trouble dispatching – large outage management - improving customer outage restoration performance
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TRANSCRIPT
Trouble Dispatching – Large Outage Management
Improving Customer Outage Restoration Performance
2
Step 1: Project Identification
• Historical CAIDI (Customer Average Interruption Duration Index) Performance:
Customer Average Interruption Duration
233
256276
263
216
244
206
243235
150175200225250275300
1996 1997 1998 1999 2000 2001 2002 2003 2004
Min
utes
4th quartileCustomer Average Interruption Duration
233
256276
263
216
244
206
243235
150175200225250275300
1996 1997 1998 1999 2000 2001 2002 2003 2004
Min
utes
3
Step 2: Team Formation
Primary Gate 1 Team Members:• Steve Dahlmann, Regional System Supervisor• Todd Sankiewicz, ROC Manager (now SOC manager)• Susan Putrycus, co-project lead• Ryan Stowe, co-project lead• Paul Whitman, Manager Restoration Optimization
Primary Gate 2 Team Members:• Ryan Stowe, co-project lead• Kathi Krupinski, co-project lead• Paul Whitman, Manager Restoration Optimization
Pontiac / NROC Learning Line• Mike Chriss (SC Mgr)• Leo Batchelor (GS)• Tobin Fox (Field Supv)• Ralph Heimke (Field Supv)• Mike Benedict (17)• Tom Alexander (RSS)• Bob Barrette (ROC Mgr)• Steve Dahlmann (RSS)• Shalom Joseph (RSO CI)• Sandeev Sarna (RSS)
Western Wayne / SROC Learning Line• Kathi Krupinski (SC Mgr)• Sylvain Castognway (Field Supv)• Jim Wallace (223-UG)• Bob Danneels (223/CI/OSSG)• Kevin Rice (Supv-DO Process)• Alex Brown (RSS Sr)• Arlene Agy (ROC Mgr)• George McNamara (RSS Sr)
Other Workshop Participants• Nan Forris (SC Mgr)• Rich Mack (RSO CI)• LaMont Seals (RI)• Tim Whitesall (cust service)
4
Step 3: Current State AnalysisDispatch Data
Dispatch Time HistogramJune-July 2004
0
200
400
600
800
1,000
1,200
1,400
30
60
90
12
0
15
0
18
0
21
0
24
0
27
0
30
0
33
0
36
0
> 3
60
Dispatch Time Buckets (min)
Ev
en
t F
req
ue
nc
y
Median - 85 Mean - 192
5
Step 3: Current State AnalysisDispatch Data
Customer Average Dispatch Time
0
20
40
60
80
100
120
As Shown inSPME
After Audit of 100Events
Min
ute
s
Dispatch time dropped35 minutes by auditing3% of the events
6
Step 3: Current State AnalysisRestoration Data
CAIDI for Jun-Jul 2004 (excludes storms)
200
210
220
230
240
250
260
CAIDI Before Audit
CAIDI After Audit
Min
ute
s
Because of the magnitude of error found in the dispatch time data, a deep dive analysis on restoration data was conducted.
CAIDI dropped by 15 minutes by auditing 5% of the events
7
Step 3: Current State AnalysisLarge Outage – CAIDI Relationship
193.3
4.5
386.0
25.0
75.6
43.131.4
13.1
All Events 1000 + 501 - 1000 201 - 500 101 - 200 26 - 100 2 - 25 1
17,884 447 407 475 590 1,953 3,166 10,814
1,643,514 938,755 318,198 153,398 84,377 100,993 36,979 10,814
Event Count
Customers Affected
233 206 237 281 296 311 355 419CAIDI
Event Size (customers)
• 80% of the Customer-Minutes are caused by 7% of the events
• Improving these events by 10% would reduce the overall CAIDI by 19 minutes to 214
Customer Minutes
(Millions)
• 60% of the events are 1 customer outs.
