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1、It is recommended that, for optimal results, this file be printed to a Series III or higher printer.TELECOMMUNICATIONS2BELLSOUTHRTHUR NDERSEN & O, AAC SCOur Understanding of Your Needs. 2Project Approach.6Benefits of Our Approach. 14Project Timeline and Professional Fees. 15Exhibits I. Project Exper
2、iences.16II. Project Requirements.19TABLE OF CONTENTSPreliminary and Tentative for Discussion Purposes OnlyTELECOMMUNICATIONS3BELLSOUTHRTHUR NDERSEN & O, AAC SCDuring the past several months, BST has initiated several corporate initiatives aimed at responding to the focus on excellence through quali
3、ty. The total quality policy was adopted because BST realized the need to position itself more competitively within the industry. CHALLENGESThe environment surrounding todays business is constantly changing. Pressure on the workforce is increasing from a variety of perspectives: Increased workforce
4、productivity Changes in technology Job complexity Customer demands and expectationsCorporate wide responses: Foundation Network Strategy The Quality Advantage Business Process Reengineering Efforts Process Improvement Projects Training & Documentation BST RESPONSESBUSINESS NEEDSUNDERSTANDING YOUR NE
5、EDSTELECOMMUNICATIONS4BELLSOUTHRTHUR NDERSEN & O, AAC SCBST/ANDERSENTEAMBellSouth Telecommunications and Andersen have successfully worked together on a number of the business responses:Business Process Reengineering - COREJob Design - AM Work Content ReviewTraining - Training and Documentation Proj
6、ectFNS - Strategic Information InitiativeFlorida Billing Settlement Andersen is familiar with BellSouths efforts to improve the quality of service, and availability of services and productivity in customer services:Service representatives and collection representatives represent the front line linka
7、ge and contact point for this service.Moving to 24-hour-a-day, 7-day-a-week availability requires changes for the company.Small productivity increases in contact employee performance represent a substantial savings in BellSouths annual contact employee expenditure.Future reengineering efforts will a
8、ffect the system component of the provisioning process.Andersen has historically realized significant and quick productivity savings in redesigning these processes.CALL MANAGEMENT PROCESS IMPROVEMENTUNDERSTANDING YOUR NEEDSTELECOMMUNICATIONS5BELLSOUTHRTHUR NDERSEN & O, AAC SCEffectiveness&Efficiency
9、ContinuousImprovementUnit CostsProcess TimeCustomerServiceQualityBellSouthCall ManagementUNDERSTANDING YOUR NEEDSTELECOMMUNICATIONS6BELLSOUTHRTHUR NDERSEN & O, AAC SCPRIMARY BUSINESS OFFICE PROCESSES10.0 Customer Service10.1Service Order Processing new service requests, LD carrier, transfers, charge
10、s, disconnects, etc10.2Billing Inquires10.3Respond to customer inquiries10.4Telemarketing10.5Directory assistance11.0 Billing and collection11.1Credit policy administration11.2Accounts receivable management and customer accounts analysis11.3Past due accounts collection and payment arrangements11.4In
11、vestigate and resolve customer account adjustments11.5Service denial and restoration11.6Bill generation11.7Process and record payments12.0 Assignment12.1Assign facilities12.2Programming 13.0 Sales13.1Sales/marketing planning13.2Sales/marketing customer accounts13.3Account development and service13.4
12、Telemarketing13.5Directory assistance14.0 Records14.1Customer records setup and maintenance14.2Billing system setup and maintenance14.3Exception processing15.0 Installation and Maintenance/Repair15.2Maintenance and/repair loop testing15.3Schedule and dispatch installation and maintenance/repair work
13、15.4Monitor and clear scheduled work15.5Updating and maintaining maintenance/repair database UNDERSTANDING YOUR NEEDSTELECOMMUNICATIONS7BELLSOUTHRTHUR NDERSEN & O, AAC SCArthur Andersen Business Improvement Model:Customer Focused ManagementStrategicPositioningPerformanceMeasurementCustomerSatisfacti
14、onProcessAlignmentChangeEnvironmentBuild Enduring RelationshipsImprove ContinuouslyManage Resources to Create ValuePROJECT APPROACHTELECOMMUNICATIONS8BELLSOUTHRTHUR NDERSEN & O, AAC SCBellSouthCall Management ProjectPhase IPhase IIPhase IIIPhase IVPlanning& PreparationOpportunityAssessmentProcess Al
15、ignmentPerformanceMeasurementKeys to ProjectqJoint BellSouth/Arthur Andersen teamsqEffective communication with work forceqFull-time, focused resourcesqFocus on simplification, streamlining and qualityqDevelop specific implementation plans, including process, organization, work force, targets, and t
