may 16th - 2018 · operation transformation approach key success factors: • bridge information...

May 16th - 2018

Samer Eskandarani & Ahmed Fahmy

Fixed and Data Services provided by STCHome Fixed

Home Phone Plus

Home Phone

Basic Internet

Unlimited Internet

Unlimited Fiber

Unlimited Fiber Plus

Home Wifi Solutions Services

Invision

Wholesale Fixed

Atheeb

Enterprise Data

IPVPN

MW

Virtual Private LAN Service

VSAT

Managed Data services

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 ATML2VPN (N-I, I-I, N-N) Service

L3VPN Service

WDIA Service

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

More than 3 million People at Hajj in Saudi Arabia

STC is undergoing a major transformation of its Business Processes in order to:

4

Pro

gra

m S

trat

egic

Inte

nt

Enhance Customer Experience, be more customer-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

Process Journey Improvement Scope

6 Customer Facing Journeys

Q2Y17 Q3Y17 Q4Y17

Process Journey Improvement (CBU,EBU and WBU

(6 Customer Facing Journeys)

Process Journey Goals

Operations

Smart

Operation

Optimized Operations &

Increased Efficiency

Faster Deployment & Reduced Integration Time

Increasing capabilities on customer facing front tiers

Process Unification,

Simplification & Digitization

Improved Customer

Experience

Objectives

STC Process Journey used TM Forum Frameworx to improve Customer Experience through Smart Operations

Extensive workshops were conducted resulting in 22 major improvements in the 6 process journeys

161+ existing processes

across field operations

gathered and analyzed

Unified Process

22 major improvement

identified

6 Major and all Relevant

Sub-processes Discussing Together

• 80+ workshops

• 200+ participants from

40+ Departments

Gap Analysis

Result

• 45+ gaps that

identified during

the analysis

Conceptual process model are

ready. implement all re-

engineered processes in

systems to be able realize full

benefits

Process Automation

Invoice submitted

Mar

ket

Pro

duct

& C

usto

mer

Ser

vice

Res

ourc

e (A

ppilc

atio

n,

Com

putin

g an

d N

etw

ork)

Offer Accepted

Sup

plie

r/

Par

tner

Manage

Contact

Detemine

Customer Order

Feasibility

Acquire

Customer Data

Authorize

Credit

Issue Customer

Order

Complete

Customer

Order

Track & Manage

Customer Order

Handing

Close

Customer

Order

Create

Customer Bill

Invoice

Validate

Customer

Satisfaction

Issue Service

Order

Allocate Specific

Service Parameters

to Services

Impiement,

Configure &

Activate Service

Test Service

End-to-End

Close Service

Order

Allocate &

Install

Resource

Configure &

Activate

Resource

Test Resource

Close

Resource

Order

Initiate S/P

Requisition

Order

Track &

Manage S/P

Requisition

Receive &

Accept S/P

Requisition

Resource

Inventory

Customer

Subscription

Inventory

Issue Resource

Order

Customer identified

Customer data collected

Credit worthiness checked

Order entry

checked

Check customer

provisioning

Check service

availability

Check resource

availability

Production order

generated

Order status provided

Or

Service ready for use

Invoice received by customer

Sub-order collected &

service tested

Service configured & activitated

Services identified & available

Resources identified

Supply needed

Delivery executed

Resources identified & available

Resource configured & activitated

Sub-order collected &

resource tested

Service ready for

using

Track & Manage

Resource Provisioning

Services indentified

Sevice

Inventory

Track & Manage

Service Provisioning

Yielding improvement opportunities

with and without digitization

Process Journey

Eff

icie

ncy

Eff

ect

ive

ne

ss

Cu

sto

me

r E

xp

eri

en

ce

Uti

liza

tio

n

Un

ific

ati

on

Systems & Digitization

People & Tools

Efficiency:

Effectiveness:

Customer Experience:

Utilization:

Unification

Improve the process to fix the top issues affecting the operation efficiency like internal wiring ,remote resolution accuracy

Customize the current process to improve the customer interfacing capabilities of front tier in both sales and call centers .