• Reducing CAIDI for these 10,814 events to 180 min, would drop overall CAIDI by only 1 minute to 232
8
Step 3: Current State Analysis
The Trouble Dispatch project was broken into two projects: Large Outage Management project, and Data Integrity – Audit Process
Restore Customers in 3 Hours or less
Time to Repair
Y = f ( X1 , X 2 X 3 )
Y = f ( X4 , X5 , X6 , X7 )
Time to Dispatch
Resource Availability
ORC / Dispatcher
skill set
Y = f ( X8 , X9 , X10 )
Large Outage Mgmt
152 CAIDI = 233 66 15= + +
Project Focus
15 min CAIDI Improvement
Target
Lead: Susan Putrycus
Resource Availability
Crew Allocation
Crew Alignment
Event Management
Y = f ( X11 , X12 , X13 )
Data Accuracy
Error Proofing InService
Audit Process
Crew Utilization
Project Focus
15 min CAIDI Improvement
Target
Lead: Ryan Stowe
Visual Management
Time to Dispatch
Data Accuracy
9
Step 4: Define Ideal State
200 - 1000 1000 +
Send Supervisor Send Supervisor LS LS
A B B If indication of Station
Lockout, send Operator
If indication of Station Lockout, send Operator
B (and SS if available) B (and SS if available)B Call in LS
Call in Supervisor
LS (and SS if available) LS (and SS if available)B Call in B Call in B
Call in Supervisor
If B crew on-call, bring in B
C Call in Supervisor
Bring in On-Call and additional crew to make a B and LS
Crews / Personnel on site (typical M-F Day, or shift with multiple crews on site)
B Crew on Shift (no LS on site)
Notify Supervisor (supervisor discretion to come in)
No Crews on site
Notify Supervisor (supervisor discretion to come in)
If LS on-call, bring in LS and also call in a BNotify Supervisor (supervisor discretion to come in)
LS on Shift (no B crew on site)
• Developed Large Outage Dispatch Guidelines
– The guidelines focus on getting the right personnel to the event at the start, rather than waiting to see which resources may be needed.
– Driving accountability and performance by getting field supervisors out to the events from the beginning.
Number of Customers Out
10
Step 5: Identify Gaps & Countermeasures
Process StepKey Process
InputPotential Failure Mode
Potential Failure Effects
SEV
Potential CausesOCC
Current ControlsDET
RPN
Actions Recommended
Event Dispatching
Field Crew Availability
Lack of crews to dispatch event to
Increased dispatch time & outage duration
5No crews scheduled to work in field
9 Shift schedules 7 315
ST - dispatch guidelines, LT - Analyze trouble resource allocation
Field restorationField crews, field supervision
Crews not working optimally
Increased outage duration, higher expense
7Lack of field supervision presence, especially on off shifts
7Feedback through OT monitoring, ROC monitoring
6 294Increase field supervisor presence, utilize Lg outage disp guidelines
Event Dispatching
Outage data, ORC/RSS
ROC personnel (ORC, RSS) not aware of large outage event
Increased dispatch time & outage duration
5Periods of high workload, multiple priorities, lack of a centralized notification process
5Individual InService installations
6 150
ROC Visual mgmt project - install central displays to notify/track large otuage events
Event Dispatching
Field Crew Availability
Not utilizing ST crews in adjacent service territories
Increased outage duration, higher expense
5Poor communication between ORC's
3 None 6 90Include in the Lg Outage Disp guideline SWI's
Field restoration Field CrewsOptimal restore before repair opportunities not captured
Increased outage duration
5
Field crews making decisions on less than complete information. Poor communication between ROC and field crew
3Large Outage / Long restoration AAR's
6 90Send field supervisor to as many large outage events as possible
Trouble Analysis InService dataEvent rolls-up to the wrong point
More customers reported out than actual
1Customers not assigned to the correct device
7 CARS, audit process 5 35
Data EntryPartial Restorations
Partial restorations not captured properly in InService
Increase to reported outage duration
1 Data entry errors 7 Audit process 3 21
Inservice data accuracy report project (J Koenders), Data Audit Project (S Putrycus)
Utilized an FMEA (Failure Modes Effects Analysis) to identify gaps to ideal state and ensure that countermeasures were developed to address them.
11
Step 6: Create Master Plan for Implementing
Week Ending DateTask DurationStatus 3/13 3/20 3/27 4/3 4/10 4/17 4/24 5/1 5/8 5/15 5/22 5/29 6/5 6/12 6/19 6/26 7/3 7/10 7/17 7/24 7/31 8/7 8/14 8/21 8/28
Ideal State Workshop 2 wks CompleteCost / Benefit Estimate 1 wk CompleteGate 2 Approval 1 day CompletePresent to RSO Mgrs 1 day CompleteDevelop ORC SWI 2 wks CompleteDevelop ORC Job Aid 1 wk CompletePresent to ROC's 1 wk CompleteSC email communication 1 day CompleteBegin Utilizing Dispatch Guidelines 1 day CompleteNROC AAR 3 wks CompleteSROC AAR 1 wk CompleteFinalize Data Audit Process 2 wks In ProgressDevelop Data Audit SWI 2 wks In ProgressJoint AAR 1 dayGate 3 1 dayComplete Sustainability Plan 1 wkGate 4 1 day
12
Step 7: Test, Refine, & Implement
• Conducted After Action Reviews with North ROC and South ROC (trouble dispatching and operating centers)
• Focus was on reviewing of specific events where the guidelines were and were not used as designed.
• Developed a report outline for dispatch guideline compliance and effectiveness
13
Step 7: Test, Refine, & ImplementCurrent Status
Expect year end CAIDI to be under the year end target of 195 min
CAIDI YTD 2004 vs 2005
100120140160180200220240260
Jan Feb Mar Apr May Jun
CA
IDI
(min
)
2004 2005
79 min
14
t-Test: Two-Sample Assuming Equal VariancesRestoration time for large outages
2004 2005Mean 235.3 159.7Variance 61,758.6 22,524.6 Observations 457 310Pooled Variance 45911.1Hypothesized Mean Difference 0df 765t Stat 4.80P(T<=t) one-tail 9.721E-07t Critical one-tail 1.647E+00P(T<=t) two-tail 1.944E-06t Critical two-tail 1.963E+00
2005 large outage CAIDI performance is statistically different than 2004. . . About a 1 in 1,000,000 chance that the change is due to random variation
Step 7: Test, Refine, & ImplementCurrent Status
15
Overall Restoration Performance
• CAIDI performance this year has significantly improved and should finish the year below Distribution Operation’s target of 195 minutes.
Customer Average Interruption Duration
235 243
206
244216
263 276256
233
170
150175200225250275300
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Min
ute
s
Low Income Customer Agency Website Project
17
Problem Statement
There has been an increasing number of Michigan residents to seeking energy payment assistance.
During 2004, Credit & Collection received 113,000 contacts from Human Service agencies. This rose to over 11,000/mo in 2005.
The volume of agency contacts has challenged our ability to timely respond and has caused agency and customer dissatisfaction.
The current process reduces opportunities for employees to collect on low income arrearages.
Identify Scope Form Team Current RealityIdentify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team
18
Project Goal
The goals of this project are:
1) Provide a channel for authorized human service organizations to electronically obtain required DTE Energy customer data for the purpose of determining payment assistance eligibility 2) Optimize employee resources to increase low income collection
Identify Scope Form Team Current RealityIdentify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team
19
Voice of the Customer
Current process is manual and reactive.
DTE Energy’s response time in providing the requested information is sometimes slow and creates backlog.
Information provided is not always consistent.
Increasing volume of agency contacts decreases outbound collection activity.
DTE Energy is paying employees for collection skills that are not fully utilized.
Collection from low income customers need to increase.
Identify Scope Form Team Current RealityIdentify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team
External
Internal
20
Team Members & Role
Champion: Jeff Moran
Process Owner: Cheryl Tramble
Key Stakeholder: Credit & Collection
Team Lead: Vent Micou
Core Team Members: Keith Abbott (IT Project Lead), Sylvia Sartin
(Supervisor), Sue Skokos (IT Business Analyst),
Cheryl Tramble (Process Owner)
Support Team Members: K. Chandrasekharan, B. Maruthavanan,
V. Chenepalli, U. Poduturu, L. Gjernes
Black Belt Mentor: Wally Martinez
Financial Analyst: Kevin O’Brien
Identify Scope Form Team Current RealityIdentify Scope Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team
21
Current Process
Receive Information
Request
ImplementAccount actions/
Update CSB
Received andPost Payment
Make PaymentArrangements
Research andCommunicate
Information
Input Responding to Agency
Contacts
Output
(i.e., DHS, THAW, Salvation Army, etc.)
Human Service Agencies
DTE
Low Income Customer
Human Service
Agencies
• Low Income Funding Requests
• Agency Inquiries
• Collection Holds• Service Restores• Notes on Accounts• Payment Commitments• Agency Payments
Identify Scope Form Team Current RealityIdentify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team
SIPOC
22
Waste Walk
Identify Scope Form Team Current RealityIdentify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team
Safety Issues: None
*Types of waste: over production, over processing, transportation, motion, waiting, inventory, correction of defects
Defects (Rework)
Because low income customers seek payment assistance from multiple sources, inquiries are received and responded to from various agencies on behalf of the same customers.
With a single primary printer, employees spend needlesstime waiting and/or sorting for their prints and faxes.
Notes(Comments, issues, solution suggestions to consider)
Type of Waste*Waste
Area: Low Income Program Support Observer: Vent Micou
Date: April, 2005
Waste Observation Form
Employees often print out copies of agencies THAW pre-screens, internet, and emailed requests to work from. Over Processing
Waiting
MotionEmployees frequently are away from their desks, walking to and from the copier, fax, or printer.
23
Project Scope
Identify Scope Form Team Current RealityIdentify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team
Y = f( X1 X2 X3
Timely Response To Agencies for
Customer Information
Incomplete/InaccurateInfo from agencies
Type of Inquiries(i.e., general ordispute related)
EmployeeAvailability
System(s)Availability(i.e., CSB, CTV)
ManualProcess
Receivecalls, faxes
emails
ResearchInformation
Conveying information
CopyingCSB/Thaw
screens
EquipmentBreakdowns(i.e., fax, etc.)
ManualProcess
Y = f( X1 X2 X3 X4 )
X4 X5 X6 )
24
Metric
Identify Scope Form Team Current RealityIdentify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team
Inbound Agency ContactsJan 2004 through April 2005
8,9349,602
10,669
15,841
10,608
8,2147,500
12,97311,940
10,069
7,559 7,878
10,73910,98210,030
7,748
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
Jan-04
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan-05
Feb Mar Apr
Average > 10,000Calls per Month
25
Metric
Identify Scope Form Team Current RealityIdentify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team
Low Income $ Collected per monthAug 2004 through April 2005
$-
$20,000.00
$40,000.00
$60,000.00
$80,000.00
$100,000.00
$120,000.00
Aug-04 Sep Oct Nov Dec Jan-05 Feb Mar Apr
Average > $76,000Collected per month
26
Ideal StateAgency
– Internet Accessibility
– 24/7 Availability
– Improve Efficiency
– Accurate/Consistent Data
DTE Energy
– Resource Optimization
– Reduction in Arrears
– Waste Reduction
– Increased Agency/Customer Satisfaction
Identify Scope Form Team Current RealityIdentify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team
27
Benchmarking
Benchmarked three utility companies that use an agency assistance website:
First Energy Co. (Ohio) TUX Energy (Texas) Constellation Energy (Baltimore)
Current RealityIdentify Scope Form Team Identify Gaps Master Plan Implement Measure Acknowledge TeamIdeal State
28
DTE Energy’s Low Income Support Ideal Process Map for In-bound Agency Inquiries
ROLES
Age
nci
es
Cus
tom
er
DT
E’s
Low
In
com
eS
upp
ort
Te
am
End
RequestAssistance
Access Online Resource for Agencies (ORA) forInquiries, Payment Commit-ments and Collection Holds
DTE Energy iscontacted on anexception basisand providesinformation
InformationAvailable?
Yes
No
Determinationmade for
commitment
Commitmentmade?
Yes
No
Automatic 30-daycoll. hold
Account noted in ORA and systemcopied to CSB
Customer maybe put on abudget plan
Ideal State Process MapC
SB
Current RealityIdentify Scope Form Team Identify Gaps Master Plan Implement Measure Acknowledge TeamIdeal State
29
Project Savings Opportunity
Reducing Arrears
• In 2006 the projected additional arrears reduction is conservatively estimated at $600,000 ($50,000 x 12 months).
O & M
• Reducing inbound contacts from external agencies by 75 - 80% will allow Low Income Program Support employees (17) to focus on low income residential customer collection activities.
Current RealityIdentify Scope Form Team Identify Gaps Master Plan Implement Measure Acknowledge TeamIdeal State
30
Process Gaps and Countermeasures
Multiple agency contacts occur for same customers. Not all agency inquiries result in payment commitments.
Once commitment is made, collection holds are manually entered by Special Handling, C&C.
Customer data requirements varies between agencies.
Gap
Online Resource for Agency (ORA) will allow agencies to obtain required information themselves and result in quicker commitment decisions. Design web site to show if another agency has inquired or made a commitment on an account.
Enable ORA to automatically generate collection holds in DTE Energy system(s) when agencies enter payment commitments.
Met with agencies to establish customer data standards.
Countermeasure
Identify Scope Form Team Master Plan Implement Measure Acknowledge TeamIdentify GapsIdeal StateCurrent Reality
31
Master Plan
2005 DTE Energy Agencies
March
Begin Feature Prioritization for Phase 1 Facilitate Agency Mtg Participate in Introductory Mtg
April & May Develop and Test Phase 1 Finalize Training Plan
June
Phase 1 Operational Finalize Training Plan Conduct Training
Participate in Phase 1 Pilot Training
JulyBegin Feature Prioritization for Phase 2 Pilot Phase 1 for up to 90 days
August Develop and Test Phase 2 Evaluate Phase 1 Pilot
September
Phase 2 Operational Update Training Plan Conduct Training
Full Implementation Phase 1 Participate in Training Ph. 1&2
October Full Implementation of Phase 2
Identify Scope Form Team Implement Measure Acknowledge TeamIdeal StateCurrent Reality Master PlanIdentify Gaps
32
Results
Identify Scope Form Team Implement Measure Acknowledge TeamIdeal StateCurrent Reality Master PlanIdentify Gaps
$-$100,000.00$200,000.00$300,000.00$400,000.00$500,000.00$600,000.00$700,000.00$800,000.00$900,000.00
$1,000,000.00
7/4/20
04
9/4/20
04
11/4/
2004
1/4/20
053/4
/2005
5/4/20
05
7/4/20
05
9/4/20
05
11/4/
2005
1/4/20
06
3/4/20
06
5/4/20
06
7/4/20
06
9/4/20
06
11/4/
2006
• Between Nov. 2005 – Dec. 06, theLow Income Program Support Team (LIPS)collected $8,185,195 from customers compared to $2,672,191 for the sameperiod (Nov 04 – Dec 05) a year ago.
• Today, 14 employees from LIPS make outbound collection calls compared to3.5 employees prior to ORA.
$ Collected by Reallocated (LIPS) Employees
33
Results
Identify Scope Form Team Implement Measure Acknowledge TeamIdeal StateCurrent Reality Master PlanIdentify Gaps
Human Service Agency Contacts(Calls and Emails)
-
5,000
10,000
15,000
20,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Yr-2004
Yr-2005
Yr-2006
34
Results
Identify Scope Form Team Implement Measure Acknowledge TeamIdeal StateCurrent Reality Master PlanIdentify Gaps
0%10%20%30%40%50%60%70%80%90%
100%
1/1/20
05
2/1/20
05
3/1/20
05
4/1/20
05
5/1/20
05
6/1/20
05
7/1/20
05
8/1/20
05
9/1/20
05
10/1/
2005
11/1/
2005
12/1/
2005
1/1/20
06
2/1/20
06
3/1/20
06
4/1/20
06
5/1/20
06
Agency Calls THAW Prescreens Email and Faxes ORA contacts
• In February and March, 2006,ORA exceeded target with 84% and82% of agency contacts respectively.
• In April, 2006, agency calls and emailsfrom the Dept. of Human Servicesincreased. The reasons were analyzedand two enhancements requests weresubmitted to IT.
Note: ORA Target: 80% of agency monthly contacts
Agency Contacts by TypeJanuary, 2005 – May, 2006
35
Acknowledgements
Several agencies including THAW, Michigan Dept. of Human Service, and Barrier Busters of Ann Arbor have expressed appreciation to DTE Energy making ORA available to them.
Identify Scope Form Team Implement Measure Acknowledge TeamIdeal StateCurrent Reality Master PlanIdentify Gaps