通讯公司咨询建议书.pptx

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,TELECOMMUNICATIONS,*,BELL,SOUTH,RTHUR NDERSEN&O,A,A,C,SC,TELECOMMUNICATIONS,*,BELL,SOUTH,RTHUR NDERSEN&O,A,A,C,SC,It is recommended that,for optimal,results,this file be printed to a Series III,or higher printer.,通讯公司咨询建议书,第1页,Our Understanding of Your Needs.2,Project Approach.6,Benefits of Our Approach.14,Project Timeline and Professional Fees.15,Exhibits,I.Project Experiences.16,II.Project Requirements.19,TABLE OF CONTENTS,Preliminary and Tentative,for Discussion Purposes Only,通讯公司咨询建议书,第2页,During the past several months,BST has initiated several corporate initiatives aimed at responding to the focus on excellence through quality.The total quality policy was adopted because BST realized the need to position itself more competitively within the industry.,CHALLENGES,The environment surrounding todays business is constantly changing.Pressure on the workforce is increasing from a variety of perspectives:,Increased workforce productivity,Changes in technology,Job complexity,Customer demands and expectations,Corporate wide responses:,Foundation Network Strategy,The Quality Advantage,Business Process Reengineering Efforts,Process Improvement Projects,Training&Documentation,BST RESPONSES,BUSINESS NEEDS,UNDERSTANDING YOUR NEEDS,通讯公司咨询建议书,第3页,BST/ANDERSEN,TEAM,BellSouth Telecommunications and Andersen have successfully worked together on a number of the business responses:,Business Process Reengineering-CORE,Job Design-AM Work Content Review,Training-Training and Documentation Project,FNS-Strategic Information Initiative,Florida Billing Settlement,Andersen is familiar with BellSouths efforts to improve the quality of service,and availability of services and productivity in customer services:,Service representatives and collection representatives represent the front line linkage and contact point for this service.,Moving to 24-hour-a-day,7-day-a-week availability requires changes for the company.,Small productivity increases in contact employee performance represent a substantial savings in BellSouths annual contact employee expenditure.,Future reengineering efforts will affect the system component of the provisioning process.,Andersen has historically realized significant and quick productivity savings in redesigning these processes.,CALL MANAGEMENT PROCESS IMPROVEMENT,UNDERSTANDING YOUR NEEDS,通讯公司咨询建议书,第4页,Effectiveness,&,Efficiency,Continuous,Improvement,Unit Costs,Process,Time,Customer,Service,Quality,BellSouth,Call Management,UNDERSTANDING YOUR NEEDS,通讯公司咨询建议书,第5页,PRIMARY BUSINESS OFFICE PROCESSES,10.0Customer Service,10.1Service Order Processing new service requests,LD carrier,transfers,charges,disconnects,etc,10.2Billing Inquires,10.3Respond to customer inquiries,10.4Telemarketing,10.5Directory assistance,11.0Billing and collection,11.1Credit policy administration,11.2Accounts receivable management and customer accounts analysis,11.3Past due accounts collection and payment arrangements,11.4Investigate and resolve customer account adjustments,11.5Service denial and restoration,11.6Bill generation,11.7Process and record payments,12.0Assignment,12.1Assign facilities,12.2Programming,13.0 Sales,13.1Sales/marketing planning,13.2Sales/marketing customer accounts,13.3Account development and service,13.4Telemarketing,13.5Directory assistance,14.0Records,14.1Customer records setup and maintenance,14.2Billing system setup and maintenance,14.3Exception processing,15.0Installation and Maintenance/Repair,15.2Maintenance and/repair loop testing,15.3Schedule and dispatch installation and maintenance/repair work,15.4Monitor and clear scheduled work,15.5Updating and maintaining maintenance/repair database,UNDERSTANDING YOUR NEEDS,通讯公司咨询建议书,第6页,Arthur Andersen Business Improvement Model:,Customer Focused Management,Strategic,Positioning,Performance,Measurement,Customer,Satisfaction,Process,Alignment,Change,Environment,Build Enduring Relationships,Improve Continuously,Manage Resources to Create Value,PROJECT APPROACH,通讯公司咨询建议书,第7页,BellSouth,Call Management Project,Phase I,Phase II,Phase III,Phase IV,Planning,&Preparation,Opportunity,Assessment,Process,Alignment,Performance,Measurement,Keys to Project,Joint BellSouth/Arthur Andersen teams,Effective communication with work force,Full-time,focused resources,Focus on simplification,streamlining and quality,Develop specific implementation plans,including process,organization,work force,targets,and time frames,PROJECT APPROACH,通讯公司咨询建议书,第8页,Phase I,Planning,&Preparation,Key Objectives,The key objectives of the Planning and Preparation phase are as follows:,Perform cluster analysis,Refine objectives and strategy,Organize teams,Further understand organization and key interfaces,Prepare kick-off communications,Plan project,finalize work plan and establish key target dates,Orient and train team members,Approach,The approach to achieving these objectives is to:,Hold