Lean Six Sigma At Airtel – Amit
Amit has been working in Bharti Airtel as the head of Operational Excellence for the past 14 years. The last two years that he spent in the quality department has exponentially improved his learning curve. Through Benchmark Six Sigma’s Green Belt program, he is studying the application of the DMAIC methodology more closely and implementation of Six Sigma concepts in day to day work. At the time when he was looking to make his projects faster, better and cheaper, lean Six Sigma was very handy. Lean focuses on reducing time through elimination of non-value adding steps in the process which is very relevant and applicable to the telecom industry. Right after his Six Sigma training he took up the project of TAT reduction in configuring the number series which was a main pain area among all circles of Bharti Airtel. Although the standard TAT to be taken was 31 days, the actual period extended to 51 days which led to inefficiency in the process and handoffs between the various functions and the stakeholders. After two brainstorming sessions with the core team, he managed to lay down the intense value stream mapping, identified the Non-value Adds (NVA) and finally, within three months the TAT of 51 days was reduced to 23 days pan India. He strongly feels that Six Sigma broadens the horizons of an individual in any organisation.