budget during the implementation of the solution

8. Customer High Obtaining customer voice during RM Calling

Degree of buy in: High - High Acceptance Medium – Acknowledges the Change Low - Does not accept the change

57


Solution/Improvement Implementation4.2.0

4.2.1 (CQ 1): What process(es) or system(s) were changed or created to implement the solution/improvement?

58

Daily MIS Reports ensures tracking of data closely & take corrective measure immediately

SAP enhancements helped improve consistency in process adherence and availability of data for Analytics

Automated Dashboard built to

share and circulate real-time data with all stakeholders

Periodic Reviews helped

keep team in sync with key goals and improve performance

Initiation of CRM solution ensures mapping

of data with processes & provide data for analysis and corrective / preventive measures

30


Process automation: Customer Portal: Process Revision:

Solution/Improvement Implementation4.2.0

4.2.1 (CQ 2): What systems were changed or created to measure and manage the performance of the implementation?

59

To provide a Self Service platform for Customers for query / request management and information access

To facilitate ease of interaction with the Customer and Reporting mechanism.

To provide clear guidelines, TATs, Responsibilities. Introduction of additional effectiveness & efficiency measures.

A structured R & R program was created & rolled out


PROJECT RESULTS

Project Results4.3.0

4.3.1 (CQ 1): What were the results?4.3.1 (CQ 2): How did the results compare to the specific project goals/measures from Item 2.1.1?

60

7.15 11.71 15.37 18.13 21.52 31.50

61.22 72.10

83.82

124.17

-

20.00

40.00

60.00

80.00

100.00

120.00

140.00

Jun-16 Jul -16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17

LOYALTY ACHIEVEMENT(IN CR)

Exceptional performance demonstrated

Achieved Loyalty of 124.17 Cr against set target of 110 Cr

Interest cost reduced from Rs. 4 Cr to Rs1.2 Cr

Achieved Collection of 97% against set target of 93%

78%88% 87% 91% 93% 94% 94% 95% 96% 97%

0%

20%

40%

60%

80%

100%

120%

Jun-16 Jul -16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17

COLLECTION ACHIEVEMENT(%)

Targeted performance – 93%

Targeted performance – 110 Cr

Annualised saving accounted for total of Rs 13.8 Cr

31


Project Results4.3.0

4.3.2 (CQ 1): What additional benefits were realized from the project? 4.3.2 (CQ 2): How did the team measure any of the additional benefits that were “soft”?4.3.2 (CQ 3): How do the actual additional benefits that were realized compare to the expected additional benefits identified in Item 3.2.4?

CSAT Score achieved

Advance amount collected (In Rs. Cr)

Employee Feedback

Improved & revised process

Improved customer satisfaction score

Advance collections through rebate

75%86%36 cr

Enhancement in system

Decrease in >90 days overdues

12 cr

Reduced overdues

Employee Feedback

80%

SOFT SOFT

61

The actual additional benefits towards Advance Collections & Reduced Overdues were much higher than anticipated

SECTION 5

Sustaining and Communicating Results

32


Sustaining Results Over Time5.1.0

5.1.1 (CQ 1): What was done to make sure the process or system changes made during the implementation (Item 4.2.1) continued to be followed?

63

Sust

ain

ing

the

Ch

ange

✓ Automation of Collections Dashboard with key collections attributes

✓ Daily MIS being published : RM-wise, Project-wise, Business-wise

✓ SAP System Enhancements -Auto Escalations for Demands not Raised

✓ C4C Go-Live - Collections & Relationship Module, Auto Triggers for Collections & Loyalty Calling

✓ Revised Process Roll Out and Training on revised processes for the team

✓ Auto Creation of tasks on raising of Demands or Reminder triggers

✓ Web – Based Training/Skill Enhancement & Assessment Module Created & implemented

✓ Team Reviews by Team Heads & BSC Reviews

Automation of Collections Dashboard

Project Heir

SAP System Enhancements

C4C Go-Live -Collections &

Relationship Module in SAP C4C CRM

Process Audits

Training Programs

Regular Reviews

Sustaining the Change



5.1.1 (CQ 2): What evidence showed that this became part of the organization’s culture/operating strategy?

64

Best Practice sharing/ Rewards & RecognitionCommunication

33



5.1.2 (CQ 1): What was done to make sure the benefits obtained from the implementation will be maintained?

65

Enhanced customer experience: • Improvised

mechanism for customer interactions & tracking the same – C4C

• Automation of customer feedback requests and quarterly CTAs

• Customer Self-Help Portal

• ISO Certification

Process Revision:• Trackers for

Collection and Loyalty calls

• Monitoring of reasons for non-payment and Loyalty Funnel

• Process & policy revision

System Enhancement: • Automated

Dashboard for MIS & Collections Established

• Call tagging and creation of tasks for contacting customers for collections and loyalty

Internal Reviews:• Weekly

Collection and Loyalty performance reviews

• Reviews with FCs and CFO

• R&R for performance on collections and Loyalty

Internal Reviews


Communication of Results5.2.0

5.1.2 (CQ 2): What evidence showed that this became part of the organization’s culture/operating strategy?5.2.1 (CQ 1): How did the team communicate the results to the various stakeholders groups?

66

Team meetings: Current

achievements, way forward & next steps for the project

DAILY DASHBOARDS: CTQ

achievement and performance Gap

Periodic Performance Reviews: Tracking and reviewing effectiveness of the measures/processes implemented

MD town Hall: Project Success and

recognition of cross functional team

Project Grand Total

TH 166.21

TV 79.24

Grand Total 245.46

Target Feb 2017(Amount in Cr)

Project Grand Total

TH 15.51

TV 6.47

Grand Total 21.98

Collected as on 16th Feb 2017(Amount in Cr)

CRM Sales Grand Total

2.76 0.01 2.77

0.61 0.00 0.62

3.37 0.01 3.38

Not Due(Advance) Collected

34


KEY LEARNINGS

What went wellStakeholder Involvement

Customer Validation

Proactive Customer Communication

What could be better

Usage of Statistical Tools

67

THANK YOU

68

Documents

Parivartan - Satat Samriddhi · Tata Housing is part of Tata Group one of the Fortune 100 companies. Tata group touches 25% of worlds population through its different products & services