16、ime framesPROJECT APPROACHTELECOMMUNICATIONS9BELLSOUTHRTHUR NDERSEN & O, AAC SCPhase IPlanning& PreparationKey ObjectivesThe key objectives of the Planning and Preparation phase are as follows:qPerform cluster analysis qRefine objectives and strategyqOrganize teamsqFurther understand organization an
17、d key interfacesqPrepare kick-off communicationsqPlan project, finalize work plan and establish key target datesqOrient and train team membersApproachThe approach to achieving these objectives is to:qHold project team meetingsqDiscuss communications strategyqHold training sessionsqConduct a group te
18、am building exerciseqDiscuss activity dictionary with appropriate client personnelKey DeliverablesThe key deliverables of the Planning and Preparation phase are as follows:qAppoint and train project team qFinalize communications planqDevelop timeline for remainder of projectqActivity DictionaryPROJE
19、CT APPROACHTELECOMMUNICATIONS10BELLSOUTHRTHUR NDERSEN & O, AAC SCPhase IIOpportunityAssessmentKey ObjectivesThe key objectives of the Opportunity Assessment phase are as follows:qUnderstand functions/processes/activities/tasksqUnderstand expectations of key constituentsqFocus resources in high oppor
20、tunity areasqReview customer satisfaction informationApproachThe approach to achieving these objectives is to:qUtilize joint AA/BST observation teamsqInterview key managers and client personnelqAnalyze and document key processes and activitiesqSurvey client personnelqPerform sampling of significant
21、work activitiesqDocument “as is” performance of critical processesKey DeliverablesThe key deliverables of the Opportunity Assessment phase are as follows:qObtain understanding of expectations, needs and concernsqIdentify and obtain high-level understanding of opportunitiesqCurrent process mapqActivi
22、ty based costing analysisPROJECT APPROACHBellSouthCall Management ProjectPhase IPhase IIPhase IIIPhase IVPlanning& PreparationOpportunityAssessmentProcess AlignmentPerformanceMeasurementTELECOMMUNICATIONS11BELLSOUTHRTHUR NDERSEN & O, AAC SCPhase IIIProcessAlignmentKey ObjectivesThe key objectives of
23、 the Process Alignment phase are as follows:qDevelop recommendations for work simplificationqObtain buy-inqDevelop performance measuresApproach The approach to achieving these objectives is to:qPerform detailed analysis of opportunities identified and developed qRedesign selected processes and docum
24、ent specific actions required to implement improvementsqReview findings and obtain buy-in from key stakeholdersKey DeliverablesThe key deliverables of the Process Alignment phase are as follows:qRevised processes qOrganization and work force needsqQuantification of savingsqPerformance measures devel
25、oped for continuous improvementPROJECT APPROACHBellSouthCall Management ProjectPhase IPhase IIPhase IIIPhase IVPlanning& PreparationOpportunityAssessmentProcess AlignmentPerformanceMeasurementTELECOMMUNICATIONS12BELLSOUTHRTHUR NDERSEN & O, AAC SCPhase IVPerformance MeasurementKey ObjectivesThe key o
26、bjectives of the Performance Measurement phase are as follows:qDevelop specific implementation plans qCommunicate plans and action steps to appropriate personnelqSmooth transition into implementationApproach The approach to achieving these objectives is to:qSummarize, prioritize, and sequence opport
27、unities for changeqDevelop high level implementation plansqAppoint implementation teamsqAssign responsibilityqDevelop timeline and monitoring processqDevelop and track key performance measuresKey DeliverablesThe key deliverables of the Performance Measurement phase are as follows:qHigh level impleme
28、ntation plansStaffing and budget modificationsResponsibility and timingManagement considerations for monitoringqOverall monitoring processPROJECT APPROACHTELECOMMUNICATIONS13BELLSOUTHRTHUR NDERSEN & O, AAC SCq Communicationq Obtaining Buy-Inq Turf Protectionq Frequent management communication throug
29、hout processq Multilevel interactionq Participative processq Bottom-up analysis and clearanceq Focus on activities, not peopleq Joint project teamsq Development of objective data baseq Strong management directionq Objective perspective of teamsKeys to SuccessManagement IssuesPROJECT APPROACHTELECOMM
30、UNICATIONS14BELLSOUTHRTHUR NDERSEN & O, AAC SCqChanging the Right ThingsqObtaining Real SavingsqMaintaining Service While Change OccursqLinkage with business strategies qFocus on internal and external customersqObjective analysisqStrong management commitmentqSetting a fast pace for analysis andimple
31、mentationqBuy-in at all levelsqMeasure resultsqProper staffing of projectqFast paceqCommunicate goals and objectives to all employeesKeys to SuccessManagement IssuesPROJECT APPROACHTELECOMMUNICATIONS15BELLSOUTHRTHUR NDERSEN & O, AAC SCqBuilds cross-functional understanding throughout organizationqIn