project team meetings,Discuss communications strategy,Hold training sessions,Conduct a group team building exercise,Discuss activity dictionary with appropriate client personnel,Key Deliverables,The key deliverables of the Planning and Preparation phase are as follows:,Appoint and train project team,Finalize communications plan,Develop timeline for remainder of project,Activity Dictionary,PROJECT APPROACH,通讯公司咨询建议书,第9页,Phase II,Opportunity,Assessment,Key Objectives,The key objectives of the Opportunity Assessment phase are as follows:,Understand functions/processes/activities/tasks,Understand expectations of key constituents,Focus resources in high opportunity areas,Review customer satisfaction information,Approach,The approach to achieving these objectives is to:,Utilize joint AA/BST observation teams,Interview key managers and client personnel,Analyze and document key processes and activities,Survey client personnel,Perform sampling of significant work activities,Document“as is”performance of critical processes,Key Deliverables,The key deliverables of the Opportunity Assessment phase are as follows:,Obtain understanding of expectations,needs and concerns,Identify and obtain high-level understanding of opportunities,Current process map,Activity based costing analysis,PROJECT APPROACH,BellSouth,Call Management Project,Phase I,Phase II,Phase III,Phase IV,Planning,&Preparation,Opportunity,Assessment,Process,Alignment,Performance,Measurement,通讯公司咨询建议书,第10页,Phase III,Process,Alignment,Key Objectives,The key objectives of the Process Alignment phase are as follows:,Develop recommendations for work simplification,Obtain buy-in,Develop performance measures,Approach,The approach to achieving these objectives is to:,Perform detailed analysis of opportunities identified and developed,Redesign selected processes and document specific actions required to implement improvements,Review findings and obtain buy-in from key stakeholders,Key Deliverables,The key deliverables of the Process Alignment phase are as follows:,Revised processes,Organization and work force needs,Quantification of savings,Performance measures developed for continuous improvement,PROJECT APPROACH,BellSouth,Call Management Project,Phase I,Phase II,Phase III,Phase IV,Planning,&Preparation,Opportunity,Assessment,Process,Alignment,Performance,Measurement,通讯公司咨询建议书,第11页,Phase IV,Performance,Measurement,Key Objectives,The key objectives of the Performance Measurement phase are as follows:,Develop specific implementation plans,Communicate plans and action steps to appropriate personnel,Smooth transition into implementation,Approach,The approach to achieving these objectives is to:,Summarize,prioritize,and sequence opportunities for change,Develop high level implementation plans,Appoint implementation teams,Assign responsibility,Develop timeline and monitoring process,Develop and track key performance measures,Key Deliverables,The key deliverables of the Performance Measurement phase are as follows:,High level implementation plans,Staffing and budget modifications,Responsibility and timing,Management considerations for monitoring,Overall monitoring process,PROJECT APPROACH,通讯公司咨询建议书,第12页,Communication,Obtaining Buy-In,Turf Protection,Frequent management communication throughout process,Multilevel interaction,Participative process,Bottom-up analysis and clearance,Focus on activities,not people,Joint project teams,Development of objective data base,Strong management direction,Objective perspective of teams,Keys to Success,Management Issues,PROJECT APPROACH,通讯公司咨询建议书,第13页,Changing the Right Things,Obtaining Real Savings,Maintaining Service While Change Occurs,Linkage with business strategies,Focus on internal and external customers,Objective analysis,Strong management commitment,Setting a fast pace for analysis andimplementation,Buy-in at all levels,Measure results,Proper staffing of project,Fast pace,Communicate goals and objectives to all employees,Keys to Success,Management Issues,PROJECT APPROACH,通讯公司咨询建议书,第14页,Builds cross-functional understanding throughout organization,Injects fresh ideas and perspectives,Reduces cost,compresses elapsed process time and improves customer service,Utilizes knowledge base of how other companies have solved these issues,Use of experts minimizes your long term investment,BENEFITS OF OUR APPROACH,通讯公司咨询建议书,第15页,PROJECT TIMELINE AND PROFESSIONAL FEES,Months,Phase,1,2,3,4,5,6,7,8,I.Planning&Preparation,II.Opportunity Assessment,III.Process Alignment,IV.Performance Measurement,Management Checkpoints,Frequent management checkpoints will allow BellSouth to adjust the project scope,as required.,We will bill professional fees and expenses as incurred.We estimate fees for this project to be in the range of$900,000-$1,000,000(based upon 20 site visits and BellSouth participation as outlined in the“Project Approach.”),Our policy is that billings should be consistent with the value