Remove roles duplicates and overlaps Clear boundaries & Job description

A unified shape for the high level assurance and fulfillment end to end processes between sectors

Improve Customer Touch points to have Customer interface processes centralized , avoid duplicates

Key Improvement Areas and Strategy Pillars

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

Gap Analysis

Mobilization

Planning

Execution

Assessment

Continuous Improvement

Transformation

E2E Customer Assurance Process Journey - Business Process Framework Process Scope

Process Journey Decomposition

• Process JourneysL2

• Process LayersL3

• Sub ProcessesL4• Work

Instructions (Tasks)

L5

Assurance

3

12

66

368

Assurance

Customer problem handler

Service problem management

Resource trouble management

Create customer problem

Isolate customer problem

Correct and recover

customer problem

Track and manage

customer problem

Close customer problem

Report customer problem

Create service trouble report

Diagnose service

problem

Correct and resolve service

problem

Track and manage service

problem

Report service problem

Close service problem

Survey and analyze service

problem

Create resource

trouble report

Localize resource trouble

Correct and resolve

resource trouble

Track and manage resource trouble

Report resource trouble

Close resource trouble

Survey and analyze

resource trouble

Integrating VOC (Voice of the customer with the VOM (Voice of the Machine ) with the VOT (Voice of field technician) for better operation efficiency and customer experience

E2E Customer Assurance Process Journey

The area of Customer ,Service and Resources layers Communication

Our unique methodology approach utilize a generically analysis of the eTOM framework.

1. Identify a pattern resemblance within the different layers (problem handling, service problem, resource and S/P problem management)i.E create a problem report, create a service trouble report, create a resource trouble report etc…)

2. Identify the most correlated ITIL processes to our eTOM generic mapping (i.e event, incident , problem management)

3. Use our similarities and generic pattern with the strength of ITIL logical flow to provide best practices processes design.

T2S - Trouble Ticket to Solution

Trouble Ticket to Solution- Service Assurance Value Chain -High Level Process V4

Serv

ice

Pro

ble

m H

and

ler

SPH

(RR

C,X

NO

C)

Inp

ut

Re

sou

rce

tro

ub

le H

an

dle

r R

TH

(Ap

plic

ati

on

, C

om

pu

tin

g a

nd

Ne

two

rk)

(XN

OC

,XR

DC

)

S/P

Pro

ble

m H

and

ler

(MSP

) O

utp

ut

Cu

sto

me

r P

rob

lem

Han

dle

r C

PH

(Cal

l Ce

nte

r +

Tie

r 1

.5)

Phase

Create Service Problem Report

Resource Is affected

Survey & Analyze Resource Trouble

Close Resource Trouble Report

Correct & Resolve Service Problem

End

Customer Call

17

Receive S/P problem Report

Survey & Analyze Service problem

Create Resource Trouble Report

Initiate S/P Problem Report

Track & Manage S/P Problem Report

Report S/P Problem

Resolution

Close S/P Problem Report

Track & Manage Resource Trouble

Localize Resource Trouble

Correct & Resolve Resource Trouble

Diagnose Service Problem

Close Service Problem Report

Track & Manage Service Problem

Yes No

S/P Involvement is required

No

Yes

A

A

B

B

1

1

1

7 8 9 11

10

12 13 14 16

15

18 19 20

Customer Problem Final report

StartCreate Customer Problem Report

Service is affected

Correct & Recover Customer Problem

Isolate Customer problem

Close Customer Problem Report

Track & Manage Customer Problem

Yes No

Customer Message from one of E-care Channels or Self service

1

2 3 4

5

6

VIP and Special accounts

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 customer-affecting processes. The process model complements Business Process Framework by providing an end-to-end process flow driven view to the different functional groupings.