32、jects fresh ideas and perspectivesqReduces cost, compresses elapsed process time and improves customer serviceqUtilizes knowledge base of how other companies have solved these issuesqUse of experts minimizes your long term investmentBENEFITS OF OUR APPROACHTELECOMMUNICATIONS16BELLSOUTHRTHUR NDERSEN
33、& O, AAC SCPROJECT TIMELINE AND PROFESSIONAL FEESMonthsPhase12345678I. Planning & PreparationII. Opportunity AssessmentIII. Process AlignmentIV. Performance MeasurementManagement CheckpointsqFrequent management checkpoints will allow BellSouth to adjust the project scope, as required.qWe will bill p
34、rofessional fees and expenses as incurred. We estimate fees for this project to be in the range of $900,000-$1,000,000 (based upon 20 site visits and BellSouth participation as outlined in the “Project Approach.”)qOur policy is that billings should be consistent with the value we provide. We will ad
35、just our billings if you are not satisfied with the value you received.qAdditional sites can be analyzed at marginal incremental costs.TELECOMMUNICATIONS17BELLSOUTHRTHUR NDERSEN & O, AAC SCExhibit I - Project ExperienceMajor Local Exchange CarrierManagement ChallengeIncreasing competition and deregu
36、lation movements have driven companies to focus their efforts on increasing their efficiency, effectiveness and customer service to achieve continued success. This Company believed improvements could be achieved in their Business Office service order and billing inquiry processes and activities to r
37、educe costs and improve quality while increasing customer service.Objectives1. To determine whether service order and billing inquiry processing activities were streamlined effectively to meet customer needs.2. To identify and develop recommendations to reduce processing cycle times while maintainin
38、g or improving customer service.3. To develop recommendations to ensure a totally customer-focused organization.4. To develop performance measures to support continuous improvement.ApproachAll significant Business Office work activities were reviewed for improvement. Process and activity analysis, a
39、ctivity-based cost analysis, work sampling and process mapping were used to help identify opportunities and develop recommendations.BenefitsBusiness Office processes and activities were reengineered, resulting in decreased processing cycle time and increased customer service. Increased customer serv
40、ice levels were achieved through improvements in labor management and staffing. Performance measures were established to properly monitor these very important practices. Some of the significant benefits included:qThe companys cost per service order decreased 35% while improving quality and increasin
41、g customer service.qBilling inquiry volume decreased 19% and processing time per inquiry decreased 25%.qThe all-positions-busy and customers-waiting-in-queue time decreased significantly and resulted in improved customer service.TELECOMMUNICATIONS18BELLSOUTHRTHUR NDERSEN & O, AAC SCMajor Local Excha
42、nge CarrierManagement ChallengeManagement believed their current cost apportionment methodology did not appropriately reflect the specific work activities being performed by their employees. Additionally, they were obtaining inconsistent results with unexplainable variances between study periods. Ar
43、thur Andersen was engaged to design an improved methodology to more appropriately reflect employees specific work activities performed and increase the accuracy and consistency of results with explainable variances. Additionally, the methodology should be used to identify, develop and quantify work
44、simplification and process improvement opportunities.Objectives1. Develop and design an improved methodology, within FCC requirements, to more appropriately reflect employees specific work activities performed and increase the accuracy and consistency of results with explainable variables.2. Test an
45、d implement the redesigned cost apportionment methodology by executing the studies and providing variance explanations.3. Identify, develop and quantify work simplification and process improvement opportunities.ApproachWe analyzed the companys customers, processes, activities and tasks to develop an
46、 activity dictionary at its lowest possible level ofdifferentiation. Producing activity-based information at its lowest level maximizes specifically identifiable activities (regulated or nonregulated) and minimizes shared activities (joint regulated and nonregulated). We designed a consistent, stati
