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Process Improvement Document HP

The document outlines the process improvement team's methodology for analyzing call center processes. It establishes the team's charter, assumptions, and composition. The methodology includes mapping processes, creating a process tree, defining purpose statements, and developing relationship maps to identify disconnects between processes. The team's focus is on the customer service/support and infrastructure support components of the business system process tree.

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.......... ACCCProcessImprovementTeam1 1 All contents within this document are HP Confidential. Revision Date: 08/20/99
ACCC Process Improvement Team Document Owner: Stacey Coseo, Janet Klepac Please direct all questions or comments to Stacey Coseo (T: 278-7608) and Janet Klepac (T: 278-7560) 2
ACCC Process Improvement Team Table of Contents CHARTER AND PROJECT SCOPE.................................................................................................................................................................................................4 ASSUMPTIONS ...................................................................................................................................................................................................................................4 TEAM COMPOSITION......................................................................................................................................................................................................................4 METHODOLOGY................................................................................................................................................................................................................................5 MAPPING PROCESS..........................................................................................................................................................................................................................6 PROCESS TREE..................................................................................................................................................................................................................................7 PURPOSE STATEMENTS..................................................................................................................................................................................................................8 RELATIONSHIP MAP SAMPLE......................................................................................................................................................................................................9 6.0 CCC SERVICE AND SUPPORT RELATIONSHIP MAP......................................................................................................................................................10 6.2 SERVICE AND SUPPORT STRATEGIC ALLIANCE RELATIONSHIP MAP.................................................................................................................11 6.4 SERVICE AND SUPPORT LOGISTICS MANAGEMENT RELATIONSHIP MAP..........................................................................................................12 6.5 SERVICE AND SUPPORT DELIVERY RELATIONSHIP MAP..........................................................................................................................................13 7.0 INFRASTRUCTURE SUPPORT RELATIONSHIP MAP......................................................................................................................................................14 7.2 BUSINESS SYSTEM AND PROCESS IMPROVEMENT RELATIONSHIP MAP.............................................................................................................15 7.3 IS/IT SOLUTIONS MANAGEMENT RELATIONSHIP MAP..............................................................................................................................................16 DEFINITION OF TERMS.................................................................................................................................................................................................................17 DISCONNECTS AND RECOMMENDATIONS............................................................................................................................................................................19 3
ACCC Process Improvement Team 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 Klepac Business Solutions Manager Roy Reinhardt Members: ISG 3So Americas Administrative Assistant Kristin Spohr Support Delivery Assurance Business Analyst Lee Linebarger ISG 3SO CCC PLE1 Manager Don Russell ISG 3SO CCC PLAD Manager Gail DeMars Learning Solutions Liaison Doug Sexton ISG 3SO CCC Support Services Manager Brad Bates Support Delivery Assurance Quality Consultant Stacey Coseo ISG 3SO CCC PL3C/PL56/PL4N/PL6A/PL87 Manager Phil Hughes 4
