Process Improvement Document HP

..........

ACCC Process Improvement Team1

1 All contents within this document are HP Confidential. Revision Date: 08/20/99

ACCC Process Improvement TeamDocument Owner: Stacey Coseo, Janet KlepacPlease direct all questions or comments to Stacey Coseo (T: 278-7608) and Janet Klepac (T: 278-7560)

2

ACCC Process Improvement Team

Table of ContentsCHARTER AND PROJECT SCOPE.................................................................................................................................................................................................3

ASSUMPTIONS....................................................................................................................................................................................................................................3

TEAM COMPOSITION......................................................................................................................................................................................................................3

METHODOLOGY...............................................................................................................................................................................................................................4

MAPPING PROCESS..........................................................................................................................................................................................................................5

PROCESS TREE..................................................................................................................................................................................................................................6

PURPOSE STATEMENTS..................................................................................................................................................................................................................7

RELATIONSHIP MAP SAMPLE......................................................................................................................................................................................................8

6.0 CCC SERVICE AND SUPPORT RELATIONSHIP MAP........................................................................................................................................................9

6.2 SERVICE AND SUPPORT STRATEGIC ALLIANCE RELATIONSHIP MAP.................................................................................................................10

6.4 SERVICE AND SUPPORT LOGISTICS MANAGEMENT RELATIONSHIP MAP.........................................................................................................11

6.5 SERVICE AND SUPPORT DELIVERY RELATIONSHIP MAP.........................................................................................................................................12

7.0 INFRASTRUCTURE SUPPORT RELATIONSHIP MAP......................................................................................................................................................13

7.2 BUSINESS SYSTEM AND PROCESS IMPROVEMENT RELATIONSHIP MAP............................................................................................................14

7.3 IS/IT SOLUTIONS MANAGEMENT RELATIONSHIP MAP..............................................................................................................................................15

DEFINITION OF TERMS.................................................................................................................................................................................................................16

DISCONNECTS AND RECOMMENDATIONS............................................................................................................................................................................18

3

Debra Daniels, 01/03/-1,


Charter and Project Scope

The purpose of this project is to provide a detailed analysis of the call center key processes to determine disconnects, overlaps, and inefficiencies that are impacting the quality and cost of providing customer support within the Americas. The scope is:

Inclusive of Call Center processes. Inclusive of Business Solutions Team functions. Exclusive of Division and Technical Marketing functions. Exclusive of onsite repair operations. Exclusive of product distribution.

Assumptions

Assumptions included within this project are:

There are no areas or processes that cannot be improved upon. Processes are connected and the business system is always changing. Process analysis will build on the previous work completed by the ISG Supplies Organization Business System. Processes will be documented using relationship maps & disconnects will be identified. Sub-teams will be formed to correct disconnects that effect day-to-day job tasks. A division QMS model has been extended to describe the regional group function of support.

Team Composition

Sponsors: ISG 3SO CCC Manager Janet KlepacBusiness Solutions Manager Roy ReinhardtMembers:ISG 3So Americas Administrative Assistant Kristin SpohrSupport Delivery Assurance Business Analyst Lee LinebargerISG 3SO CCC PLE1 Manager Don RussellISG 3SO CCC PLAD Manager Gail DeMarsLearning Solutions Liaison Doug SextonISG 3SO CCC Support Services Manager Brad BatesSupport Delivery Assurance Quality Consultant Stacey CoseoISG 3SO CCC PL3C/PL56/PL4N/PL6A/PL87 Manager

Phil Hughes

4


Methodology2

To provide a detailed analysis of the call center processes, the Process Improvement Team (PIT) used the process management methodology below.

Within the methodology, a process is a series of value-added steps that convert an input into an output. For example, in delivering support to HP customers, a customer request for information is an input. A problem resolution, or an output, is then delivered back to the customer.

2 Process defined by Karla Williams5


Mapping Process

6

ACCC Process Improvement TeamProcess Tree

The PIT leveraged from previous process tree mapping performed by the ISG Supplies Organization Business System. This map details the key functions within ISG’s Business System and extends to a Quality Management System methodology.

Customer Service/Support is function 6.0. It is supported by 7.0 Infrastructure Support. The purpose of 6.0 Customer Service/Support is to provide a complete support solution to the customer (internal or external) that meets or exceeds their expectations. The purpose of 7.0 Infrastructure Support is to provide the support and resources needed to efficiently and effectively run the business system, including its context, capability (people) and infrastructure (processes, information systems, information technology, funding, and equipment).

