Piramal Way of Problem solving KAPS approach

Sept 12

Sales Training

Context...
Our dynamic business will throw various challenges Needless to say, problems should be resolved quickly to effectively

manage the business

You all will agree that, we need to have a very methodical approach to resolve the problem Currently we all apply our own learning's or methods which may or may not be very structured approach to resolve the problem

Hence we all need to have a uniform methodical approach to resolve

the problem

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What is Piramal Way of Problem solving?

How will we learn to have this structured problem solving approach?
Through a well accepted real life Case Study methodology

Why Case Study Methodology?

To resolve the problem, we should have Problem; Case study captures live problems faced by us. This helps participant to connect with the situation. Moreover Solving Case study involves participant & ensures application of various tools\Techniques used in Piramal way of problem solving

When is the training?

It will be rolled out today. We will take you through various tools & techniques used. We call it as KAPS approach What is KAPS? K- Knowledge of problem, A- Analyze the root cause of problem P- Prioritize high impact area, S- Sign-off (a time bound action plan)
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Case Study :KAPS Brief

Parag is an ABM who is based out of Kolkatta having 3 SOs and Hari is a performing SO in his

team who is in the system for last 2 years and is having 4 TSOs reporting to him. Anil is one
of the TSO in his team who is very energetic and want to earn more incentives. Hari handles a cluster business of 8 lacs out of which Anil has been given a target of 1.25 lacs. Since the time company is driving for 30 PC Hari is conveying the same to his TSOs. Anil has an avg PC of 17 and 80% of his POB is executed however he is struggling to increase PC, during joint work with SO his PC goes up but again while working alone he is not able to do 30 PC and hence ends up with 70% of target ach. When ABM did joint work along with Hari he observed him speaking to his TSO over phone asking why everyday PC is low and is telling him to start work early, dont miss any outlets, do effective call, do effective visibility

activities and your PC will improve. Anil is frustrated and shares with ABM that he do not
know how to increase PC but his SO tells him to do 30 PC everyday. What do you think is the problem? What will you discuss with Hari to help his TSO to increase his PC

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Knowledge(of Problem)
STEP 1

Read the Case Study & write down, according to you What is the problem?

How to define the Problem Statement?

First and very important, Put yourself into the case Study situation What is the problem from your perspective? Is this description any different from the customer's\Business perspective? Why do you think this only is a problem? Do you have data to support this? What is the business impact TIP: While writing Problem statement; The problem description must not include causes or solutions.

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Knowledge(of Goal)
STEP 1 Cont. You will agree that we should start with end in mind

Write Goal Statement

What is to be accomplished and by when? Do you have time and resources required to resolve the problem?

If not, how will you get it?

What will you measure to show that the problem has been solved?

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Piramal way of Problem solving KAPS approach

Knowledge
Problem Statement 1. TSO is unable to achieve PC average of 30 2. TSO seems to have high willingness to improve his PC, buts lacks ability (Knowledge & Skill)

Analyze

Goal Statement To___________________________

Start Date End Date

Prioritize

Sign-off

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Analysis of Problem
STEP 2

What is the problem Why the stated objective is not happening currently?

Should we only manage Symptoms OR understand the Root Cause & resolve it?
Symptom - Stomach Pain
Symptom Head Ache

Root Cause Root Cause Bad food Eye sight Problem Dont take painkillers; get eyes checked up

Dont take pain reliever; change food habits

Correct Root Cause Dont Suppress only the Symptoms

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Identify Cause & Effect using Fishbone analysis

In 1953, Kaoru Ishikawa, Professor of the University of Tokyo, used the Cause & effect diagram for the first time. A cause & effect diagram is also called a Fish Bone diagram since it looks like the skeleton of a fish.

Professor Ishikawa

Measurement

People

5th Why

Process
1st Why

4th Why 3rd Why 2nd Why

Effect

Material

Equipment

Environment

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Part 1 :Cause & Effect Analysis

Measurement People
5th Why 4th Why 3rd Why

Process

At least ask Why 3 Times

2nd Why

1st Why

Do Why Why Why Analysis for the significant causes.

Effect

Material

Equipment

Environment

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Illustrative Example of Root Cause Analysis

Issue

Why PC is 17 & not 30 as expected?

TSO capability Why is he unable to book? VAF communication? Low CTP placement & performance Poor relations with retailer Route plan adherence?

POB execution 80% Last order not supplied Last order supplied late Machine (technology), No F/U with DB for POB execution Route plan not Method aligned to(process), DB

6Ms

Material, Manpower, Measurement, Mother Nature

Applicable to Manufacturing Environment

Why PC is 17 & not 30 as expected

Policy Is TC 50? IF TC is <50, Is DVL complete? Is he starting market work late? Is OL sequence right

5Ps

Product, Place, Promotion, People, Process

Applicable to Sales & Marketing Environment

Planning & F/U Before starting the market ,has he planned brand wise PC During the day has he checked the progress of plan?

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Part -2 of Step 2: Using Why-Why?

What is the problem Why the stated objective is not happening currently?

STEP 2

Use Why?
Once you list down various causes for defined problem statement, Ask Why is this cause?

You should continue to ask Why? till you get real reason
for this cause

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Illustrative Example of Why-Why?

Issue

Why POB execution is only 80%

Therefore

Why 1?