ACCC Process Improvement Team 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 Williams 5 ProcessTree Relationship Map ProcessMap/ Flow Owner Process Metrics Standardiza- tion ContinuousImprovement
ACCC Process Improvement Team Mapping Process 6 LearnedMapping Concepts(Process &Relationship Maps Methodology) ReviewedExistingISG ProcessTree DefinedCCCSystems, SupportingSystems, Terms,&Relationship Maps DefinedSystem Subprocesses,Terms, & RelationshipMaps Pinpointed& PrioritizedDisconnects Formulated Recommendations SelectionofSubteams toContinueProcess Documentation& Improvement AssignedOwners Documentation& Communicationto SponsorsInitiated CurrentProgress
ACCC Process Improvement Team Process 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 2.0 Product Generation 3.0 Order/Demand Generation 4.0 Supply Chain Management 5.0 Order/Demand Management 6.0 Customer Services/Support 7.0 Infrastructure Support ISG Supplies Organization Business System 1.0 Business Planning & Management ACCC Process Improvement Team focused on these two components
ACCC Process Improvement Team 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 Statement 6.0 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. 7.5 Facilities Management 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 Team Relationship Map Sample To understand relationship mapping the following map is provided with explanations. 9 Organization/ Project Relationship Map Sample Process Owner: Job Title: Date: Revision: Page File Name/Location: Purpose statement for process. Input to System Subprocess/Element X.X System Subprocess 1 Output from System to Process Output from System to Process Output from System to ProcessInput to System Subprocess/Element Organization/ Process 1 Output from System to Process Output from Entire System Output from Entire System Output from Entire System Output from Entire System Output from System to Process Shipping Requests Input to/from System Subprocess /Element Input to/from System Subprocess/Element Organization/ Process 2 Organization/ Process 3 Organization/ Process 6 Organization/ Process 5 Organization/ Process 4 X.Y System Subprocess 2 X.Z System Subprocess 3 Input to System Subprocess/Element Input to Entire System Input to/from System Subprocess/Element Blue line signifies subprocesses or elements confined within a system Output from System to Process Organization/ Process 1 Organization/ Process 2 Organization/ Process 3 Organization/ Process 6 Organization/ Process 5 Organization/ Process 4 Input to Entire System Input to System Subprocess/ Element 3 Disconnect (summary & recommendation following subprocess maps) Disconnect (summary & recommendation following subprocess maps) All Outputs appear on the right side of the map All inputs appear on the left side of the map System subprocesses may be documented in subsequent maps 1 2
ACCC Process Improvement Team 6.0 CCC SERVICE AND SUPPORT RELATIONSHIP MAP 10 6.0Service&Support ProcessOwner:JanetKlepac JobTitle:ISG3SOCCCManager Date:08/06/98 Revision: 1 Page FileName/Location: Thepurposeof the Customer Service &Support Process istoprovide acomplete support solutiontothecustomerthat meetsor exceedstheirexpectations. 7.0 Infrastructure Support IS/ITServices IS/ITStrategies NPITraining OrderStatusInfo HP Alliance/Supplier (PSD,SiteIT) ISGDivision Business Systems ProductFulfillmentStatus EndUsers 6.4 Service&Support Logistics Management 6.5 Service& SupportDelivery (BothHP&Alliance/ Suppliers Delivery) CustomerInformation CustomerRequests EndUsers Financial ServiceCenter Shipping Request CustomerProblemResolution ProcessImplementationPlan DivisionRequests Support ServiceRequests MiscellaneousShipper NPIDeliverables ProductSupport Plans 6.2 Service & SupportStrategic Alliance/Supplier Management Non-HP Alliance/Supplier (ISV/IHV,Outsourcers, 3rdPartyConsultants) SupportRequirements 6.1 Service& Support Strategic Planning BusinessSupport Strategy 1.6 AllianceStrategy& Management CCCAllianceStrategy IS/ITConsulting Tools/Equipment Non-HP Alliance/Supplier (ISV,IHV, Outsourcers,3rd PartyConsultants) MetricsReports RefundRequests 7.0 InfrastructureSupport 7.2 BusinessSystem& ProcessManagement IS/ITService Requirements Consulting Requests Training Requirements Equipment Requirements ISGDivision BusinessSystems ProductReplacement ProductRequests ProductLineTopIssuesReport CustomerRefund Request Shipping HPAlliance/ Supplier (PSD,SiteIT) ShippingRequests Metrics Reports MetricsReporting Inputs Outputs
