某某通讯公司咨询建议书英文(ppt 21页).ppt

Itisrecommendedthat,foroptimalresults,thisfilebeprintedtoaSeriesIIIorhigherprinter.,OurUnderstandingofYourNeeds.2ProjectApproach.6BenefitsofOurApproach.14ProjectTimelineandProfessionalFees.15ExhibitsI.ProjectExperiences.16II.ProjectRequirements.19,TABLEOFCONTENTS,PreliminaryandTentativeforDiscussionPurposesOnly,Duringthepastseveralmonths,BSThasinitiatedseveralcorporateinitiativesaimedatrespondingtothefocusonexcellencethroughquality.ThetotalqualitypolicywasadoptedbecauseBSTrealizedtheneedtopositionitselfmorecompetitivelywithintheindustry.,CHALLENGES,Theenvironmentsurroundingtodaysbusinessisconstantlychanging.Pressureontheworkforceisincreasingfromavarietyofperspectives:IncreasedworkforceproductivityChangesintechnologyJobcomplexityCustomerdemandsandexpectationsCorporatewideresponses:FoundationNetworkStrategyTheQualityAdvantageBusinessProcessReengineeringEffortsProcessImprovementProjectsTraining&Documentation,BSTRESPONSES,BUSINESSNEEDS,UNDERSTANDINGYOURNEEDS,BST/ANDERSENTEAM,BellSouthTelecommunicationsandAndersenhavesuccessfullyworkedtogetheronanumberofthebusinessresponses:BusinessProcessReengineering-COREJobDesign-AMWorkContentReviewTraining-TrainingandDocumentationProjectFNS-StrategicInformationInitiativeFloridaBillingSettlementAndersenisfamiliarwithBellSouthseffortstoimprovethequalityofservice,andavailabilityofservicesandproductivityincustomerservices:Servicerepresentativesandcollectionrepresentativesrepresentthefrontlinelinkageandcontactpointforthisservice.Movingto24-hour-a-day,7-day-a-weekavailabilityrequireschangesforthecompany.SmallproductivityincreasesincontactemployeeperformancerepresentasubstantialsavingsinBellSouthsannualcontactemployeeexpenditure.Futurereengineeringeffortswillaffectthesystemcomponentoftheprovisioningprocess.Andersenhashistoricallyrealizedsignificantandquickproductivitysavingsinredesigningtheseprocesses.,CALLMANAGEMENTPROCESSIMPROVEMENT,UNDERSTANDINGYOURNEEDS,BellSouth,CallManagement,UNDERSTANDINGYOURNEEDS,PRIMARYBUSINESSOFFICEPROCESSES,10.0CustomerService10.1ServiceOrderProcessingnewservicerequests,LDcarrier,transfers,charges,disconnects,etc10.2BillingInquires10.3Respondtocustomerinquiries10.4Telemarketing10.5Directoryassistance11.0Billingandcollection11.1Creditpolicyadministration11.2Accountsreceivablemanagementandcustomeraccountsanalysis11.3Pastdueaccountscollectionandpaymentarrangements11.4Investigateandresolvecustomeraccountadjustments11.5Servicedenialandrestoration11.6Billgeneration11.7Processandrecordpayments12.0Assignment12.1Assignfacilities12.2Programming,13.0Sales13.1Sales/marketingplanning13.2Sales/marketingcustomeraccounts13.3Accountdevelopmentandservice13.4Telemarketing13.5Directoryassistance14.0Records14.1Customerrecordssetupandmaintenance14.2Billingsystemsetupandmaintenance14.3Exceptionprocessing15.0InstallationandMaintenance/Repair15.2Maintenanceand/repairlooptesting15.3Scheduleanddispatchinstallationandmaintenance/repairwork15.4Monitorandclearscheduledwork15.5Updatingandmaintainingmaintenance/repairdatabase,UNDERSTANDINGYOURNEEDS,ArthurAndersenBusinessImprovementModel:CustomerFocusedManagement,StrategicPositioning,PerformanceMeasurement,CustomerSatisfaction,ProcessAlignment,Change,Environment,BuildEnduringRelationshipsImproveContinuouslyManageResourcestoCreateValue,PROJECTAPPROACH,KeystoProjectJointBellSouth/ArthurAndersenteamsEffectivecommunicationwithworkforceFull-time,focusedresourcesFocusonsimplification,streamliningandqualityDevelopspecificimplementationplans,includingprocess,organization,workforce,targets,andtimeframes,PROJECTAPPROACH,PhaseI,Planning&Preparation,KeyObjectivesThekeyobjectivesofthePlanningandPreparationphaseareasfollows:PerformclusteranalysisRefineobjectivesandstrategyOrganizeteamsFurtherunderstandorganizationandkeyinterfacesPreparekick-offcommunicationsPlanproject,finalizeworkplanandestablishkeytargetdatesOrientandtrainteammembersApproachTheapproachtoachievingtheseobjectivesisto:HoldprojectteammeetingsDiscusscommunicationsstrategyHoldtrainingsessionsConductagroupteambuildingexerciseDiscussactivitydictionarywithappropriateclientpersonnelKeyDeliverablesThekeydeliverablesofthePlanningandPreparationphaseareasfollows:AppointandtrainprojectteamFinalizecommunicationsplanDeveloptimelineforremainderofprojectActivityDictionary,PROJECTAPPROACH,PhaseII,OpportunityAssessment,KeyObjectivesThekeyobjectivesoftheOpportunityAssessmentphaseareasfollows:Understandfunctions/processes/activities/tasksUnderstandexpectationsofkeyconstituentsFocusresourcesinhighopportunityareasReviewcustomersatisfactioninformationApproachTheapproachtoachievingtheseobjectivesisto:UtilizejointAA/BSTobservationteamsInterviewkeymanagersandclientpersonnelAnalyzeanddocumentkeyprocessesandactivitiesSurveyclientpersonnelPerformsamplingofsignificantworkactivitiesDocument“asis”performanceofcriticalprocessesKeyDeliverablesThekeydeliverablesoftheOpportunityAssessmentphaseareasfollows:Obtainunderstandingofexpectations,needsandconcernsIdentifyandobtainhigh-levelunderstandingofopportunitiesCurrentprocessmapActivitybasedcostinganalysis,PROJECTAPPROACH,PhaseI,PhaseII,PhaseIII,PhaseIV,PhaseIII,ProcessAlignment,KeyObjectivesThekeyobjectivesoftheProcessAlignmentphaseareasfollows:DeveloprecommendationsforworksimplificationObtainbuy-inDevelopperformancemeasuresApproachTheapproachtoachievingtheseobjectivesisto:PerformdetailedanalysisofopportunitiesidentifiedanddevelopedRedesignselectedprocessesanddocumentspecificactionsrequiredtoimplementimprovementsReviewfindingsandobtainbuy-infromkeystakeholdersKeyDeliverablesThekeydeliverablesoftheProcessAlignmentphaseareasfollows:RevisedprocessesOrganizationandworkforceneedsQuantificationofsavingsPerformancemeasuresdevelopedforcontinuousimprovement,PROJECTAPPROACH,PhaseI,PhaseII,PhaseIII,PhaseIV,PhaseIV,PerformanceMeasurement,KeyObjectivesThekeyobjectivesofthePerformanceMeasurementphaseareasfollows:DevelopspecificimplementationplansCommunicateplansandactionstepstoappropriatepersonnelSmoothtransitionintoimplementationApproachTheapproachtoachievingtheseobjectivesisto:Summarize,prioritize,andsequenceopportunitiesforchangeDevelophighlevelimplementationplansAppointimplementationteamsAssignresponsibilityDeveloptimelineandmonitoringprocessDevelopandtrackkeyperformancemeasuresKeyDeliverablesThekeydeliverablesofthePerformanceMeasurementphaseareasfollows:HighlevelimplementationplansStaffingandbudgetmodificationsResponsibilityandtimingManagementconsiderationsformonitoringOverallmonitoringprocess,PROJECTAPPROACH,CommunicationObtainingBuy-InTurfProtection,FrequentmanagementcommunicationthroughoutprocessMultilevelinteractionParticipativeprocessBottom-upanalysisandclearanceFocusonactivities,notpeopleJointprojectteamsDevelopmentofobjectivedatabaseStrongmanagementdirectionObjectiveperspectiveofteams,KeystoSuccess,ManagementIssues,PROJECTAPPROACH,ChangingtheRightThingsObtainingRealSavingsMaintainingServiceWhileChangeOccurs,LinkagewithbusinessstrategiesFocusoninternalandexternalcustomersObjectiveanalysisStrongmanagementcommitmentSettingafastpaceforanalysisandimplementationBuy-inatalllevelsMeasureresultsProperstaffingofprojectFastpaceCommunicategoalsandobjectivestoallemployees,KeystoSuccess,ManagementIssues,PROJECTAPPROACH,Buildscross-functionalunderstandingthroughoutorganizationInjectsfreshideasandperspectivesReducescost,compresseselapsedprocesstimeandimprovescustomerserviceUtilizesknowledgebaseofhowothercompanieshavesolvedtheseissuesUseofexpertsminimizesyourlongterminvestment,BENEFITSOFOURAPPROACH,PROJECTTIMELINEANDPROFESSIONALFEES,Months,Phase,1,2,3,4,5,6,7,8,I.Planning&PreparationII.OpportunityAssessmentIII.ProcessAlignmentIV.PerformanceMeasurement,ManagementCheckpoints,FrequentmanagementcheckpointswillallowBellSouthtoadjusttheprojectscope,asrequired.Wewillbillprofessionalfeesandexpensesasincurred.Weestimatefeesforthisprojecttobeintherangeof$900