we provide.We will adjust our billings if you are not satisfied with the value you received.,Additional sites can be analyzed at marginal incremental costs.,通讯公司咨询建议书,第16页,Exhibit I-Project Experience,Major Local Exchange Carrier,Management Challenge,Increasing competition and deregulation movements have driven companies to focus their efforts on increasing their efficiency,effectiveness and customer service to achieve continued success.This Company believed improvements could be achieved in their Business Office service order and billing inquiry processes and activities to reduce costs and improve quality while increasing customer service.,Objectives,1.To determine whether service order and billing inquiry processing activities were streamlined effectively to meet customer needs.,2.To identify and develop recommendations to reduce processing cycle times while maintaining or improving customer service.,3.To develop recommendations to ensure a totally customer-focused organization.,4.To develop performance measures to support continuous improvement.,Approach,All significant Business Office work activities were reviewed for improvement.Process and activity analysis,activity-based cost analysis,work sampling and process mapping were used to help identify opportunities and develop recommendations.,Benefits,Business Office processes and activities were reengineered,resulting in decreased processing cycle time and increased customer service.Increased customer service levels were achieved through improvements in labor management and staffing.Performance measures were established to properly monitor these very important practices.Some of the significant benefits included:,The companys cost per service order decreased 35%while improving quality and increasing customer service.,Billing inquiry volume decreased 19%and processing time per inquiry decreased 25%.,The all-positions-busy and customers-waiting-in-queue time decreased significantly and resulted in improved customer service.,通讯公司咨询建议书,第17页,Major Local Exchange Carrier,Management Challenge,Management believed their current cost apportionment methodology did not appropriately reflect the specific work activities being performed by their employees.Additionally,they were obtaining inconsistent results with unexplainable variances between study periods.Arthur Andersen was engaged to design an improved methodology to more appropriately reflect employees specific work activities performed and increase the accuracy and consistency of results with explainable variances.Additionally,the methodology should be used to identify,develop and quantify work simplification and process improvement opportunities.,Objectives,1.Develop and design an improved methodology,within FCC requirements,to more appropriately reflect employees specific work activities performed and increase the accuracy and consistency of results with explainable variables.,2.Test and implement the redesigned cost apportionment methodology by executing the studies and providing variance explanations.,3.Identify,develop and quantify work simplification and process improvement opportunities.,Approach,We analyzed the companys customers,processes,activities and tasks to develop an activity dictionary at its lowest possible level of,differentiation.Producing activity-based information at its lowest level maximizes specifically identifiable activities(regulated or nonregulated)and minimizes shared activities(joint regulated and nonregulated).We designed a consistent,statistically valid,cost apportionment methodology based on activity-based costing techniques and principles.An activity-based method enabled us to identify and explain variances and identify,develop and quantify work simplification and process improvement opportunities.,Benefits,Employees-specific work activities were more appropriately reflected in study results.,Accurate and consistent results were achieved with explainable variances.,The impact of different operating practices between locations could be quantified to finalize cost/benefit analysis of certain internal“best practices”initiatives.,Performance and productivity improvements were identified,developed and quantified relating to work simplification and process improvement,organization design,labor management,marketing efforts and effectiveness,and customer service.,Exhibit I-Project Experience,通讯公司咨询建议书,第18页,Large Telecommunications Company,Management Challenge,The Companys bad debt percentage was continuing to increase and,management believed their collection efforts could be more effective.,Arthur Anderson was engaged to help streamline,prioritize and focus,collection work activities and processes to create a more effective,collection department.,Objectives,1.To determine if the activities performed added value to,collecting past-due amounts from customers.,2.To eliminate activities performed that did not add value and,streamline