7


Purpose Statements

As stated earlier, the PIT focused on processes within the Americas call center. Within the business system, several components comprise 6.0 Customer Service/Support including:

Component3 Process Purpose Statement6.0 Customer Service and Support

To provide a complete support solution to the customer that meets or exceeds their expectations.

6.1 Service and Support Strategic Planning

To provide product level lifetime support information and direction to worldwide HP partners.

6.2 Support Strategic Alliance/Supplier Management

To manage the suppliers of service, support, and materials to provide a competitive advantage for the division and complete solution for the customer.

6.3 Service and Support Costing

To achieve or exceed fiscal year targeted warranty costs for the division.

6.4 Support Logistics Management

To manage inventories of support materials to meet or exceed service level requirements by region for the division.

6.5 Service and Support Delivery

To provide convenient access to HP support services that provide a seamless solution for customer satisfaction and loyalty.

6.6 Channel Returns Management

To provide accurate channel return data to worldwide marketing centers and to minimize warranty exposure to the division.

6.7 Support Change Management

To identify, generate, and implement hardware and support changes to ensure customers receive division approved solutions that maintain the quality and reliability of the product, service, and support.

6.8 Worldwide Warranty Reporting and Administration

To manage, measure, and communicate accurate warranty data to functional management, technical marketing, and current product engineering.

7.0 Infrastructure Support To provide the support and resources needed to efficiently and effectively run the business system, including its context, capability (people) and infrastructure (processes, information systems, information technology, funding, and equipment).

7.1 Human Resource Management

The organization has not yet defined processes using this methodology.

7.2 Business System and Process Improvement Management

To provide evaluation, improvements, training, education and development that improves the efficiency and effectiveness of the support organization.

7.3 IS/IT Solutions Management

To provide easy-to-use and cost effective tools for our customers.

7.4 Financial Analysis and Decision Support

The organization has not yet defined processes using this methodology.

3 Shaded items fall outside of ISG 3SO CCC processes and supporting functions and were not addressed within this project.8

ACCC Process Improvement Team7.5 Facilities Management The organization has not yet defined processes using this methodology.

9


Relationship Map Sample

To understand relationship mapping the following map is provided with explanations.

10


6.0 CCC SERVICE AND SUPPORT RELATIONSHIP MAP

11


6.2 SERVICE AND SUPPORT STRATEGIC ALLIANCE RELATIONSHIP MAP

12


6.4 SERVICE AND SUPPORT LOGISTICS MANAGEMENT RELATIONSHIP MAP

13


6.5 SERVICE AND SUPPORT DELIVERY RELATIONSHIP MAP

14


7.0 INFRASTRUCTURE SUPPORT RELATIONSHIP MAP

15


7.2 BUSINESS SYSTEM AND PROCESS IMPROVEMENT RELATIONSHIP MAP

16


7.3 IS/IT SOLUTIONS MANAGEMENT RELATIONSHIP MAP

17


Definition of Terms

Agreement Decisions : Representation and facilitation of Support requirements for ISV/IHV, division, and partners. Alternative Support Request : Message provided to the customer using electronic services to reroute them to an on-line agent for problem

resolution. Business Process Documentation : The documents needed to explain and improve the processes and procedures used to support call center

activities. Business Requirements: The plans and information needed from the call center to determine equipment, software, processes, and tools necessary to

the business operations (includes Non-HP Alliance/Supplier). Call Center Approved Programs : Initiatives created by the call center to enhance business or offer additional services. Call Center Product Request: Products and supplies used for agents to learn and support products. Consulting Services: Tasks performed by call center support groups including: facilitation, service request fulfillment, contract and project

management. Customer Request: Presales request (product information) and Post-sales request (troubleshooting). Disconnect: Anything that takes away from, degrades, or negatively impacts the effectiveness or efficiency of a Business System or one of its

processes. Division Request: nontraditional services requested by the division of the support center such as beta testing. Enhanced Service Request: Activities needed by marketing centers and division such as beta testing, market analysis, needs assessment, and

specialized services that are typically not offered or modify existing support offerings. Escalations: Call center function providing 2nd tier call handling including troubleshooting and communication of issues (resolved or unresolved)

to divisions. Feedback : Tracking of product trends experienced by the customer reported to the division for future product improvements. HP Alliance Supplier : An organization that is partnered or provides a service used within the call center system such as Product Support Divisions

(PSD), Customer Information Systems (CIS), HP Corporate, and any other HP division or function. IS/IT Strategies : Plans needed to communicate resource, equipment costs, and future needs to the call center. ISV/IHV Expectations : Items needed to fully comply with the support strategy requirements including 95% services level, database entry, reporting,

etc. ISV/IHV Requirements : Tools/equipment needed by call center to comply with support strategy developed for ISVs/IHVs. Non-HP Alliance Supplier : An organization that is partnered or provides a service used within the call center system such as Aspect, third party

training suppliers, telecom consulting, and negotiated vendor. Non-standard Product/Part Miscellaneous Shipping Request : A consumable or product unavailable from distribution centers need by customer.

