Samer Eskandarani & Ahmed Fahmy. May 16 th

Transcription

1 Samer Eskandarani & Ahmed Fahmy May 16 th

2 Fixed and Data Services provided by STC Home Fixed Home Phone Plus Home Phone Basic Internet Unlimited Internet Unlimited Fiber Unlimited Fiber Plus Home Wifi Solutions Services Invision Wholesale Fixed Atheeb Enterprise Fixed Jood Aamal Aamal Net Hatif Aamal 800 Toll Free Phone Number Universal Access Number 9200 Audio Conferencing Services Hotline Wi-Fi Solution SIP Trunk DID/DOD Atheer Wholesale Data L2VPN (N-I, I-I, N-N) Service L3VPN Service WDIA Service Enterprise Data IPVPN MW Virtual Private LAN Service VSAT Managed Data s Mobile IP VPN PLL Layer 2 E-Line (DWDM) Connectivity Backup Solutions Service Level Agreement QoS Solutions on IPVPN DIA Managed Router Service Managed Security Services Point of Sales (PoS) Solutions Mobile ATM

3 More than 3 million People at Hajj in Saudi Arabia

4 Program Strategic Intent STC is undergoing a major transformation of its Business Processes in order to: Enhance Customer Experience, be more -centric Achieve One View (360-degree) of Customers Accelerate Time-To-Market (TTM) Reduce Total Cost of Operations (TCO), move from Legacy to Commercial Off The Shelf (COTS) solutions Simplify Business Process, Achieve cost-effective operations Build In-House Capabilities for Best Practices 4

5 STC Process Journey used TM Forum Frameworx to improve Customer Experience through Smart Operations Process Journey Improvement Scope 6 Customer Facing Journeys Optimized Operations & Increased Efficiency Objectives Improved Customer Experience Smart Operation Process Unification, Simplification & Digitization Increasing capabilities on facing front tiers Operations Faster Deployment & Reduced Integration Time Process Journey Goals Q2Y17 Q3Y17 Q4Y17 Process Journey Improvement (CBU,EBU and WBU (6 Customer Facing Journeys)

6 Resource (Appilcation, Computing and Network) Supplier/ Partner Market Product & Customer Service Offer Accepted Manage Contact Customer identified Acquire Customer Data Customer data collected Detemine Customer Order Feasibility Credit worthiness checked Authorize Credit Order entry checked Check availability Issue Customer Order Check provisioning Customer Subscription Inventory Check availability Sevice Inventory Resource Inventory Services indentified Production order generated Issue Service Order Resources identified Issue Resource Order Track & Manage Customer Order Handing Order status provided Or Service ready for use Track & Manage Service Provisioning Track & Manage Resource Provisioning Supply needed Initiate S/P Requisition Order Complete Customer Order Allocate Specific Service Parameters to Services Services identified & available Resources identified & available Delivery executed Allocate & Install Resource Track & Manage S/P Requisition Close Customer Order Impiement, Configure & Activate Service Configure & Activate Resource Service configured & activitated Resource configured & activitated Receive & Accept S/P Requisition Create Customer Bill Invoice Test Service End-to-End Test Resource Invoice submitted Sub-order collected & tested Sub-order collected & tested Validate Customer Satisfaction Close Service Order Close Resource Order Invoice received by Service ready for using Extensive workshops were conducted resulting in 22 major improvements in the 6 process journeys 6 Major and all Relevant Sub-processes 161+ existing processes across field operations gathered and analyzed Discussing Together 80+ workshops 200+ participants from 40+ Departments Unified Process Gap Analysis Result 45+ gaps that identified during the analysis Yielding improvement opportunities with and without digitization 22 major improvement identified Process Automation Conceptual process model are ready. implement all reengineered processes in systems to be able realize full benefits

7 Efficiency Effectiveness Customer Experience Utilization Unification Key Improvement Areas and Strategy Pillars Efficiency: Improve the process to fix the top issues affecting the operation efficiency like internal wiring,remote resolution accuracy Effectiveness: Process Journey Utilization: Remove roles duplicates and overlaps Clear boundaries & Job description Customize the current process to improve the interfacing capabilities of front tier in both sales and call centers. Customer Experience: Improve Customer Touch points to have Customer interface processes centralized, avoid duplicates Systems & Digitization People & Tools Unification A unified shape for the high level assurance and fulfillment end to end processes between sectors

8 Operation Transformation Approach Key Success Factors: Bridge information Island Break resistance to change Establish sense of ownership Commit to timeline Avoid short-cuts Gain buy-in from key stakeholders Dedicated transformation team Operation Director owns transformation Divide transformation project into phases Prepare risk management & control plan Continuous Improvement Gap Analysis Assessment Transformation Mobilization Execution Planning