47、stically valid, cost apportionment methodology based on activity-based costing techniques and principles. An activity-based method enabled us to identify and explain variances and identify, develop and quantify work simplification and process improvement opportunities.BenefitsqEmployees-specific wor
48、k activities were more appropriately reflected in study results.qAccurate and consistent results were achieved with explainable variances.qThe impact of different operating practices between locations could be quantified to finalize cost/benefit analysis of certain internal “best practices” initiati
49、ves.qPerformance and productivity improvements were identified, developed and quantified relating to work simplification and process improvement, organization design, labor management, marketing efforts and effectiveness, and customer service.Exhibit I - Project ExperienceTELECOMMUNICATIONS19BELLSOU
50、THRTHUR NDERSEN & O, AAC SCLarge Telecommunications CompanyManagement ChallengeThe Companys bad debt percentage was continuing to increase andmanagement believed their collection efforts could be more effective. Arthur Anderson was engaged to help streamline, prioritize and focus collection work act
51、ivities and processes to create a more effective collection department.Objectives1. To determine if the activities performed added value tocollecting past-due amounts from customers.2. To eliminate activities performed that did not add value andstreamline activities that added value to the collectio
52、nprocess.3. To properly prioritize collection activities to ensure highestpotential payback.4. To design performance measures to support continuous improvement.Exhibit I - Project ExperienceBenefitsRedesigned work processes and activities were implemented improvingprioritization, focus and effective
53、ness of the Companys collectionefforts. New Company policies and practices were established, resultingin a more streamlined and effective organization. Performancemeasures were designed to help achieve departmental goals andmonitor department performance. Some of the benefits included:q The Companys
54、 collection success rate increased 21% and their final account collection processing time decreased significantly.q New policies resulted in increased revenues and a decreased volume of certain collection activities (e.g., temporary disconnects, etc.).q The Companys bad debt percentage decreased dra
55、matically.ApproachAll significant collection work activities were reviewed for improvement.Process and activity analysis, activity-based cost analysis, worksampling and process mapping were used to help identify opportunitiesand develop recommendations.TELECOMMUNICATIONS20BELLSOUTHRTHUR NDERSEN & O,
56、 AAC SCExhibit II - Project RequirementsSpace & Tools RequirementsPlanning Phase:1. Work room for team members to conduct planning (10-15people capacity).Training Sessions:1. Room to conduct training sessions. Should be large enoughso 10 - 25 people can attend the session.2. Presentation equipment:
57、Overhead projector and screen, flip chart with pens.Interview and Analysis Periods:1. Work area for the team to work in. Hopefully secured or away from people, so the team can freely discuss their ideas.Large enough for both teams, or two separate rooms for the two teams.2. Area to conduct interview
58、s and communication sessions. Wewill need 2 - 4 rooms for interviews and communicationsessions. The teams can be very flexible on the interviewspace (i.e., we can interview in lunch rooms, empty offices,etc.).Miscellaneous Items:1. Phone line dedicated to team to receive/make phone calls oraccess to
59、 a phone.2. 1- 2 laser jet printers (preferably Hewlett Packard III or better).3. BellSouth team members will need computers (or haveaccess) to assist in their analysis.Software used by AA&Co.: Microsoft Word Microsoft Excel ABC Flowcharter Paradox4. AA&Co. can rent computers (for BellSouth team mem
60、bers) and printers for the project. Our contractualrental rates may be less expensive.TELECOMMUNICATIONS21BELLSOUTHRTHUR NDERSEN & O, AAC SCExhibit II - Project Requirements1. Someone who can dedicate full-time for the duration of the project.2. Individual should have good understanding of Company a
61、nd variousorganizations that will be affected.3. Well respected by craft and noncraft personnel.4 Someone who is positive about change and continuous improvement.5. Should have good presentation, writing and analytic skills.6. Does not necessarily have to be involved in the processes under review.7. Should be computer literate.Team Member Personnel Requirements
