Comlabs-ITB Service Excellence for Institution or Company

Comlabs Service Excellence
ComLabs-USDI | ITB Gathering
05 January 2011
Djadja Sardjana S.T., M.M
djadja@bapinger.web.id
http://id.linkedin.com/in/djadja
http://www.facebook.com/djadja
http://twitter.com/djadjas
Michael
Jordan
Failure-30s

22-Mar-11 ComLabs Service Excellence 1

Contents

1. Customer Driven Organization

2. Service Excellence Strategy

3. Service Level Agreement

4. Help Desk & Escalation Procedure


Customer Driven Organization
05 January 2011
Michael
Jordan
Failure-30s


Introduction
• What makes a successful customer-
based initiative tick?
• One of the most frequent questions
we hear is: "What do successful
customer-driven companies have in
common?"


THE SEVEN HABITS OF SUCCESSFUL
CUSTOMER-FOCUSED COMPANY
1. Obsessed with delivering value to customers.
2. Comfortable with long-term business results.
3. The customer-based initiative is sponsored by
senior executives.
4. Demonstrates a deep commitment to the
initiative.
5. Unafraid to assign a completely new set of
metrics.
6. Actively invests in training its employees.
7. Identifies internal stakeholders who can act as
key disseminators of the vision.


1. The Company is obsessed with
delivering value to customers.
• This means elevating the customer
experience, improving customer satisfaction,
and paying close attention to customer
feedback and attitudes.
• The Company consistently changes itself in
order to deliver more value to customers.
• The Company might have one or more
customer advisory boards in order to capture
real data and suggestions.
• It's also likely to seek out customer insight
through its quality-improvement initiative.


2. The Company is comfortable
with long-term business results.
• It's careful not to allow the push for
quarterly results to overshadow its
business investment rationale or its
internal operations.
• While a comprehensive CRM vision is
likely to be shared among the executives
of the firm, they are cognizant that the
transition cannot occur overnight.


3. The customer-based initiative is
sponsored by senior executives.
• The firm will have a specific project
manager accountable and responsible
for executing the plan.

• And the customer-based initiative won't
be the first set of process changes the
firm has managed in this way, either.


4. The Company demonstrates a deep
commitment to the initiative.
• Communicating its launch plan both internally
and externally.

• As the initiative moves forward, reporting
capabilities and a vehicle to communicate
successes are crucial for building and
sustaining momentum.


5. The company is unafraid to assign
a completely new set of metrics.
• Useful to assess the incremental
progress and success of the
initiative.

• It may even use a "balanced
scorecard" or some other tool for
explicitly assigning priorities to
non-financial objectives.


6. The Company actively invests
in training its employees.
• Companies that invest in training are
much more likely to enjoy successful
Customer-Focused implementations,
particularly because these types of
initiatives often require the people to do
business in a different way.
• But the training will take root easily in a
culture that is centered on the concept of
constantly seeking to provide more
customer value.


7. Identifies internal stakeholders who can act
as key disseminators of the vision.
• Actively work to build support within
the stakeholder group.

• The search for stakeholders will be
carried out not just among the direct
participants in the program, but
among the program's clients and
customers, and within the firm's own
financial group as well.


THE SEVEN BARRIERS OF SUCCESSFUL
CUSTOMER-FOCUSED COMPANY
1. Internal focus.
2. Short-term approach.
3. Command and control culture.
4. Inadequate customer data.
5. Un-optimised customer knowledge.
6. Believing that technology is the solution.
7. Rewarding the wrong things.


1. Internal focus.
• Many companies rely on
improving “output” measures
(e.g., cost, revenue and returns)
rather than improving “input”
measures (e.g., quality of the
customer experience and staff
satisfaction).


2. Short-term approach
• Many companies drop back to their
product-thinking after not seeing
immediate results.

• Customer-focus is a long-term
initiative based on customer loyalty
and retention.


3. Command and control culture.
• Many traditional companies have
structures where power flows from the
top to the bottom of the organisation.
• This creates a climate of poor
communication, internal conflict, mistrust
and a lack of empowerment.
• With a command and control culture,
innovation, learning and freedom to build
customer relationships is constrained.


