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Trouble Dispatching – Large Outage Management - Improving Customer Outage Restoration Performance
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Trouble Dispatching – Large Outage Management - Improving Customer Outage Restoration Performance

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  • 1. Trouble Dispatching – Large Outage Management Improving Customer Outage Restoration Performance
  • 2. Step 1: Project Identification
    • Historical CAIDI (Customer Average Interruption Duration Index) Performance:
    4 th quartile
  • 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 Analysis Dispatch Data
  • 5. Step 3: Current State Analysis Dispatch Data Dispatch time dropped 35 minutes by auditing 3% of the events
  • 6. Step 3: Current State Analysis Restoration Data 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 Analysis Large Outage – CAIDI Relationship Event Count Customers Affected CAIDI 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
    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 10,814 233 206 237 281 296 311 355 419
  • 8. Step 3: Current State Analysis The Trouble Dispatch project was broken into two projects: Large Outage Management project, and Data Integrity – Audit Process Y = f ( X 1 , X 2 X 3 ) Y = f ( X 4 , X 5 , X 6 , X 7 ) Y = f ( X 8 , X 9 , X 10 ) 152 CAIDI = 233 66 15 = + + Project Focus 15 min CAIDI Improvement Target Lead: Susan Putrycus Y = f ( X 11 , X 12 , X 13 ) Project Focus 15 min CAIDI Improvement Target Lead: Ryan Stowe Restore Customers in 3 Hours or less Time to Repair Time to Dispatch Resource Availability ORC / Dispatcher skill set Large Outage Mgmt Resource Availability Crew Allocation Crew Alignment Event Management Data Accuracy Error Proofing InService Audit Process Crew Utilization Visual Management Time to Dispatch Data Accuracy
  • 9. Step 4: Define Ideal State
    • 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 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
  • 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, & Implement Current Status Expect year end CAIDI to be under the year end target of 195 min 79 min
  • 14. 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, & Implement Current 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.
  • 16. 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 Reality Identify 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 Reality Identify 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 Reality Identify 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 Reality Identify Scope Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team
  • 21. Current Process Receive Information Request Implement Account actions/ Update CSB Received and Post Payment Make Payment Arrangements Research and Communicate 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 Reality Identify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team SIPOC
  • 22. Waste Walk Identify Scope Form Team Current Reality Identify 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 needless time 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 Motion Employees frequently are away from their desks, walking to and from the copier, fax, or printer.
  • 23. Project Scope Identify Scope Form Team Current Reality Identify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team Y = f( X 1 X 2 X 3 Y = f( X 1 X 2 X 3 X 4 ) X 4 X 5 X 6 ) Timely Response To Agencies for Customer Information Incomplete/ Inaccurate Info from agencies Type of Inquiries (i.e., general or dispute related) Employee Availability System(s) Availability (i.e., CSB, CTV) Manual Process Receive calls, faxes emails Research Information Conveying information Copying CSB/Thaw screens Equipment Breakdowns (i.e., fax, etc.) Manual Process
  • 24. Metric Identify Scope Form Team Current Reality Identify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team Average > 10,000 Calls per Month
  • 25. Metric Identify Scope Form Team Current Reality Identify Scope Form Team Current Reality Ideal State Identify Gaps Master Plan Implement Measure Acknowledge Team Average > $76,000 Collected per month
  • 26. Ideal State
    • Agency
    • 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 Reality Identify 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 Reality Identify Scope Form Team Identify Gaps Master Plan Implement Measure Acknowledge Team Ideal State
  • 28. DTE Energy’s Low Income Support Ideal Process Map for In-bound Agency Inquiries R O L E S Agencies Customer DTE’s Low Income Support Team End Request Assistance Access Online Resource for Agencies (ORA) for Inquiries, Payment Commit- ments and Collection Holds DTE Energy is contacted on an exception basis and provides information Information Available? Yes No Determination made for commitment Commitment made? Yes No Automatic 30-day coll. hold Account noted in ORA and system copied to CSB Customer may be put on a budget plan Ideal State Process Map CSB Current Reality Identify Scope Form Team Identify Gaps Master Plan Implement Measure Acknowledge Team Ideal 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 Reality Identify Scope Form Team Identify Gaps Master Plan Implement Measure Acknowledge Team Ideal 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 Team Identify Gaps Ideal State Current Reality
  • 31. Master Plan Identify Scope Form Team Implement Measure Acknowledge Team Ideal State Current Reality Master Plan Identify Gaps
  • 32. Results
    • Between Nov. 2005 – Dec. 06, the
    • Low Income Program Support Team (LIPS)
    • collected $8,185,195 from customers
    • compared to $2,672,191 for the same
    • period (Nov 04 – Dec 05) a year ago.
    • Today, 14 employees from LIPS make
    • outbound collection calls compared to
    • 3.5 employees prior to ORA.
    $ Collected by Reallocated (LIPS) Employees Identify Scope Form Team Implement Measure Acknowledge Team Ideal State Current Reality Master Plan Identify Gaps
  • 33. Results Identify Scope Form Team Implement Measure Acknowledge Team Ideal State Current Reality Master Plan Identify Gaps
  • 34. Results
    • In February and March, 2006,
    • ORA exceeded target with 84% and
    • 82% of agency contacts respectively.
    • In April, 2006, agency calls and emails
    • from the Dept. of Human Services
    • increased. The reasons were analyzed
    • and two enhancements requests were
    • submitted to IT.
    • Note: ORA Target: 80% of agency
    • monthly contacts
    Agency Contacts by Type January, 2005 – May, 2006 Identify Scope Form Team Implement Measure Acknowledge Team Ideal State Current Reality Master Plan Identify Gaps
  • 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 Team Ideal State Current Reality Master Plan Identify Gaps