版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請進(jìn)行舉報(bào)或認(rèn)領(lǐng)
文檔簡介
Itisrecommendedthat,foroptimalresults,thisfilebeprintedtoaSeriesIIIorhigherprinter.OurUnderstandingofYourNeeds................................................ 2ProjectApproach............................................................................... 6BenefitsofOurApproach.............................................................. 14ProjectTimelineandProfessionalFees........................................ 15ExhibitsI.ProjectExperiences..................................................................... 16II.ProjectRequirements.................................................................. 19TABLEOFCONTENTSPreliminaryandTentativeforDiscussionPurposesOnlyDuringthepastseveralmonths,BSThasinitiatedseveralcorporateinitiativesaimedatrespondingtothefocusonexcellencethroughquality.ThetotalqualitypolicywasadoptedbecauseBSTrealizedtheneedtopositionitselfmorecompetitivelywithintheindustry.CHALLENGESTheenvironmentsurroundingtoday’sbusinessisconstantlychanging.Pressureontheworkforceisincreasingfromavarietyofperspectives:
IncreasedworkforceproductivityChangesintechnologyJobcomplexityCustomerdemandsandexpectationsCorporatewideresponses:FoundationNetworkStrategyTheQualityAdvantageBusinessProcessReengineeringEffortsProcessImprovementProjectsTraining&Documentation
BSTRESPONSES BUSINESSNEEDSUNDERSTANDINGYOURNEEDSBST/ANDERSENTEAMBellSouthTelecommunicationsandAndersenhavesuccessfullyworkedtogetheronanumberofthebusinessresponses:BusinessProcessReengineering-CORE JobDesign-AMWorkContentReview Training-TrainingandDocumentationProject FNS-StrategicInformationInitiativeFloridaBillingSettlement
AndersenisfamiliarwithBellSouth’seffortstoimprovethequalityofservice,andavailabilityofservicesandproductivityincustomerservices:Servicerepresentativesandcollectionrepresentativesrepresentthefrontlinelinkageandcontactpointforthisservice.Movingto24-hour-a-day,7-day-a-weekavailabilityrequireschangesforthecompany.SmallproductivityincreasesincontactemployeeperformancerepresentasubstantialsavingsinBellSouth’sannualcontactemployeeexpenditure.Futurereengineeringeffortswillaffectthesystemcomponentoftheprovisioningprocess.Andersenhashistoricallyrealizedsignificantandquickproductivitysavingsinredesigningtheseprocesses.CALLMANAGEMENTPROCESSIMPROVEMENTUNDERSTANDINGYOURNEEDSEffectiveness&EfficiencyContinuousImprovementUnitCostsProcessTimeCustomerServiceQualityBellSouthCallManagementUNDERSTANDINGYOURNEEDSPRIMARYBUSINESSOFFICEPROCESSES10.0 CustomerService10.1 ServiceOrderProcessing[newservicerequests,LD carrier,transfers,charges,disconnects,etc]10.2 BillingInquires 10.3 Respondtocustomerinquiries10.4 Telemarketing10.5 Directoryassistance11.0 Billingandcollection11.1 Creditpolicyadministration11.2 Accountsreceivablemanagementandcustomer accountsanalysis 11.3 Pastdueaccountscollectionandpayment arrangements11.4 Investigateandresolvecustomeraccountadjustments11.5 Servicedenialandrestoration11.6 Billgeneration11.7 Processandrecordpayments12.0 Assignment12.1 Assignfacilities12.2 Programming13.0 Sales13.1 Sales/marketingplanning13.2 Sales/marketingcustomeraccounts13.3 Accountdevelopmentandservice13.4 Telemarketing13.5 Directoryassistance14.0 Records14.1 Customerrecordssetupandmaintenance14.2 Billingsystemsetupandmaintenance14.3 Exceptionprocessing15.0 InstallationandMaintenance/Repair15.2 Maintenanceand/repairlooptesting15.3 