9 E2E Customer Assurance Process Journey - Business Process Framework Process Scope

10 Process Journey Decomposition Assurance L2 Process Journeys 3 L3 L4 L5 Process Layers Sub Processes Work Instructions (Tasks)

11 E2E Customer Assurance Process Journey Assurance Customer handler Service management Resource management Create Isolate Correct and recover Track and manage Create report Diagnose Correct and resolve Track and manage Create report Localize Correct and resolve Track and manage Integrating VOC (Voice of the with the VOM (Voice of the Machine ) with the VOT (Voice of field technician) for better operation efficiency and experience Report Report Report Close Close Survey and analyze Close Survey and analyze

12 Output S/P Problem Handler (MSP) Resource Handler RTH (Application, Computing and Network) (XNOC,XRDC) Service Problem Handler SPH (RRC,XNOC) Customer Problem Handler CPH (Call Center + Tier 1.5) Input The area of Customer,Service and Resources layers Communication Trouble Ticket to Solution- Service Assurance Value Chain -High Level Process V4 Phase Customer Call Customer Message from one of E-care Channels or Self VIP and Special accounts Our unique methodology approach utilize a generically analysis of the etom framework. Start Create Customer Isolate Customer Correct & Recover Problem Report Customer Problem 5 Track & Manage Customer Problem Close Customer Problem Report 6 1. Identify a pattern resemblance within the different layers ( handling,, and S/P management) i.e create a report, create a report, create a report etc ) 1 Survey & Analyze Service Service is Yes No affected Create Service Problem Diagnose Service Correct & Resolve Close Service Problem Report Problem Service Problem Report 10 Track & Manage Service B Problem Resource Is Yes No affected End 2. Identify the most correlated ITIL processes to our etom generic mapping (i.e event, incident, management) 1 Survey & Analyze Resource Trouble 12 Create Resource Trouble Report A Localize Resource Correct & Resolve Close Resource Trouble Resource Trouble Trouble Report 15 Track & Manage Resource Trouble S/P Involvement is No required B 3. Use our similarities and generic pattern with the strength of ITIL logical flow to provide best practices processes design. 1 Receive S/P Report Yes 17 Initiate S/P Problem Report Track & Manage S/P Report S/P Close S/P Problem Problem Report Problem Report Resolution A Customer Problem Final report T2S - Trouble Ticket to Solution

13 E2E Approach Benifits The exercise resulted in not only the identification of key steps involved in each end-to-end scenario, but also some areas of improvement within the Business Process Framework Easy to Understand E2E view of user journey. Level of Details High (Results in less rework at later stages of acceptance) The Customer-Centric and Network domain processes have enabled us to identify, understand, define and automate key -affecting processes. The process model complements Business Process Framework by providing an endto-end process flow driven view to the different functional groupings.

14 Customer Problem Handling Service management Assurance Customer handler Resource management Create Convert Report to Service format Convert report to Resource format Generate report Obtain configuration information Categorize and prioritize Check for major outage Isolate Verify product configuration Perform specific diagnostics Perform specific test Notify track and manage root cause Identify root cause / check for workarounds Escalate to support team Obtain permanent fix or workaround Create restoration plan Create known record Correct and recover Manage Product restoration Report product restoration Isolate Determine resolution feasibility and justification Implement workaround Test and Validate Implemented solution Initiate Change request Track and manage Coordinate Cancel Escalate and end Perform initial diagnosis Check known error Monitor resolution update Report Monitor Distribute notification Distribute management report and summaries Analyze request for information Close Contact for feedback Complete and validate CP report Update time to restore Close CP Report Communicate improvement oppurtunity Update continuous improvement Update Knowledge management

15 Service Problem Management Assurance Customer handler Resource management Service management Create report Convert Report to Service format Generate Obtain configuration information Categorize and prioritize Estimate time for restoring Check for major outage Diagnose Verify configuration Perform specific diagnostics Perform specific test Notify track and manage root cause Identify root cause / check for workarounds Escalate to support team Obtain permanent fix or workaround Create restoration plan Create known record Stop and start audit on s Schedule routine tests Correct and resolve Isolate Invoke support management processes Determine resolution feasibility and justification Implement workaround Reassign / reconfigure failed Test and Validate Implemented solution Initiate Change request Manage restoration Track and manage Coordinate Cancel Escalate and end Perform initial diagnosis Check known error Monitor resolution update Perform final testing Report Monitor Distribute notification Distribute management report and summaries Analyze request for information Close Complete and validate SP report Update time to restore Close SP Report Communicate improvement opportunity Update continuous improvement Update Knowledge management Survey and analyze Detect Filter alarm notifications Correlate alarm notifications Manage event throttling Abate alarm event records Manage alarm notifications Trigger defined alarm actions