Assurance

Customer problem handler



Create customer problem


Correct and recover

customer problem

Track and manage

customer problem

Close customer problem

Report customer problem

Contact customer for

feedback

Complete and validate CP

report

Update time to restore service

Close CP Report

Communicate service

improvement oppurtunity

Update continuous

service improvement

Update Knowledge

management

Manage Product

restoration

Report product restoration


Determine resolution

feasibility and justification

Implement customer problem

workaround

Test and Validate

Implemented solution

Initiate Change request

Monitor customer problem

Distribute customer problem

notification

Distribute customer problem

management report and summaries

Analyze request for information

Coordinate customer problem

Cancel customer problem

Escalate and end customer

problem

Perform initial diagnosis

Check known error

Monitor resolution

update

Verify product configuration

Perform specific customer problem

diagnostics

Perform specific

customer problem test

Notify track and manage root cause customer problem

Identify root cause / check

for workarounds

Escalate to support team

Obtain permanent fix or workaround

Convert Report to Service problem format

Convert report to Resource

trouble format

Generate customer problem report

Obtain configuration information

Categorize and prioritize customer problem

Check for major outage

Create customer problem restoration

plan

Create known record

Customer Problem Handling

AssuranceCustomer problem

handler



Create service trouble report

Diagnose service

problem

Correct and resolve service

problem

Track and manage service

problem

Report service problem

Close service problem

Survey and analyze service

problem

Isolate service problem

Invoke support service problem

management processes

Determine resolution

feasibility and justification

Implement service

problem workaround

Reassign / reconfigure

failed service

Test and Validate

Implemented solution

Initiate Change request

Monitor service

problem

Distribute service

problem notification

Distribute service problem



Coordinate service

problem

Cancel service problem

Escalate and end service

problem

Perform initial diagnosis

Check known error

Monitor resolution

update

Verify service configuration

Perform specific service problem

diagnostics

Perform specific service problem test

Notify track and manage root cause

service problem

Identify root cause / check

for workarounds

Escalate to support team

Obtain permanent fix or workaround

Convert Report to Service problem format

Generate service

problem

Obtain configuration information

Categorize and prioritize service

problem

Estimate time for restoring

service

Check for major outage

Create service problem restoration

plan

Create known record

Stop and start audit on services

Schedule routine service problem tests

Manage service

restoration

Detect service problem

Filter service alarm

notifications

Correlate service alarm notifications

Manage event throttling

Abate service alarm event

records

Manage service alarm notifications

Trigger defined service alarm

actions

Complete and validate SP

report

Update time to restore service

Close SP Report

Communicate service

improvement opportunity

Update continuous

service improvement

Update Knowledge

management

Perform final service testing

Service Problem Management

AssuranceCustomer problem

handler



Create resource

trouble report

Localize resource trouble

Correct and resolve

resource trouble

Track and manage resource trouble

Report resource trouble

Close resource trouble

Survey and analyze

resource trouble

Repair / replace failed

resource

Isolate unit with fault

Manage standby

resource units

Implement resource trouble

workarounds

Invoke support resource trouble

management processes

Review major resource trouble

Monitor resource trouble

Distribute resource trouble

notification

Distribute resource trouble



Check known error

Coordinate resource trouble

Perform first in testing

Cancel resource trouble

Monitor resolution

update

Perform final test

Verify resource configuration

Perform specific resource trouble

diagnostics

Perform specific

resource trouble test

Notify track and manage root cause

resource trouble

Convert Report to resource

trouble format

Generate resource trouble

Estimate time for restoring

resource

Categorize resource trouble

Stop and start audit on

resources

Schedule routine

resource trouble tests

Detect and log resource trouble

Filter resource alarm

notification

Correlate resource alarm

notifications

Manage event throttling

Abate alarm event records

Manage resource alarm

notifications

Trigger defined resource alarm

notifications

Engaging external suppliers

Complete and validate RT

report

Update time to restore

resource

Close RT Report

Communicate resource

improvement opportunity

Update continuous

service improvement

Update Knowledge

management

Resource Trouble Management

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 customer experience through online and automated processes, over manually operated.

o Multichannel & Self assisted processes: Support Digital Telco by enhancing user self-management and enabling multichannel experience.

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

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

eTOM defines best practice processes for telecom operations& enterprise effectiveness that is used in the STC new reorganization

eTOM 17.0 High Process Model

eTOM 17.0 Operations Relevant Process Domains

Core Assurance Process

Support & Readiness Processes incl. Governance &

Interfacing processes

STC New Functional

Descriptions

Process Journey Improvement Use Cases (1/2)

Reducing Repeat TT due to Inside Wiring

Creation of Sales Orders which are not actually feasible to be delivered

Problem

Reduction in sales order rejection, held orders and improved customer experience

Benefits Expected:

Introduce Order Feasibility process Confirm speed and network facilities before issuing new order

Solution

High Sales Order Rejection

Low customer satisfaction for complaints related to inside wiring with high number of repeated TTs

Problem

Reduction in repeat tickets for inside wiring and improved experience

Benefits Expected:

New process for special handling of customers having inside wiring issues

Solution

Reactive handling of complaints after being raised by customers

Problem

Reduction in fault rate and improvement in overall customer experience

Benefits Expected:

Introduce process to proactively monitor & resolve customer connectivity issues before customer raises complaint

Solution

Proactive Complaint Handling

Cable repairs needed to be checked physically by dispatching field technicians after repair

Problem

Increase in Remote Resolution Efficiency to meet the targeted values

Benefits Expected:

Introduce End-to-End testing process with remote teams (Tier 1.5 & RRC)

Solution

Improving Remote Resolution

CPE

E2E CPE Management

Customers relocating premises receive a new CPE, while previous CPE is not recovered

Problem

Reduction in material spend on new CPEs

Benefits Expected:

Introduce E2E CPE Management process to handle the CPE replacement and maintenance

Solution

Process Journey Improvement Use Cases (2/2)

• 80 % of VVIP complaints and CEO comes from reactive handling of complaints

• Decreasing customer satisfaction due to delay for resolving his service problems

Add process to actively monitor the overall health of the Fiber network, detect

possible problems 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

Process Journey Role

After implementing the improved process:

• Increase customer experience reduce the delay for

resolving his service problems .