4. Inadequate customer data.
• Many companies produce large
volumes of data to help with internal
control, such as call cycle times and
productivity, but they produce little
data on customers that can be used
to predict behavior and manage
relationships.


5. Un-optimised customer knowledge.
• Even when companies are able
to gather customer data, they
lack the abilities to truly harness
this improved customer
understanding.


6. Believing that technology is the solution

• Executives tend to look at technology as a
solution to customer retention or other CRM
problem.
• They find it is easier to put an technology
investment on the balance sheet than
investment in customers.
• They also look at technology as a way of
removing cost from the process of servicing
customers rather than as a means of adding
value and building relationships.


7. Rewarding the wrong things.
• Saying that the company is now
customer-centric, but paying the
staff to be product-centric, is just
wrong shoot.
• Check how you reward your people
– if it isn’t aligned to customer-
centric thinking, change it so it is!


Service Excellence Strategy
05 January 2011
Michael
Jordan
Failure-30s


Services Excellence Strategy
PLAN:
6 Preparing
EVOLVE: 1 for change
Exploring new
opportunities

CONTROL:
Project
Management
5 2

ComLabs-
ComLabs-USDI | ITB
OPERATE: 4
Allows the 3
focus

SUPPORT: DELIVER:
Day-to-day
On-time &
customer care
on-budget

PLAN: Preparing for change
‘As Is’ Analysis’

Best Practice Review

Conceptual Solution Development

‘To Be’ Architecture Design

Gap Analysis Roadmap
Taking on board all dependent factors,
Compilation this step can assure of end-to-end
project viability and pave the way to
successful rollout.

POC Management

CONTROL: Project management

Project Management
Planning
Organization
Communication
Risk Management
Quality Assurance
Status Reporting
Change Management We must apply project management
techniques – from the tried-&-trusted to
Communications Management the innovative, but never less than totally
effective – to ensure your revenue from
managed services starts to flow as soon
as possible.


DELIVER: On-time & on-budget

Commercial Management

Order Management

Logistics Management

Full Deployment Service

Delivery is keystone element in the
provision of managed services.


SUPPORT: Day-to-day customer care
Excellent Service Centre

Service Level Management

Service Reporting

Financial Management
We must look after all support issues
relating to the everyday care of
customers. While build relationships as
the customer-pleasing ‘face’ of company
and brand, we must handle the
background detail.


OPERATE: Allows the focus

Event Management

Performance Reporting

Status Reporting

Configuration Item
Tracking It can set up a business environment in
which customer managed services, no
matter how extensive, sensitive or
technically complex, are totally
outsourced.


EVOLVE: Exploring new opportunities

Proactive Change Management

Configuration Management

Migration Planning

Release Management

Ongoing Roadmaps Managed Services reaches beyond the
project to the lifecycle of the products we
supply. We’re aware that, while technology
is lightning-fast in its evolution and assets
Additional Revenue Services inevitably need regular upgrading, such
equipment is rarely obsolete.


Service Excellence “Voice of Customer”

I need a
good I am a
Customer support winner

Beyond Habit Barrier

Competition

Customer Service Excellence


Service Level Agreement
05 January 2011
Michael
Jordan
Failure-30s


Types of Services
1. Fault Management
Fault Correction/Rectification oriented work
Second Line Maintenance Support

2. On-Line Information/Reporting
On-Line Information Service
General Reporting Service

3. System Change Management
System Repair and Replacement Services
Consumables is NOT included in SLA Contract

4. Application Update
Application Update Service
Application Upgrade Support Service
Major Application Release/New Feature is NOT included in SLA Contract

5. Operation and Maintenance Assistance
OMC daily/reguler activity related Assistance Service
Knowledge Transfer Service: Workshop & OJT

Optimization/Tuning is NOT included in SLA Contract

Scope & Responsibility
1. NOC Establishment
2. System Supervision
3. Preventive Maintenance
4. Trouble Shooting and Fault Management
5. End-to End System Management
6. Provide Technical Support in fault resolution
assistance
7. Support site for Technical Support in fault
resolution
8. Fault Analysis
9. Use its best efforts to ensure that Customer’s
team of trained Engineers