Some Retailers do not accept DBs order supply

Therefore

Why 2?

These retailers were having stocks

Therefore

Why 3?

These retailers brought stocks from other DB as the supply was 5 days late

Therefore

Why 4?

Because TSO & DBs beat days are not aligned

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Piramal way of Problem solving KAPS approach

Knowledge
Problem Statement 1. TSO is unable to achieve PC average of 30 2. TSO seems to have high willingness to improve his PC, buts lacks ability (Knowledge & Skill)

Analyze
POB execution 80% Last order not supplied Last order supplied late No F/U with DB for POB execution Route plan not aligned to DB TSO capability Why is he unable to book? VAF communication? Low CTP placement & performance Poor relations with retailer Route plan adherence?

Goal Statement To___________________________

Why PC is 17 & not 30 as expected

Start Date End Date

Policy Is TC 50? IF TC is <50, Is DVL complete? Is he starting market work late? Is OL sequence right

Planning & F/U Before starting the market ,has he planned brand wise PC During the day has he checked the progress of plan?

Prioritize

Sign-off

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Prioritize
STEP 3
List down root cause as identified in step-2

Pareto Principle
20% of the process characteristics cause 80% of the problem In other words Major problems are caused by very few reasons

Effort Impact Matrix

- Out of many reasons which we have identified in step-2, very few will have high impact

Reasons
1. _______

Effort
H/M/L

Impact
H/M/L

Score
Effort*Impact Eg. L*H=LH

2. ________

H/M/L

H/M/L

We need to identify these high impact area (high score)

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Piramal way of Problem solving KAPS approach

Knowledge
Problem Statement 1. TSO is unable to achieve PC average of 30 2. TSO seems to have high willingness to improve his PC, buts lacks ability (Knowledge & Skill)

Analyze
POB execution 80% Last order not supplied Last order supplied late No F/U with DB for POB execution Route plan not aligned to DB TSO capability Why is he unable to book? VAF communication? Low CTP placement & performance Poor relations with retailer Route plan adherence?

Goal Statement To___________________________

Why PC is 17 & not 30 as expected

Start Date End Date

Policy Is TC 50? IF TC is <50, Is DVL complete? Is he starting market work late? Is OL sequence right

Planning & F/U Before starting the market ,has he planned brand wise PC During the day has he checked the progress of plan?

Prioritize
Action Plan Poor CTP Communication 80% POB execution Effort H/M/L H/M/L Impact H/M/L H/M/L Score

Sign-off

Improper beat alignment DB

No brand wise plan for the day No checking of PC during the day

H/M/L
H/M/L H/M/L

H/M/L
H/M/L H/M/L

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Sign Off
STEP 4
Prepare time bound action plan & the person responsible for each action

Prepare time bound action plan Who will be owner of the activity

Who will be responsible to execute that activity

Follow-up on agreed action plan

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Piramal way of Problem solving KAPS approach

Knowledge
Problem Statement 1. TSO is unable to achieve PC average of 30 2. TSO seems to have high willingness to improve his PC, buts lacks ability (Knowledge & Skill)

Analyze
POB execution 80% Last order not supplied Last order supplied late No F/U with DB for POB execution Route plan not aligned to DB TSO capability Why is he unable to book? VAF communication? Low CTP placement & performance Poor relations with retailer Route plan adherence?

Goal Statement To___________________________

Why PC is 17 & not 30 as expected

Start Date End Date

Policy Is TC 50? IF TC is <50, Is DVL complete? Is he starting market work late? Is OL sequence right

Planning & F/U Before starting the market ,has he planned brand wise PC During the day has he checked the progress of plan?

Prioritize
Action Plan Poor CTP Communication Little F/U on POB execution Improper beat alignment DB No brand wise plan for the day No checking of PC during the day Effort H/M/L OR 3/2/1 H/M/L OR 3/2/1 H/M/L OR 3/2/1 H/M/L OR 3/2//1 H/M/L OR 3/2/1 Impact H/M/L OR 3/2/1 H/M/L OR 3/2/1 H/M/L OR 3/2/1 H/M/L OR 3/2//1 H/M/L OR 3/2/1 Score

Sign-off
Action Plan Asks him to Meet DB understand his Beat plan & align the days Direct TSO to check POB execution on daily basis Morning call to TSO to help him plan his days brandwise target & ask him to keep tracking the progress 1-2 times in a day Build communication skills thru mock calls, demo Ow ner Responsi bility Target Date

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Scoring on KAPS Approach

Rating Basic , Adequate & High Every quarter scores will be awarded, depending on approach of participant
Basic will be awarded WHITE cap Adequate will be awarded YELLOW cap High will be awarded Green cap

Every ZHRE will be applied 1 case per Quarter Every ABM will be present 1 case per month during MRM

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Case study solutions KAPS ApproachRating

Basic Able to do basic data analysis. Marry it with organizational Guidelines / Priorities / Benchmark industry practices or requirements. Adequate Able to analyze different problems in the case by using Fish bone technique. Is also able to drill down why is it a problem (Using Why? Why? approach) & reach exact reason & propose required solution. High Able to identify different problems using Fish Bone technique. Using Pareto principle able to analyze & prioritize focus on high impact properties which needs to be resolved. Also proposes solution using Kaizen Approach to get Quick Hits. Identify & plan to arrest problems ensure follow up
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Thank You

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