Typically shipped from the call center via a miscellaneous shipping process. NPI Deliverables : Division, Marketing Center, and Call Center designated tasks or documents required for a new product’s release including the

Technical Content Model, Product Support Plan, Technical Reference Manual, training and support units. Order Status Information : Reporting of inventory available to customers obtained through the COPS system and PACO/CREW to the ACCC. Outsourcer Expectations: Items needed to fully comply with the support strategy requirements including 95% services level, database entry,

reporting, etc. Outsourcer Requirements : Tools/Equipment needed by call center outsourcer(s) to comply with support strategy. Ownership Request ISV/IHV : Call center request to an ISV/IHV to own and resolve customer issue.

18


Process Implementation: Resources provided to the call center that facilitates effective and efficient business operations such as programs, applications, and tools.

Programs Support Strategy: The plans and information needed from the division, call center, marketing center to determine equipment, software, processes, and tools necessary to implement programs.

Request for In-house Product: A consumable or a product used in the call center as a resource or tool to satisfy customers. Standard Reports: Data used to report business status and analyze performance within the call center such as the Call Center Operations Report,

Call Center Summary Report, and the Worldwide Report. Stock Inventory Information : Data used to set delivery expectation to customer. Support Business Support Strategy (BSS) and Business Objectives: The fiscal strategy and objectives used to guide business decisions and planning

includes hoshins, business fundamentals and deliverables. Support System Requirements: Information and specifications needed from the call center to determine equipment, software, processes, and tools

necessary to the business operations (includes Non-HP Alliance/Supplier). Tools : An application, system, or equipment used in performing an operation that is necessary to the business such as reporting and analysis

software, call tracking databases, Internet and fax systems.

19


Disconnects and Recommendations

Process Map Disconnect

Disconnect Summary Recommendation Owner/Accountability/Deliverable

6.2-1 Insufficient call center involvement in the strategy for ISG management.

More buy-in and involvement of ISG 3SO CCC managers and SDA.

Owner: Janet Klepac and Roy ReinhardtAccountable to: PIT Deliverable: Joint planning sessions.

6.2-2 Exchange/Repair provider has no incentive to correct issues causing repair/exchange dissatisfaction (varying degrees of dissatisfaction dependent on product line) (Example: Relationship needs to have accountability to the call center.)

Support Service Manager must be given authority to be a division support advocate for representation.

Owner: Brad BatesAccountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Plan to address process and communications.

6.2-3 Roles and responsibilities in the outsourcing contract are not clearly defined.

Define and document roles and responsibilities within contracts.

Owner: Janet Klepac and Roy ReinhardtAccountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Plan to address process and communications.

6.2-4 Security, audit issues, and limited logins are the reasons HP information is not available to Outsourcer and ISV/IHV (i.e. Internal web site, DLS, etc.).

Liaison needed to address security and access for call centers.

Owner: Roy ReinhardtAccountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Plan to address process and communications.

6.4-1 Cannot rely on distribution centers to provide the items necessary for miscellaneous shippers (Example: Firmware tapes).

Distribution centers must offer flexible distribution pipelines for specialized parts.

Owner: DivisionsAccountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Plan to address process and communications.

6.4-2 Misship information is not readily available for PLE1 and PLAD agents (not all agents have access to this information due to a limited number of logins effecting the accuracy of information given to the customer).

Proactive communications must be available, enabling agent to set proper delivery expectations for customers.

Owner: Brad BatesAccountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Plan to address process and communications.

20




6.4-3 One source for part number entry is needed (preference: automated process).

Develop an effective plan or process. Owner: Brad Bates, Mike Gates (SWISE), Todd Rutherford (CCS)Accountable to: Gail DeMars, Don Russell, Phil Hughes, Technical Marketing ManagersDeliverable: Plan to address process and communications deficiencies.

6.4-4 Learning Solutions (LS) does not currently own training on new processes coming out of 6.4.4 Process Development/Implementation.

Institutionalize processes and changes within all training content including outsourcers.

Owner: Brad Bates, Doug Sexton Accountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Plan to address process and communications deficiencies.

6.4-5 Repair/exchange status information is not readily available for agents (not all agents have access to this information due to unmet expectation of Alliance/Supplier communications affecting the accuracy of information given to the customer).

Customer satisfaction needs to be clearly documented and agreed upon (needs should be classified).

Owner: Brad Bates, Doug Sexton Accountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Impact assessment for division review and decisions.

6.5-1 Division response to call center feedback on top reported issues is inadequate to facilitate changes and further process improvement.

Call center management support is needed to drive the division communications and responses.

Owner: Phil Hughes, Gail DeMars, Don Russell, Technical Marketing ManagersAccountable to: PL agentsDeliverable: Statement of division intent or resolution by issue.

6.5-2 HP support expectations differ from Non-HP Alliance (outsourcers) support expectations.

Define deliverables and ownership within outsourcer contracts.

Owner: Colleen JensenAccountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Deliverable criteria summary.

6.5-3 Non-HP Alliance Suppliers do not consistently report escalations data into the call center for trend analysis and tracking.

Define and document escalations process with Non-HP Alliance Supplier (including metrics).

Owner: Roy TomalinoAccountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Mapped process and communications.

21




6.5-4 Message provided to the customer using electronic services to re-route them to an on-line agent for problem resolution (email cannot collect fee for out-of-warranty support contacts).

An electronic service agent should also perform all processes that can be done by an on-line agent.

Owner: Brad Bates, Janet Klepac Accountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Plan to address process standardization.

6.5-5 Customers do not have a well-defined path for product, process, or logistics dissatisfaction and exceptions.

Reduce redundancy in escalation process.

Owner: Roy TomalinoAccountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Document improved process.

6.5-6 ISV/IHV response to call center escalations is inadequate to facilitate changes and further process improvement.

Ownership and consequences defined in the contract for non-compliance.

Owner: Colleen JensenAccountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Contract template designed and communicated.

6.5-7 Partners do not have a full understanding of Total Quality Support (TQS) report card.

Communicate to partners. Owner: Stacey CoseoAccountable to: Gail DeMars, Don Russell, Phil Hughes, Divisions, and Marketing CentersDeliverable: Communications plan.

6.5-8 Support parts missing at new product introduction. Checklist developed, agreed upon, and status communicated at T-2.

Owner: David Gladis, and Corey JacksonAccountable to: Gail DeMars, Don Russell, Deliverable: Checklist and communications plan.

7.0-1 Insufficient Support Delivery Assurance Team (SDA) involvement in the strategy for ISG management.

More support and involvement of SDA contributors.

Owner: Janet Klepac and Roy ReinhardtAccountable to: PIT Deliverable: Joint planning sessions.

22




7.0-2 Accountability for missing NPI deliverables needed. Impact assessment and recommendation for addressing missing components.

Owner: Doug Sexton, Gail DeMars, Don Russell, Phil HughesAccountable to: Gail DeMars, Don Russell, Phil Hughes and agentsDeliverable: Impact assessment and communications plan.

7.0-3 Report requirements are not communicated or documented. Report objectives need to be clearly stated. Metrics need to be defined for showing measurability for meeting objectives.

Owner: Gail DeMars, Don Russell, Phil HughesAccountable to: SDA reporting representativesDeliverable: Support objectives with requirements defined.

7.2-1 Electronic Services survey results are not included in the Voice of the Customer reports.

Merge results. Owner: Stacey Coseo and Janet KlepacAccountable to: DivisionDeliverable: Coordinated reporting.

7.2-2 Processes are not documented, communicated, or supported by our partners.

Obtain buy-in from support partners to enable consistent process management.

Owner: Roy Reinhardt, Lee Linebarger, Janet KlepacAccountable to: Gail DeMars, Don Russell, Phil Hughes, DivisionsDeliverable: Process documentation minimums defined and agreed to.

7.2-3 Training evaluations and histories need to be available on-demand through automated systems.

Automate evaluations and histories. Owner: Doug SextonAccountable to: Gail DeMars, Don Russell, Phil Hughes and agentsDeliverable: Automated reports.

7.2-4 HP support training expectations differ from Alliance support training expectations.

Define deliverables and ownership within outsourcer contracts.

Owner: Colleen Jensen, Doug SextonAccountable to: Gail DeMars, Don Russell, Phil HughesDeliverable: Deliverable Criteria Summary.

7.2-5 All planning for programs do not flow through one source. All programs should be communicated through 6.1 Service and Support Strategic Planning.

Owner: Mick HarrisAccountable to.: Division, Customer Care CenterDeliverable: Communications of programs, impacts, and metrics.

23

Documents

Process Improvement Document HP