Fault Management
1. Help Desk Support Service
Operational time: 8 am – 5 pm, Mondays - Fridays
Trouble Ticket will be issued within 10 minutes from receiving call
Trouble Ticket Resolution Times are used to measure ComLabs
responsive performance to Customer’s request
First Line Maintenance is Customer’s responsibility
Network Optimization is NOT included in SLA Contract

2. Fault Management Service
Fault-management service: to correct and rectify faults
Join fault analysis and discussion

3. Emergency Support Service
The Help Desk will provide the Emergency Support Service
Operational time: 24 hours a day, 7 days a week, 365/366 days a
year
Must be initiated by phone call
Trouble Ticket for out of office hour Emergency call will be issued
on Non Business Day (NBD)

Help Desk Contact Information
Help desk Hours of Contact Info
Operation (Phone, Fax & E-Mail)

8 am – 5 pm ComLabs Help Desk
Technical Phone: 08XX-XXX-XXX
Support Fax: (022) XXX-XXXX, (021) XXX-XXXX
Email: Helpdesk.id@ComLabs.com
Helpdesk.WestJava@ComLabs.com

Emergency 24 hours ComLabs Help Desk
Support Phone: 08XX-XXX-XXX
Fax: (022) XXX-XXXX, (021) XXX-XXXX
Email: Helpdesk.id@ComLabs.com
Helpdesk.WestJava@ComLabs.com


Fault Resolution Schedule
Callback Temporary Permanent
Severity Definition Time Fix Fix

Severe system outage or important functions 15 1 hour after 24 hours
of the system minutes Technical
Critical Directly affects the services provided by the Support
network and/or significantly restricts Customer’s arrival on
ability to operate the network and/or the site of the
subscriber is affected immediately problem
All revenue impacting network faults will be
considered as Critical faults

An urgent Application or System problem that 1 hour 48 hours 72 hours
has escalated to produce considerable
Major operational restriction – the fault may cause
system availability to be significantly reduced

A Application or System problem that 8 hours 3 weeks 5 weeks
produces operation and service restrictions, but
Minor does not affect the main functions of the system


Fault Resolution
Penalty Point (Example)
Temporary Permanent
Severity Definition Fix Fix

Critical Critical Application unplanned outage 100/hour 100/day
Severe system access is affected due to HW
fault
System outage or significantly restricts
Customer’s ability to operate the network

Major Application can’t accessed 30/day 5/day
Degradation of Performance

Minor Unplanned Temporary Outage 1/day 1/day
Partial Application can’t accessed


Fault Resolution Transportation Time

Callback Time
Reference for SLA Loss of Revenue Calculation
Timeline
Workstep
1 Hour 2 Hours 3 Hours 4 Hours 5 Hours 6 Hours

• TELKOM calls help desk; first-level
support personnel calls TELKOM
back

• Transportation Time

• Problem Resolution Time

• Problem Resolution Delays

Time to Complete
Transportation Time 1 Problem PARTNER
Trouble Ticket Resolution Time starts Delays in Problem
(0-x hours)
Resolution - PARTNER pays
(10 min) (1 hour) paying
compensation
compensation
Grace Period - No Compensation paid by PARTNER

Location Max. Transportation Time allowed
Local 1 hour

By Land Out of Town 50 km/hour

By Air Out of Town Next available commercial flight


On-Line Information/Reporting
1. On-Line Information Service
Monthly Periodic Technical Information
Operations and Maintenance Procedures (initially and then as needed)
Fault Handling Procedures (initially and then as needed)
Product Documentation (initially and then as needed)
Daily Trouble Ticket Resolution Database
Global Training Service Offering and course catalog (initially and then as
needed)

2. General Reporting Service (Monthly Report Submission Date: before 5th
monthly)
Monthly Help Desk Activity Report
Monthly Fault Status Report
Monthly Operation and Maintenance Assistance (OJT) Report
Monthly System Status Report
Report for each Emergency Call with updated status
Weekly Emergency Support Report
Monthly Application Change Reports
Quarterly Repair Status Report
Quarterly Workshop Attendance List


System Change Management
1. System Change Management Service
Maintain and update periodically
Record any delivered spares in the System Report
Monthly forward all System Reports within the month to Customer
New/updated System component