• Reduce visit and Repeated Call

• Reduce OPEX

Benefits Delivered

Context

Use Case: Listening to VOM (Voice of the Machine)

Proactive Alarms Proactive Warning of Problems

Survey & Analyze Resource Trouble as Voice of Machine - VOM

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 trouble ticket statuses when they call the call center

Poor dispatching process for technician ,

Poor trouble shooting with the customer 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 customers in cases of major outages. transparency into the problem handling process and the customer 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 trouble shooting with the customer while he is on the call

Customer interface processes centralized, i.e. only the call center or service channel that interacts with the customer.

✓Visible , Traceable, Evaluation1300 TT a day – 99% are resolved within 24 hours. We were able to bring them down to 12 hours.

Process Layers

Steps

Error Steps

Systems / ToolsOneViewICMSRTTSWFM..NW Tools (Up to 20)

STC TeamsCall Center..RRC FiltrationRRC Tier 2Work CenterFO - Field TechFO - TMCFO - CableNO - NOC/TACNO - Cable

Avg. Time (including wait time) 1 - 8 hrs 4 - 24 hrs<1 hr <5 mins<15 min 1 - 8 hrs <15 min

TT Creation

Channels- Contact Center- VIP / Digital

<10% complaints

resolved on-call

26handoffs between various teams for resolving tickets

28Systems and tools to switch between for diagnosing and

resolving throughout the

journey

~19hrs Avg. time for ticket

resolution

Customer Care Remote Teams Field Teams

1 - 4 hr

Systems / ToolsOneViewCRM (BSST)RTTSWFM - Comarch..NW Tools (Up to 20)

STC TeamsCall CenterRRC Tier 1.5RRC FiltrationRRC Tier 2Work CenterFO - Field TechFO - TMCFO - CableFO - NOC/TACNO - Cable

~75%

Process Layers

Steps

Error Steps

Avg. Time (including wait time) 0.25 - 2 hrs <1 hr<1 hr <5 mins0.5 - 4 hrs <15 min

~90% Time reduction → ~90%

TT Creation

<1 hr

~90%

Channels- Contact Center- VIP / Digital- Alarm

>70%technical calls

received by Tier 1.5 resolved on-call

64% handoffs optimized /

automated(from 26 to 9)

82%less switching

between systems(from 28 to 5)

65% Avg. time reduction

(from 19 hrs to 6 hrs)

Customer Care Remote Teams Field Teams Customer Care

<15 min

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

Business Process Automation Benefits

Decrease workloads by 30% via the built-in rules

Region

NOC Manager

Remote

team

Work Order

Alarm

Ticket processing

Alarm clear

Ticket closeCreate

Trouble Ticket

1 Dispatch Fault location2

4

33

Alarm tracking

5

Auto creation

Auto dispatching

Auto create WO

Auto Ticket Closure

Auto Escalation

1 2 3 4 5

Automatic assign tickets base on best practice rules. E.g. Network type, staff skill

Automatic create work order when field task needed.

Automatic close ticket when ⚫ Alarm clear⚫ Correlated

ticket closed⚫ Defined rule

Any critical fault or SLA violation could be escalated to managers automatically

Create trouble tickets from network alarms automatically

TT caused by Major outage : Auto assign Technician

30%

TT caused by Resource alarm: Auto close when receiving alarm clear

60%

TT auto create from Fault

Management

90%

TT caused by environment alarm:

Auto assign and close

100%

A large number of benefits have been realized and are planned to be realized after automation of the process journey

Benefits RealizedCentralized customer interface process to improve touchpoints

Tier 1.5 established to provide on-call technical support to customers

Proactive monitoring and resolving customer connectivity issues initiated

Repeated Fault Task Force setup to eliminate causes of repeated trouble tickets

Customer centric, cross functional notification and escalation process developed for major service 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 cross-functional collaboration

Benefits after Process Automation

Up to 60% time reduction in trouble ticket handling

Up to 80% less switching between systems and tools to troubleshoot

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 customer confirmation for closure and feedback

Better informed customers 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

Key Insights and learning

1. Vision

2. Intelligence & engagement

3. Processes detailed

4. Customer Digital Journey and virtualization

Thank you

may 16th - 2018 · operation transformation approach key success factors: • bridge information...

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