operationalizing the scp audit

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Operationalizing the SCP Audit

Tony SusiDirector Global Technical Support

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Agenda

Organizational Facts and Figures

Our Values and Support Methodology– People, Process, Technology

Service Strategies SCP Audit– What have we learned and how did we change

SCP Program Office

What are our next steps

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Customer Service

Global Resources ~4,500– Field Service

~3,200 – Global Tech Support ~1,300

Five Workgroups work in unison towards problem resolution

– Knowledge Development– Symmetrix– CLARiiON– Solutions– Operations

Call Volume 6,029,301/year– 1,688,760 Assisted– 4,340,541 Unassisted

Facts and Figures

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GTS Knowledge Development

Global Resources

Responsible for GTS Knowledge Repository & Training

Provides global support to GTS Organization

Global Support Centers – Main Hopkinton, Sydney & Cork– Satellite None

The Value of Intellectual Capital– Intellectual capital' are the 'hidden assets' in a company – Merely substituting the word 'knowledge' for information is an easy out. – Very often the most valuable knowledge that an organization has is in

the heads of its people.

Facts and Figures

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GTS Symmetrix Support

Global Resources

Responsible for Symmetrix support

Provide 24x 7, “Sun Never Sets” support

Global Support Centers – Main Hopkinton, Sydney, Cork– Satellite Tokyo, Japan

Two Levels of Support – Level 1 = PSE lab– Level 2 = Tech Support 2

Facts and Figures

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GTS CLARiiON Support

Global Resources

Responsible for CLARiiON support


Global Support Centers – Main Hopkinton, Scoresby, Bangalore & Cork– Satellite Duluth, Ga

Two Levels of Support – Level 1 = Software Support Engineers (SSE)– Level 2 = Tech Support

Facts and Figures

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GTS Solutions Support

Global Resources

Responsible for Software, Networking, CAS & NAS support


Global Support Centers – Main Hopkinton, Sydney, Bangalore & Cork– Satellite Duluth, GA, White Plains, NY, Alexandria, VA, Scoresby, Australia

Two Levels of Support – Level 1 = Solution Support Center (SSC)– Level 2 = Tech Support

Facts and Figures

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Global Resources

Responsible for GTS operations and metrics

Provides global support to GTS Organization

Global Support Centers – Hopkinton, Sydney and Cork– Satellite None

Main function includes:– Business Planning– Reporting and Analysis– Operational/Financial Metrics– Six Sigma Initiatives

GTS OperationsFacts and Figures

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Global Technical Support

1. Customer Satisfaction– Without this nothing else matters

2. Time To Response– Pick up the phone, grab the case, get to the customer

3. Time To Relief– Get them back into production

4. Time To Resolution– Find out what happened and provide the long term solutions

5. Continuous Improvement– Never rest when it comes to becoming better

Inside the DNA

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Global Technical Support

Customer satisfaction is the driver of EMC Customer Service

EMC Customer Service is measured, goaled, and compensated on customer satisfaction

“Guilty until proven innocent”

Support Centers work in unison to provide Sun Never Sets model

Mission Critical Support Star Award 4 years

SCP Certified 6 years

A World-Class Global Support Model

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Vision & Mission

Vision The Global Technical Support

organization’s vision is “To deliver the industry’s highest levels of customer service using expert technical knowledge and providing this on a globally consistent basis”.

Mission We will accomplish this vision

through our people, our processes and our technology.

Vision Defined: A picture of the future you seek to create, described

in the present tense as if it were happening now. A vision statement

shows where we want to go, and what we will be like when we get

there. Vision give shape and direction to the organizations future.

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People, Process, Technology

Our People We hire, train and retain the best

and brightest personnel in the industry who emphasize customer satisfaction, innovation, sense of urgency, professionalism, drive for knowledge, teamwork, and technical expertise.

How else would we explain it?

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Our Processes We continually improve our

processes in order to deliver efficient and effective customer service with emphasis on global consistency, collaboration, career development and continuous improvement.


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Our Technology We implement the latest

innovations and leading edge developments to facilitate the execution of our support strategy and our unrivaled focus on customer satisfaction.


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SCP Audit Report

Provides insight to service center competencies

We were not taking full advantage of this “free” advice.

How to develop and maintain continuous improvement

Definition and implementation

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Global Technical Support (GTS)SCP Program Management Office (SCP PMO)

Who– Kathy Feasel -Business Operations Analyst, GTS Operations– John Goulding -Senior Director, GTS Symmetrix– Ed Jones -Senior Director, GTS Solutions– Amy Pixley -Program Manager, GTS Operations

What – Operationalize the findings from the Audit– Remove the yearly audit fire drill– Use findings for changing the business– Use the tools available (meeting with other companies, etc…)– Change our processes with initiatives in Global Technical Support

When– Weekly mtg– Monthly Directors update– Every other month mini-audits– Quarterly Review

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Global Technical Support (GTS)SCP Program Management Office (SCP PMO)

Beneficial on going focus on improvement

Incorporating findings and feedback into daily process and procedures

Management and coordination of annual audit

Driving best practices that:– Improve communications within and between organizations– Reduce , eliminate redundant processes– Provide a consistent reference for on going policy and procedure– New websites and e-rooms

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SCP Where we are headed

We plan to have the dedicated resources in the GTS Ops Group take recommendations from the current Audit and turn them into Projects to better the business

– Structured approach to incorporating Best Practice improvements Accomplishments so far:

– SLAs have been posted for our customers on Powerlink – Welcome Kit– We have addressed the need for Internal prioritization of calls: CDP– Staff and Productivity Measures: Balanced Score Card per person/team– Career Development Maps by KDG

Things to address:– The need for a comprehensive DR Plan– Case Auditing– Customer Relationship Management: Complaint Database– Skills based routing

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2004 Audit Big Hitters

Training

CSAT Process

Severity Scheme

Staff and Productivity measures (Reporting)

Tool Management

Some examples of how findings became changes

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Training was identified for improvement

Training maps were created by job function by Knowledge Development Group (KDG)

Individual Development Plans (IDP’s) update frequency changed

Days per year of training changed from 10 to 25 days

Training

XY

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CSAT Process undergoing major changes at EMC

Using the theory of Neural Networks

CSAT Process

Input Layer

Hidden Layer

Output Layer

Output

Input

Input

Input

Analyzing patterns of customer survey information and then identifying the areas of business that have the greatest leverage on overall satisfaction with EMC. Then guide us to learn why customers are dissatisfied, not simply what they are dissatisfied about.

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2004 SCP Audit Big Hitters

Severity scheme– Internal prioritization of calls– Setting customer expectations with SLA

We thought we were good at this…

Under further review due to SCP Audit Report we found:1. We had slipped in this area2. We needed to standardize the message to our customers3. We needed to consistently deliver the message to our customers

Severity Scheme

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2004 SCP Audit Big Hitters

What corrective action did we take?1. We implemented keyboard macros (AIM Keys) to help the Engineers deliver a consistent message globally1. We introduced training to every individual, managers included2. We focused on the behavior to improve the outcome3. We monitored, measured and corrected as necessary

- What are the results?1. Improved customer satisfaction because there is a consistent

method of communication

Severity Scheme

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Daily Exception Reporting– Sent out to everyone in the organization– Posted online

Balanced Scorecard per team per geo– Online and open to all at EMC– Tabulated monthly– Ability to see each team by geography – Buttons allow for easy trending/graphing

Staff and Productivity Measures (Reporting)

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Access changed to bring closer to Engineer

Tool forums created & monitored

Tool team formalized

Tool Management

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2005 Results

Metrics updated daily and kept online

Everyone inside EMC can see the metrics

Despite increase in call volume

Average Close Time has decreased

Number of escalations has stayed flat

Key Performance Indicators

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Support Center Practices Certification (SCP)

Best Practices Certification

Why?– We continually improve our processes in order to deliver efficient

and effective customer service with emphasis on global consistency, collaboration, career development and continuous improvement.

Certified 6 years in a row

We are about to complete our 7th Annual Audit!– Hop Oct 24th – Oct 26th

– Cork Oct 27th – Oct 28th – Sydney Nov 14th – Nov 15th

operationalizing the scp audit

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