16 Resource Trouble Management Assurance Customer handler Service management Resource management Create report Convert Report to format Generate Estimate time for restoring Localize Verify configuration Perform specific diagnostics Perform specific test Notify track and manage root cause Categorize Stop and start audit on s Schedule routine tests Correct and resolve Repair / replace failed Isolate unit with fault Manage standby units Implement workarounds Invoke support management processes Review major Track and manage Check known error Coordinate Perform first in testing Cancel Monitor resolution update Perform final test Engaging external suppliers Report Monitor Distribute notification Distribute management report and summaries Analyze request for information Close Complete and validate RT report Update time to restore Close RT Report Communicate improvement opportunity Update continuous improvement Update Knowledge management Survey and analyze Detect and log Filter alarm notification Correlate alarm notifications Manage event throttling Abate alarm event records Manage alarm notifications Trigger defined alarm notifications

17 Process Definition Principles (1): Process Definition Principles, grouped in Strategic Principles,Design Principles and Usage Principles that are to be taken in consideration in the definition of the processes: Strategic Principles o Keep it simple: Define lean processes, leaving out unnecessary complexity. o e2e View: Consider processes with an e2e view, ensuring complete seamless flow o Reuse: Define standardized processes that can be reused as much as possible among different channels, products, segments and operations. o Real time processes: Focus on speeding performance and improving experience through online and automated processes, over manually operated. o Multichannel & Self assisted processes: Support Digital Telco by enhancing user selfmanagement and enabling multichannel experience.

18 Process Definition Principles (2): Design Principles o Think ahead: Design processes capable to meet future needs. o Adopt vs. Adapt: Focus design on the to-be, instead of the as-is, leveraging in best practices and achieving fast designed processes o Happy Path scenario: Start process design with the most common scenarios. o Quantify it: Design and optimize processes according to the value added to the business and measure KPIs. o First time right: Design robust processes when business strategy is mature enough

19 Modeling of End-to-End Scenarios The modeling of End-to-End Scenarios with help of reference business flows can be accomplished in four steps: 1.Definition of Process Ownership of End-to-End Business Streams 2.Analysis of As-Is-Status / Prioritization and Scoping 3.Mapping of etom with End-to-End Business Flow 4.Decomposition of Process Groupings and Definition of Business Flow Definition of Process Ownership Analysis of As-Is-Status / Prioritization and Scoping Mapping of etom with End-to-End Business Flow Decomposition and Definition of Business Flow etom complaint End-to-End Scenarios

20 etom defines best practice processes for telecom operations & enterprise effectiveness that is used in the STC new etom 17.0 Operations Relevant Process Domains reorganization etom 17.0 High Process Model STC New Functional Descriptions Support & Readiness Processes incl. Governance & Interfacing processes Core Assurance Process

21 Process Journey Improvement Use Cases (1/2) Problem High Sales Order Rejection Creation of Sales Orders which are not actually feasible to be delivered Problem Reducing Repeat TT due to Inside Wiring Low satisfaction for complaints related to inside wiring with high number of repeated TTs Solution Introduce Order Feasibility process Confirm speed and network facilities before issuing new order Solution New process for special handling of s having inside wiring issues Benefits Expected: Reduction in sales order rejection, held orders and improved experience Benefits Expected: Reduction in repeat tickets for inside wiring and improved experience

22 Process Journey Improvement Use Cases (2/2) CPE Proactive Complaint Handling Problem Reactive handling of complaints after being raised by s Solution Introduce process to proactively monitor & resolve connectivity issues before raises complaint Benefits Expected: Reduction in fault rate and improvement in overall experience Improving Remote Resolution Problem Cable repairs needed to be checked physically by dispatching field technicians after repair Solution Introduce End-to-End testing process with remote teams (Tier 1.5 & RRC) Benefits Expected: Increase in Remote Resolution Efficiency to meet the targeted values E2E CPE Management Problem Customers relocating premises receive a new CPE, while previous CPE is not recovered Solution Introduce E2E CPE Management process to handle the CPE replacement and maintenance Benefits Expected: Reduction in material spend on new CPEs

23 Use Case: Listening to VOM (Voice of the Machine) Proactive Alarms Context Proactive Warning of Problems 80 % of VVIP complaints and CEO comes from reactive handling of complaints Decreasing satisfaction due to delay for resolving his s Process Journey Role Benefits Delivered Add process to actively monitor the overall health of the Fiber network, detect possible s before it happens and Initiate appropriate follow-up actions in a timely manner in response to network events plus Root Cause Analysis. Sample Problems detected: Loose Connection,Cable/Fiber Cut, Feeder Fiber cut, Dirty Fiber After implementing the improved process: Increase experience reduce the delay for resolving his s. Reduce visit and Repeated Call Reduce OPEX