Scheduleanddispatchinstallationandmaintenance/repair work15.4 Monitorandclearscheduledwork15.5 Updatingandmaintainingmaintenance/repairdatabaseUNDERSTANDINGYOURNEEDSArthurAndersenBusinessImprovementModel:CustomerFocusedManagementStrategicPositioningPerformanceMeasurementCustomerSatisfactionProcessAlignmentChangeEnvironmentBuildEnduringRelationshipsImproveContinuouslyManageResourcestoCreateValuePROJECTAPPROACHBellSouthCallManagementProjectPhaseIPhaseIIPhaseIIIPhaseIVPlanning&PreparationOpportunityAssessmentProcessAlignmentPerformanceMeasurementKeystoProjectJointBellSouth/ArthurAndersenteamsEffectivecommunicationwithworkforceFull-time,focusedresourcesFocusonsimplification,streamliningandqualityDevelopspecificimplementationplans,includingprocess,organization,workforce,targets,andtimeframesPROJECTAPPROACHPhaseIPlanning&PreparationKeyObjectivesThekeyobjectivesofthePlanningandPreparationphaseareasfollows:PerformclusteranalysisRefineobjectivesandstrategyOrganizeteamsFurtherunderstandorganizationandkeyinterfacesPreparekick-offcommunicationsPlanproject,finalizeworkplanandestablishkeytargetdatesOrientandtrainteammembersApproachTheapproachtoachievingtheseobjectivesisto:HoldprojectteammeetingsDiscusscommunicationsstrategyHoldtrainingsessionsConductagroupteambuildingexerciseDiscussactivitydictionarywithappropriateclientpersonnelKeyDeliverablesThekeydeliverablesofthePlanningandPreparationphaseareasfollows:AppointandtrainprojectteamFinalizecommunicationsplanDeveloptimelineforremainderofprojectActivityDictionaryPROJECTAPPROACHPhaseIIOpportunityAssessmentKeyObjectivesThekeyobjectivesoftheOpportunityAssessmentphaseareasfollows:Understandfunctions/processes/activities/tasksUnderstandexpectationsofkeyconstituentsFocusresourcesinhighopportunityareasReviewcustomersatisfactioninformationApproachTheapproachtoachievingtheseobjectivesisto:UtilizejointAA/BSTobservationteamsInterviewkeymanagersandclientpersonnelAnalyzeanddocumentkeyprocessesandactivitiesSurveyclientpersonnelPerformsamplingofsignificantworkactivitiesDocument“asis”performanceofcriticalprocessesKeyDeliverablesThekeydeliverablesoftheOpportunityAssessmentphaseareasfollows:Obtainunderstandingofexpectations,needsandconcernsIdentifyandobtainhigh-levelunderstandingofopportunitiesCurrentprocessmapActivitybasedcostinganalysisPROJECTAPPROACHBellSouthCallManagementProjectPhaseIPhaseIIPhaseIIIPhaseIVPlanning&PreparationOpportunityAssessmentProcessAlignmentPerformanceMeasurementPhaseIIIProcessAlignmentKeyObjectivesThekeyobjectivesoftheProcessAlignmentphaseareasfollows:DeveloprecommendationsforworksimplificationObtainbuy-inDevelopperformancemeasuresApproachTheapproachtoachievingtheseobjectivesisto:PerformdetailedanalysisofopportunitiesidentifiedanddevelopedRedesignselectedprocessesanddocumentspecificactionsrequiredtoimplementimprovementsReviewfindingsandobtainbuy-infromkeystakeholdersKeyDeliverablesThekeydeliverablesoftheProcessAlignmentphaseareasfollows:RevisedprocessesOrganizationandworkforceneedsQuantificationofsavingsPerformancemeasuresdevelopedforcontinuousimprovementPROJECTAPPROACHBellSouthCallManagementProjectPhaseIPhaseIIPhaseIIIPhaseIVPlanning&PreparationOpportunityAssessmentProcessAlignmentPerformanceMeasurementPhaseIVPerformanceMeasurementKeyObjectivesThekeyobjectivesofthePerformanceMeasurementphaseareasfollows:DevelopspecificimplementationplansCommunicateplansandactionstepstoappropriatepersonnelSmoothtransitionintoimplementationApproachTheapproachtoachievingtheseobjectivesisto:Summarize,prioritize,andsequenceopportunitiesforchangeDevelophighlevelimplementationplansAppointimplementationteamsAssignresponsibilityDeveloptimelineandmonitoringprocessDevelopandtrackkeyperformancemeasuresKeyDeliverablesThekeydeliverablesofthePerformanceMeasurementphaseareasfollows:HighlevelimplementationplansStaffingandbudgetmodificationsResponsibilityandtimingManagementconsiderationsformonitoringOverallmonitoringprocessPROJECTAPPROACHCommunicationObtainingBuy-InTurfProtectionFrequentmanagementcommunicationthroughoutprocessMultilevelinteractionParticipativeprocessBottom-upanalysisandclearanceFocusonactivities,notpeopleJointprojectteamsDevelopmentofobjectivedatabaseStrongmanagementdirectionObjectiveperspectiveofteamsKeystoSuccessManagementIssuesPROJECTAPPROACHChangingtheRightThingsObtainingRealSavingsMaintainingServiceWhileChangeOccursLinkagewithbusinessstrategiesFocusoninternalandexternalcustomersObjectiveanalysisStrongmanagementcommitmentSettingafastpaceforanalysisandimplementationBuy-inatalllevelsMeasureresultsProperstaffingofprojectFastpaceCommunicategoalsandobjectivestoallemployeesKeystoSuccessManagementIssuesPROJECTAPPROACHBuildscross-functionalunderstandingthroughoutorganizationInjectsfreshideasandperspectivesReducescost,compresseselapsedprocesstimeandimprovescustomerserviceUtilizesknowledgebaseofhowothercompanieshavesolvedtheseissuesUseofexpertsminimizesyourlongterminvestmentBENEFITSOFOURAPPROACHPROJECTTIMELINEANDPROFESSIONALFEESMonthsPhase12345678I.Planning&PreparationII.OpportunityAssessmentIII.ProcessAlignmentIV.PerformanceMeasurementManagementCheckpointsFrequentmanagementcheckpointswillallowBellSouthtoadjusttheprojectscope,asrequired.Wewillbillprofessionalfeesandexpensesasincurred.Weestimatefeesforthisprojecttobeintherangeof$900,000-$1,000,000(basedupon20sitevisitsandBellSouthparticipationasoutlinedinthe““ProjectApproach.”)Ourpolicyisthatbillingsshouldbeconsistentwiththevalueweprovide.Wewilladjustourbillingsifyouarenotsatisfiedwiththevalueyoureceived.Additionalsitescanbeanalyzedatmarginalincrementalcosts.ExhibitI-ProjectExperienceMajorLocalExchangeCarrierManagementChallengeIncreasingcompetitionandderegulationmovementshavedrivencompaniestofocustheireffortsonincreasingtheirefficiency,effectivenessandcustomerservicetoachievecontinuedsuccess.ThisCompanybelievedimprovementscouldbeachievedintheirBusinessOfficeserviceorderandbillinginquiryprocessesandactivitiestoreducecostsandimprovequalitywhileincreasingcustomerservice.Objectives1. Todeterminewhetherserviceorderandbillinginquiryprocessingactivitieswerestreamlinedeffectivelytomeetcustomerneeds.2. Toidentifyanddeveloprecommendationstoreduceprocessingcycletimeswhilemaintainingorimprovingcustomerservice.3. Todeveloprecommendationstoensureatotallycustomer-focusedorganization.4. Todevelopperformancemeasurestosupportcontinuousimprovement.ApproachAllsignificantBusinessOfficeworkactivitieswerereviewedforimprovement.Processandactivityanalysis,activity-basedcostanalysis,worksamplingandprocessmappingwereusedtohelpidentifyopportunitiesanddeveloprecommendations.BenefitsBusinessOfficeprocessesandactivitieswerereengineered,resultingindecreasedprocessingcycletimeandincreasedcustomerservice.Increasedcustomerservicelevelswereachievedthroughimprovementsinlabormanagementandstaffing.Performancemeasureswereestablishedtoproperlymonitortheseveryimportantpractices.Someofthesignificantbenefitsincluded:Thecompany’scostperserviceorderdecreased35%whileimprovingqualityandincreasingcustomerservice.Billinginquiryvolumedecreased19%andprocessingtimeperinquirydecreased25%.Theall-positions-busyandcustomers-waiting-in-queuetimedecreasedsignificantlyandresultedinimprovedcustomerservice.MajorLocalExchangeCarrierManagementChallengeManagementbelievedtheircurrentcostapportionmentmethodologydidnotappropriatelyreflectthespecificworkactivitiesbeingperformedbytheiremployees.Additionally,theywereobtaininginconsistentresultswithunexplainablevariancesbetweenstudyperiods.ArthurAndersenwasengagedtodesignanimprovedmethodologytomoreappropriatelyreflectemployee’sspecificworkactivitiesperformedandincreasetheaccuracyandconsistencyofresultswithexplainablevariances.Additionally,themethodologyshouldbeusedtoidentify,developandquantifyworksimplificationandprocessimprovementopportunities.Objectives1. Developanddesignanimprovedmethodology,withinFCCrequirements,tomoreappropriatelyreflectemployee’’sspecificworkactivitiesperformedandincreasetheaccuracyandconsistencyofresultswithexplainablevariables.2. Testandimplementtheredesignedcostapportionmentmethodologybyexecutingthestudiesandprovidingvarianceexplanations.3. Identify,developandquantifyworksimplificationandprocessimprovementopportunities.ApproachWeanalyzedthecompany’scustomers,processes,activitiesandtaskstodevelopanactivitydictionaryatitslowestpossiblelevelofdifferentiation.Producingactivity-basedinformationatitslowestlevelmaximizesspecificallyidentifiableactivities(regulatedornonregulated)andminimizessharedactivities(jointregulatedandnonregulated).Wedesignedaconsistent,statisticallyvalid,costapportionmentmethodologybasedonactivity-basedcostingtechniquesandprinciples.Anactivity-basedmethodenabledustoidentifyandexplainvariancesandidentify,developandquantifyworksimplificationandprocessimprovementopportunities.BenefitsEmployees-specificworkactivitiesweremoreappropriatelyreflectedinstudyresults.Accurateandconsistentresultswereachievedwithexplainablevariances.Theimpactofdifferentoperatingpracticesbetweenlocationscouldbequantifiedtofinalizecost/benefitanalysisofcertaininternal““bestpractices”initiatives.Performanceandproductivityimprovementswereidentified,developedandquantifiedrelatingtoworksimplificationandprocessimprovement,organizationdesign,labormanagement,marketingeffortsandeffectiveness,andcustomerservice.ExhibitI-ProjectExperienceLargeTelecommunicationsCompanyManagementChallengeTheCompany’sbaddebtpercentagewascontinuingtoincreaseandmanagementbelievedtheircollectioneffortscouldbemoreeffective.ArthurAndersonwasengagedtohelpstreamline,prioritizeandfocuscollectionworkactivitiesandprocessestocreateamoreeffectivecollectiondepartment.Objectives1.Todetermineiftheactivitiesperformedaddedvaluetocollectingpast-dueamountsfromcustomers.2.Toeliminateactivitiesperformedthatdidnotaddvalueandstreamlineactivitiesthataddedvaluetothecollectionprocess.3.Toproperlyprioritizecollectionactivitiestoensurehighestpotentialpayback.4.Todesignperformancemeasurestosupportcontinuousimprovement.ExhibitI-ProjectExperienceBenefitsRedesignedworkprocessesandactivitieswereimplementedimprovingprioritization,focusandeffectivenessoftheCompany’scollectionefforts.NewCompanypoliciesandpracticeswereestablished,resultinginamorestreamlinedandeffectiveorganization.Performancemeasuresweredesignedtohelpachievedepartmentalgoalsandmonitordepartmentperformance.Someofthebenefitsincluded:TheCompany’scollectionsuccessrateincreased21%andtheirfinalaccountcollectionprocessingtimedecreasedsignificantly.Newpoliciesresultedinincreasedrevenuesandadecreasedvolumeofcertaincollectionactivities(e.g.,temporarydisconnects,etc.).TheCompany’sbaddebtpercentagedecreaseddramatically.ApproachAllsignificantcollectionworkactivitieswerereviewedforimprovement.Processandactivityanalysis,activity-basedcostanalysis,worksamplingandprocessmappingwereusedtohelpidentifyopportunitiesanddeveloprecommendations.ExhibitII-ProjectRequirementsSpace&ToolsRequirementsPlanningPhase:1.Workroomforteammemberstoconductplanning(10-15peoplecapacity).TrainingSessions:1.Roomtoconducttrainingsessions.Shouldbelargeenoughso10-25peoplecanattendthesession.2.Presentationequipment:Overheadprojectorandscreen,flipchartwithpens.InterviewandAnalysisPeriods:1.Workareafortheteamtoworkin.Hopefullysecuredorawayfrompeople,sotheteamcanfreelydiscusstheirideas.Largeenoughforbothteams,ortwoseparateroomsforthetwoteams.2.Areatoconductinterviewsandcommunicationsessions.Wewillneed2-4roomsforinterviewsandcommunicationsessions.Theteamscanbeveryflexibleontheinterviewspace(i.e.,wecaninterviewinlunchrooms,emptyoffices,etc.).MiscellaneousItems:1.Phonelinededicatedtoteamtoreceive/makephonecallsoraccesstoaphone.2.1-2laserjetprinters(preferablyHewlettPackardIIIorbetter).3.BellSouthteammemberswillneedcomputers(orhaveaccess)toassistintheiranalysis.SoftwareusedbyAA&Co.:MicrosoftWordMicrosoftExcelABCFlowcharterParadox4.AA&Co.canrentcomputers(forBellSouthteammembers)andprintersfortheproject.Ourcontractualrentalratesmaybelessexpensive.ExhibitII-ProjectRequirements1.Someonewhocandedicatefull-timeforthedurationoftheproject.2.IndividualshouldhavegoodunderstandingofCompanyandvariousorganizationsthatwillbeaffected.3.Wellrespectedbycraftandnoncraftpersonnel.4Someonewhoispositiveaboutchangeandcontinuousimprovement.5.Shouldhavegoodpresentation,writingandanalyticskills.6.Doesnotnecessarilyhavetobeinvolvedintheprocessesunderreview.7.Shouldbecomputerliterate.TeamMemberPersonnelRequirements9、靜靜夜夜四四無無鄰鄰,,荒荒居居舊舊業(yè)業(yè)貧貧。。。。12月月-2212月月-22Wednesday,December14,202210、雨中黃葉葉樹,燈下下白頭人。。。01:11:0801:11:0801:1112/14/20221:11:08AM11、以我獨(dú)沈沈久,愧君君相見頻。。。12月-2201:11:0801:11Dec-2214-Dec-2212、故人江海海別,幾度度隔山川。。。01:11:0801:11:0801:11Wednesday,December14,202213、乍見翻翻疑夢,,相悲各各問年。。。12月-2212月-2201:11:0801:11:08December14,202214、他鄉(xiāng)生生白發(fā),,舊國見見青山。。。14十十二月20221
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會(huì)有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫網(wǎng)僅提供信息存儲(chǔ)空間,僅對用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。
最新文檔
- 2025屆福建省尤溪縣高三最后一模數(shù)學(xué)試題含解析
- 2025屆廣東省茂名省際名校高考英語一模試卷含解析
- 河北省三河市第三中學(xué)2025屆高三第四次模擬考試數(shù)學(xué)試卷含解析
- 安徽省阜陽市成效中學(xué)2025屆高三壓軸卷英語試卷含解析
- 甘肅省定西市通渭縣第二中學(xué)2025屆高三考前熱身語文試卷含解析
- 2025屆全國大聯(lián)考高三第一次調(diào)研測試英語試卷含解析
- 《solidworks 機(jī)械設(shè)計(jì)實(shí)例教程》 課件 任務(wù)9.2 發(fā)動(dòng)機(jī)裝配體的設(shè)計(jì)
- 山東省棲霞市2025屆高三下學(xué)期聯(lián)合考試語文試題含解析
- 重慶第十一中學(xué)2025屆高考語文五模試卷含解析
- 2025屆青海省大通回族土族自治縣第一中學(xué)高考臨考沖刺英語試卷含解析
- 煤礦電氣試驗(yàn)規(guī)程
- 屋頂分布式光伏項(xiàng)目施工安全管理方案
- 新人教版高中物理課本必修1復(fù)習(xí)與提高AB組解析
- 關(guān)于轉(zhuǎn)發(fā)中國中鐵股份有限公司管理人員政紀(jì)處分規(guī)定試行的通知
- 標(biāo)準(zhǔn)節(jié)流裝置計(jì)算
- 企業(yè)行為模擬試驗(yàn)報(bào)告2016
- 清朝年號(hào)干支紀(jì)年對照表
- 菜么么收銀系統(tǒng)使用說明PPT課件
- 鋼軌超聲波探傷知識(shí)講解
- 水池滿水試驗(yàn)記錄表(自動(dòng)計(jì)算)
- 實(shí)體書店存在問題和對策
評論
0/150
提交評論