,000-$1,000,000(basedupon20sitevisitsandBellSouthparticipationasoutlinedinthe“ProjectApproach.”)Ourpolicyisthatbillingsshouldbeconsistentwiththevalueweprovide.Wewilladjustourbillingsifyouarenotsatisfiedwiththevalueyoureceived.Additionalsitescanbeanalyzedatmarginalincrementalcosts.,ExhibitI-ProjectExperience,MajorLocalExchangeCarrierManagementChallengeIncreasingcompetitionandderegulationmovementshavedrivencompaniestofocustheireffortsonincreasingtheirefficiency,effectivenessandcustomerservicetoachievecontinuedsuccess.ThisCompanybelievedimprovementscouldbeachievedintheirBusinessOfficeserviceorderandbillinginquiryprocessesandactivitiestoreducecostsandimprovequalitywhileincreasingcustomerservice.Objectives1.Todeterminewhetherserviceorderandbillinginquiryprocessingactivitieswerestreamlinedeffectivelytomeetcustomerneeds.2.Toidentifyanddeveloprecommendationstoreduceprocessingcycletimeswhilemaintainingorimprovingcustomerservice.3.Todeveloprecommendationstoensureatotallycustomer-focusedorganization.4.Todevelopperformancemeasurestosupportcontinuousimprovement.ApproachAllsignificantBusinessOfficeworkactivitieswerereviewedforimprovement.Processandactivityanalysis,activity-basedcostanalysis,worksamplingandprocessmappingwereusedtohelpidentifyopportunitiesanddeveloprecommendations.,BenefitsBusinessOfficeprocessesandactivitieswerereengineered,resultingindecreasedprocessingcycletimeandincreasedcustomerservice.Increasedcustomerservicelevelswereachievedthroughimprovementsinlabormanagementandstaffing.Performancemeasureswereestablishedtoproperlymonitortheseveryimportantpractices.Someofthesignificantbenefitsincluded:Thecompanyscostperserviceorderdecreased35%whileimprovingqualityandincreasingcustomerservice.Billinginquiryvolumedecreased19%andprocessingtimeperinquirydecreased25%.Theall-positions-busyandcustomers-waiting-in-queuetimedecreasedsignificantlyandresultedinimprovedcustomerservice.,MajorLocalExchangeCarrierManagementChallengeManagementbelievedtheircurrentcostapportionmentmethodologydidnotappropriatelyreflectthespecificworkactivitiesbeingperformedbytheiremployees.Additionally,theywereobtaininginconsistentresultswithunexplainablevariancesbetweenstudyperiods.ArthurAndersenwasengagedtodesignanimprovedmethodologytomoreappropriatelyreflectemployeesspecificworkactivitiesperformedandincreasetheaccuracyandconsistencyofresultswithexplainablevariances.Additionally,themethodologyshouldbeusedtoidentify,developandquantifyworksimplificationandprocessimprovementopportunities.Objectives1.Developanddesignanimprovedmethodology,withinFCCrequirements,tomoreappropriatelyreflectemployeesspecificworkactivitiesperformedandincreasetheaccuracyandconsistencyofresultswithexplainablevariables.2.Testandimplementtheredesignedcostapportionmentmethodologybyexecutingthestudiesandprovidingvarianceexplanations.3.Identify,developandquantifyworksimplificationandprocessimprovementopportunities.ApproachWeanalyzedthecompanyscustomers,processes,activitiesandtaskstodevelopanactivitydictionaryatitslowestpossiblelevelof,differentiation.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-ProjectExperience,LargeTelecommunicationsCompanyManagementChallengeTheCompanysbaddebtpercentagewascontinuingtoincreaseandmanagementbelievedtheircollectioneffortscouldbemoreeffective.ArthurAndersonwasengagedtohelpstreamline,prioritizeandfocuscollectionworkactivitiesandprocessestocreateamoreeffectivecollectiondepartment.Objectives1.Todetermineiftheactivitiesperformedaddedvaluetocollectingpast-dueamountsfromcustomers.2.Toeliminateactivitiesperformedthatdidnotaddvalueandstreamlineactivitiesthataddedvaluetothecollectionprocess.3.Toproperlyprioritizecollectionactivitiestoensurehighestpotentialpayback.4.Todesignperformancemeasurestosupportcontinuousimprovement.,ExhibitI-ProjectExperience,ExhibitII-ProjectRequirements,Space&ToolsRequirementsPlanningPhase:1.Workroomforteammemberstoconductplanning(10-15peoplecapacity).TrainingSessions: