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1、Proyecto de Rediseo de los Procesos de Provisin y Mantenimiento de Servicios Integrales Executive Summary 26th June 1998,Contents 0. Scope 1. Summary of conclusions 2. Vision 3. Current situation 4. Implementation 5. Significant issues,Contents,The scope of the project is bounded by those process el
2、ements for which Servicios Integrales is accountable, indicated by the shaded area below.,0. Scope of the Project,Sales,Provision,Billing,Maintenance,Customer,Satisfied Customer,sales calls orders,Fault reports Alarms,Fault Resolved,Service dely Invoices,Servicios Integrales,Other Processes,How sati
3、sfied are customers and why by customer segment and product,How does revenue split by customer segment and product,How do costs split by customer segment and product,Understand the Interfaces,KPIs,Invoicing,1. Summary of conclusions (1),In the short term, significant improvements in cost and quality
4、 can be addressed trough process, organisational and systems initiatives. However, in the medium and long Term, further improvements are dependant on changes in the supporting network infrastructure and management systems.,Operating Cost Improvements,1 Year,Service Quality Improvements,Quick Wins,Sh
5、ort Term,Medium Term,Long Term Vision,Driven by changes in processes, organisation and systems,Driven by changes in networks technology and management systems,3 Years,In the short term, Telefonica can achieve significant improvements in the quality of service offered to its business customers and ac
6、hieve modest cost savings, through making changes to processes and organisation within Servicios Integrales and those functions with which Servicios Integrales interacts, both inside and outside the Empresas organisation.,1. Summary of conclusions (2),* Operating cost savings, excluding costs of imp
7、lementing changes, assuming current business volumes. The basis for the % of reduction is the previous scenario (i.e. For the short term improvements the basis is after quick wins implementation),In the medium and long term, major improvements in service quality and major cost savings may be achieve
8、d through radical changes to the provisioning and maintenance processes. However, the realisation of these benefits are substantially dependent upon Telefonicas investment in new network technologies and the management systems which support them, particularly those through which customers are provid
9、ed with access to the network.,1. Summary of conclusions (3),* Operating cost savings, excluding costs of implementing changes, assuming current business volumes. The basis for the % of reduction is the previous scenario (i.e. For the short term improvements the basis is after quick wins implementat
10、ion) * The basis for the reduction is the current cost structure.,Tramitacion function absorbed into sales. Assignment performed by Servicios Integrales allowing them to create & manage provisioning projects. Sales confirm customer satisfaction. Despatch controlled by Servicios Integrales. Fault rec
11、eption and general testing combined. Order of testing reversed so general end-to-end service testing is performed first. Owner of fault closes fault with customer.,Territory Test Centres consolidated into National Centre to leverage economies of scale.,Workflow management system, including despatch
12、functions. Sales tool/ front-end for provisioning systems to automate tramitacion. Provide access to assignment systems to Servicios Integrales. Knowledge database accessible to Test and Diagnosis and customer interface staff.,Pre-provisioning of service for certain customers /services eliminates ne
13、ed for most installation visits. Automation of assignment and despatch for certain customers/services. Customers advised of faults and actions being taken for certain services; self-healing networks repair themselves, with maintenance actions being non-service affecting.,Fault reception activity has
14、 greater out-bound calling element.,Implementation of customer database for all classes of customers. Implementation of new service management system for certain customers/services. Implementation of network database for certain customers/services. Implementation of Network level control system for
15、certain customers/services.,Pre-provisioning of service for most customers/services eliminates need for most installation visits. Automation of assignment and despatch for most customers/services. Customers advised of faults and actions being taken for certain services; self-healing networks repair
16、themselves, with maintenance actions being non-service affecting.,Fault reception activity has greater out-bound calling element. Changes to skills requirements of field workforce. Changes to skills requirements of sales support and 1st line fault reception/test & diagnosis staff.,Implementation of customer database for all classes of customers. Implementation of new service management system for most customers/services. Implementation of network database for most custome