24 Survey & Analyze Resource Trouble as Voice of Machine - VOM

25 Trouble Ticket End to End Ticket Resolution Fill in Request Audit Dispatch Handle Feedback As Is No proactive Integrated Alarm Root Cause Analysis with Consolidated Surveillance units Customers are only notified of ticket statuses when they call the call center Poor dispatching process for technician, Poor shooting with the while he is on the call Customer interface processes not centralized, Best Practice Approach Proactive Integrated Alarm Root Cause Analysis with Consolidated Surveillance units Proactive notifications are sent to s in cases of major outages. transparency into the handling process and the being informed of any timelines for resolution Automatic ticket dispatch based on configurable criteria, including skills, travel time, distance, available materials etc Tier 1.5 support for the call centre to improve the shooting with the while he is on the call Customer interface processes centralized, i.e. only the call center or channel that interacts with the. Visible, Traceable, Evaluation 1300 TT a day 99% are resolved within 24 hours. We were able to bring them down to 12 hours.

26 Process Layers Customer Care Remote Teams Field Teams Channels - Contact Center - VIP / Digital Steps Error Steps STC Teams Call Center.. RRC Filtration RRC Tier 2 Work Center FO - Field Tech FO - TMC FO - Cable NO - NOC/TAC NO - Cable TT Creation <10% complaints resolved on-call 26 handoffs between various teams for resolving tickets Systems / Tools OneView ICMS RTTS WFM.. NW Tools (Up to 20) Avg. Time (including wait time) 1-8 hrs 1-4 hr 4-24 hrs <1 hr <15 min 1-8 hrs <15 min <5 mins 28 Systems and tools to switch between for diagnosing and resolving throughout the journey ~19hrs Avg. time for ticket resolution

27 Process Layers Customer Care Remote Teams Field Teams Customer Care Channels - Contact Center - VIP / Digital - Alarm Steps Error Steps STC Teams Call Center RRC Tier 1.5 RRC Filtration RRC Tier 2 Work Center FO - Field Tech FO - TMC FO - Cable FO - NOC/TAC NO - Cable TT Creation >70% technical calls received by Tier 1.5 resolved on-call 64% handoffs optimized / automated (from 26 to 9) Systems / Tools OneView CRM (BSST) RTTS WFM - Comarch.. NW Tools (Up to 20) 82% less switching between systems (from 28 to 5) Avg. Time (including wait time) hrs <15 min <1 hr <1 hr <1 hr hrs <15 min <5 mins Time reduction ~75% ~90% ~90% ~90% 65% Avg. time reduction (from 19 hrs to 6 hrs)

28 Home Fixed Visualizing the Process Journey Redesign Initiative Assurance Journey Redesign 65% Ave. Time Reduction 80% Less switching between systems and tools 64% less hand-offs between teams AS-IS TO-BE

29 Business Process Automation Benefits 30% Remo te team Alarm 2 Create 1 Trouble Dispatch Fault location Ticket Ticket processing Alarm clear 4 Ticket close TT caused by Major outage : Auto assign Technician Regio n NOC Manager 3 5 Work Order Alarm tracking 1 Auto 2 Auto 3 Auto create 4 Auto Ticket 5 creation dispatching WO Closure Create tickets from network alarms automatically Automatic assign tickets base on best practice rules. E.g. Network type, staff skill Automatic create work order when field task needed. 3 Automatic close ticket when Alarm clear Correlated ticket closed Defined rule Auto Escalation Any critical fault or SLA violation could be escalated to managers automatically 60% TT caused by Resource alarm: Auto close when receiving alarm clear TT auto create from Fault Management 90% 100% TT caused by environment alarm: Auto assign and close Decrease workloads by 30% via the built-in rules

30 A large number of benefits have been realized and are planned to be realized after automation of the process journey Benefits Realized Centralized interface process to improve touchpoints Tier 1.5 established to provide on-call technical support to s Proactive monitoring and resolving connectivity issues initiated Repeated Fault Task Force setup to eliminate causes of repeated tickets Customer centric, cross functional notification and escalation process developed for major outages Eliminated overlaps and gaps of process responsibilities between cross-functional stakeholders alon with organizational redesign by ADL Common language driven by etom standards to improve crossfunctional collaboration Benefits after Process Automation Up to 60% time reduction in ticket handling Up to 80% less switching between systems and tools to shoot Up to 70% less hand-offs between different people for processing tickets Automatic dispatching to right technicians at the right time with the right tools based on best practice rules Independent and automated confirmation for closure and feedback Better informed s via automated notifications on their ticket / order status Technicians empowered to perform more actions directly from the field Less overhead from backend teams required for handling process failures Better quality and governance monitoring through real-time reporting and enhanced dashboards

31 Key Insights and learning 1. Vision 2. Intelligence & engagement 3. Processes detailed 4. Customer Digital Journey and virtualization

32 Thank you