2. Application Repair and Maintenance Service
Supply ‘Critical Application Repair and Maintenance ’ within 3 hours
Supply ‘Non-critical Application Repair and Maintenance ’ within 24 hours (by noon
on next business day)
Quarterly Application Usage Analysis
Quarterly Application Status Report
Quarterly Application Available Report

3. System Maintenance Service
Provide replacement units or parts with a delivery note mentioning the unit type,
the part number(s), the serial number(s), the quantities and Customer failure report
number(s) of the delivered replacement units or parts
Add all the information mentioned above into the System Report

Consumables is NOT included in SLA Contract

Application Management Service

Severity Turn Around Penalty
Time Point
Critical 3 hours from Trouble Ticket 100/3 hours
created
Non-Critical Within 24 hours (by noon on 60/day
next business day (NBD))
from Trouble Ticket created


Application Update
1. Application Update Service
Including bug fixes, Application release updates, patches
and Application maintenance services
Jointly determine the reasons
Prepare release notes
Implementation/Installation
Implementation Report
Application version maintenance

2. Application Upgrade Support Service
Offer with a quote for the Application only fee all new
Application upgrades once they are available
Provide Application upgrades when requested by Customer
The cost of Application upgrade services are included in
the Services


Application Update/Upgrade
G e n e r a te b e n e f it s a n d ri s k a n a ly s i s o f
i m p l e m e n t in g n e w r e le a s e Make sure to get enough
G e n e r a t e r o ll o u t p l a n outage time approved in
No A p p ro v e d the activity plan!!!
?

Y es

P il o t im p le m e n ta ti o n
o n O M C /B S C /B T S

F a l lb a c k
No
S u c ce ss? Make sure to fall back
Y es
A n a ly z e r e s u lt
within the allowed
No
OK?
maintenance time
Y es
P r e p a r e f o r f u ll r o ll o u t
window in case of
E x e c u te f u ll r o l lo u t
extended problem!!!
G e n e r a t e f u ll r e p o r t

End


Operation & Maintenance Assistance

1. Operation and Maintenance Assistance Service
Operational time: on Business Days during normal working hours
Provide in writing a high-level description of the tasks required (including
information relating to maintenance supervision, maintenance audits,
system configuration management, database management and trouble
shooting) to be performed to assist Customer’s staff to operate and
maintain the System and/or Sub-system
Discuss the detailed plan for preventive maintenance procedures and
detailed timing and criteria for routine checks and preventive replacement
and repair of the Network or its constituent parts

2. Knowledge Transfer Service
Prepare Workshop/OJT training program and schedule on annual basis
Conduct Quarterly Workshop
Transfer operations and maintenance knowledge through on-the-job
training
Provide monthly OJT reports on the type and amount of OJT supplied


Help Desk & Escalation Procedure


Helpdesk Process
Priority/Severity Level (sample)
Less Priority
• Loss of administrative capabilities
• Loss of feature functionality
• Configuration discrepancies
• Basic questions
• Cosmetic problems
• Etc.
Normal Priority
• Performance on Server is affected.
• Server failure.
• Failures in the ability to add, delete, or reconfigure any service element.
• Etc.
Higher Priority
• Main and backup server is down.
• Complete loss of visibility of service performance, i.e. no means to determine Service
status.
• Etc.

Response time (escalated time, on time support, recovery time, resolution
time)

Responsibility Matrix

Helpdesk Process Flow

Higher Priority:
Problem / Order / Problem Solved
Support Engineer
Technical Inquiry In Time ?
arrive in time

Request Support
Problem
Report to Helpdesk from Customer
Solved
Support

Problem
Normal Priority:
categorized based Problem
Priority? Might/might not be Acknowledged Confirm to Helpdesk
on priority/severity Solved
needed site support
level

Problem dispatched
with necessary Less Priority:
Problem
information and Might/might not be Acknowledged
Solved
tracking number needed site support


Help Desk Log Book
Can be made using database or spreadsheet
Periodically maintained
Helpdesk Log Book shall consist the following
(minimum):
Date/Time of Problem Occurs
Originator/Requestor
Site Information
Problem Description
Problem Open/Closure Date
Person/Company In Charge
Problem Status (open/close/waiting for
support/etc.)

Problem Summary Report
Objective
Action Date
Problem Description
Methodology / Chronology
Summary / Conclusion
Suggestion
Data Collected


Problem Summary Report Sample
Objective:
to investigate the cause of LOW PATH BALANCE.
to describe the problem method of solving it.
Action Date: 14 - 15 October 2002
Problem Description:
Customer reported about Low Performance on PB at Incell 2413 Bojonegara and need to replace DRI 0 1 and 1 0.
Methodology:
Check on SWFM log error of all equipped RTF.
Check on DRI’s calibration data.
Check on feeder’s loss sweep test by distance and frequency.
Observation and Solution:
Initial data calibration:
• DRI 1 1 (all rx bay calibration data)
• DRI 1 0 on rx bay channel 122 at 914.401 MHz (it’s not 914.601 or 914.801 MHz)
• DRI 0 0 at antenna select 2A/B and 3A/B
Found bad return loss on sector 1 on data sweep test.
• Connector ½ to 7/8 at lower jumper was not tighten, release and retighten connector.
Found blank spot 1.5 km from site away to Cilegon (in front of Pesantren).
• It should be no Line of Sight from site because hindered by hill.
There’s no discrepancies on System check.
Electrical supply is oftenly dropped from PLN, but it causes no critical damaged (except inhibited DRI which can be clear by reset
DRI from remote login).
Conclusion:
Calibration rx bay DRI 1 1, DRI 1 0, and DRI 0 0 at antenna select 2A/B and 3A/B.
DRCUs (DRI 0 1 & 1 0) still can be calibrated. There’s no replacement required.
Recommendation:
Check feeder’s loss of related sector, due to path balance is out of range.
Check related DRI’s calibration data and recalibrate DRI that’s out of spec cal data.


Sample Outage Report


Committed response time
Customer Grade of
Priority Response Recovery Resolution
Escalated Service

P1 15 min 4 hours 6 hours 15 days 95%

P2* 4 hours 12 hours 2 days 25 days 80%

P2 4 hours 2 days 3 days 25 days 80%

P3/P4 4 hours 7 days 7 days 30 days 80%


Priority 1 (P1)
Severity assigned to Emergency/Critical Service Request
based on one or more of the following conditions:
Service is down.
Complete loss of visibility of Service performance, i.e.
no means to determine Service status.
Problems with a planned activity on previously
operational equipment have caused a back out to be
considered.
Any condition that may affect safety.
Customer declared critical issue with the concurrence of
customer management and ComLabs management (will
raise Priority, but not Severity).


Priority 2 (P2)
Severity assigned to Major Service Request based on one
or more of the following conditions:
Performance on Multi Server is affected.
Server failure.
Failures in the ability to add, delete, or reconfigure any
operating Service element.
Investigation of a problematic or failed planned event.
Major impact on Service functionality, but not preventing
the system from meeting its primary requirements.
Customer declared major issue with the concurrence of
customer management and Bapinger management (will
raise Priority, but not Severity).

Priority 3 (P3)
Severity assigned to regular/minor service request
based on one or more of the following conditions:
Loss of administrative capabilities (non-Priority
1/Priority 2)
Loss of feature functionality (non-Priority
1/Priority 2)
Configuration discrepancies
Other equipment or software issues that are not
affecting service


Priority 4 (P4)
Severity assigned to cosmetic/information service
request based on one or more of the following
conditions:
Basic questions
Cosmetic problems
Documentation errors
Remote load support
Other


Escalation Procedure (1)
When helpdesk engineer is not available, the
call is forwarded to pager operator automatically.
Leave the name, contact number and problem
description, and if it is an outage.
If no response within the committed level of
response time, call Maintenance Team Leader.
If the maintenance team leader does not
respond within 15 minutes, then call the Help
Desk Manager.


Escalation Procedure (2)
Only members of Customer Operation Managers
should escalate problems.
Customer maintenance/system admin engineers
should perform Customer’s escalation
procedure.
If non emergency support is required during a
planned procedure, then Customer should give
at least two working days notice by mail to
Helpdesk@ComLabs.com


“Tulis yang anda kerjakan.
Kerjakan yang anda tulis”


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