ACCC Process Improvement Team 6.2 SERVICE AND SUPPORT STRATEGIC ALLIANCE RELATIONSHIP MAP 11 6.2Service&Support Strategic Alliance/ Supplier Management 6.2.1 ISV/IHV Management 6.2.2 Outsourcing Management 6.2.4 Repair/ Exchange 6.2.3 Hot Sites Management 1.6 AllianceStrategy& Management 6.5 Service&Support Delivery 7.2 BusinessSystem& ProcessImprovement ISGDivision BusinessSystems 7.3 IS/IT SolutionsManagement TQSReport Card Training/Courses Repair/Exchange Requirements HotSiteStrategy System Requirements Non-HP Alliance/Supplier (ISV,IHV,Outsourcer, 3rdPartyConsultants) 7.3 IS/IT SolutionsManagement EndUser Training Requirements TQSReportCard ISV/IHV Expectations OutsourcerRepair/ Exchange Requirements ISV/IHVRepair/ Exchange Requirements SolutionforHotSite TQSReportCard OutsourcerExpectations TrainingRequirements ISV/IHV Requirements 2 ProcessOwner:GailDeMars JobTitle:TravanTapeManager Date:08/06/98 Revision: 1 Page FileName/Location: The purposeofthe SupportStrategic Alliance/Supplier Management Process istomanagethesuppliersofservice, support andmaterialsto provideacompetitive advantagefor theDivisionand completesolutionfor thecustomer. Outsourcer Requirements Forecasts 4 Outsourcer Service Requirements UnitProjections ISV/IHV Strategy 1 FieldSales Force/ CARS Outsourcing Contracts 3 ISGDivision BusinessSystems OutputsInputs
ACCC Process Improvement Team 6.4 SERVICE AND SUPPORT LOGISTICS MANAGEMENT RELATIONSHIP MAP 12 6.4.3 Order Fulfillment 6.4.1 Misc. Shipper 6.4.2 Product Supply In-House ISGDivisionBusiness Systems HP Alliance/Supplier (PSD, Site IT) 6.5 Service&Support Delivery Part#'s & Prices 3 Refund Request Miscellaneous Shipper Request Requestfor In- House Product &Supply Shipping 6.5 Service &Support Delivery FinancialService Center HP Alliance/Supplier (PSD,SiteIT) Non-Standard Product/Part Misc.Shipping Request Part#'s & Data Order Status Info Order Status Request ISG DivisionBusiness Systems Call Center Product Request Stock&InventoryInfo 6.4 Service & Support Logistics Management Process Owner: Gail DeMars Job Title: TravanTapeManager Date: 08/06/98 Revision: 1 Page File Name/Location: 5 6.4.4 Process Development/ Implementation ISG Support Service Request 7.2.3 Training, Education & DeliveryRequest For Training 4 Refund Request The purpose of the Support Logistics Management Process is to manage inventories of support materials to meet or exceedservice level requirements by region for the division. Order Status Request Repair/Exchange Feedback ExchangeProcess RefundProcess 7.0 Infrastructure Support Process Consulting Tools/ Equipment UpgradeExchange 2 1 ShipmentRequests Inputs Outputs
ACCC Process Improvement Team 6.5 SERVICE AND SUPPORT DELIVERY RELATIONSHIP MAP 13 7.2 BusinessSystem& ProcessImprovement 6.5.6 Customer Voice Thepurposeofthe Service&SupportDeliveryProcess istoprovideconvenientaccesstoHPsupportservicesthatprovideaseamless solutionforcustomersatisfactionandloyalty. ProcessOwner:Managers JobTitle:ProductLineManager Date:06/05/98 Revision: 1 Page FileName/Location: OtherHPBusiness Systems ISGDivisionBusiness Systems Non-HP Alliance/Supplier (ISV,IHV,Outsourcers, 3rdPartyConsultants) EndUser ISGDivision Business Systems HP Alliance/Supplier (PSD,SiteIT,) Non-HP Alliance/Supplier (ISV,IHV, Outsourcers,3rd PartyConsultants) 6.4 Service&Support Logistics Management EndUser 6.5.5 ISG Division Product Request 6.5.1 Call Handling 6.5.4 Escalations 6.5.2 E-Mail 6.5.3 Fax HPEscalations EnhancedService Requests Tools Parts&Equipment Call Ownership 2ndTier CustomerRequest CustomerRequest CustomerRequest 2 5 Electronic Resolution AlternativeSupport Requests 2ndTier Request 2ndSupport Requests Ownership Request ISV/IHV ServiceRequest Fulfillment 2ndTier Requests Refund/Exchange/ FulfillmentRequest ReplacementProduct Request RequestShipmentof MissingKit ReplacementProduct Request 6.5Service&SupportDelivery ReplacementShipmentofMissing Kit RefundRequest 6 NPIChecklist Completed BetaTests Requests MarketAnalysis Requests ProductSupport Plan 7.2 BusinessSystem& ProcessImprovement Training Consulting/ Services 6.4 Service&Support Logistics Management SupportServiceProcesses ProductInfo OrderStatusInfo Resolution FaxResolution CustomerSurvey 6.2 Service&Support StrategicAlliance/ Supplier Management CallResolution VoiceoftheCustomer Feedback SupportImpact Assessment AlternativeSupport Requests 4 4 7 Feedback1 3 8 7.3 IS/ITSolutions Management ProgramsStrategy Inputs Outputs
ACCC Process Improvement Team 7.0 INFRASTRUCTURE SUPPORT RELATIONSHIP MAP 14 ISGDivision Business System 6.0 Service &Support Non-HP Alliance/Supplier (ISV/IHV,Outsourcers, 3rdPartyConsultants) 6.1 Service&Support StrategicPlanning 6.0 Service &Support Non-HP Alliance/Supplier (ISV,IHV Outsourcers,3rd PartyConsultants) ISGDivision BusinessSystems 7.2 Business System Process Improvement Management 7.3 IS/IT Solution Management Program Support Strategy NPIDeliverables Troubleshooting Techniques Support Requirements 3 Alliance/SupplierData/ Information Consulting/Services ServiceContracts EndUser StandardReports Process Implementation Training Training Requirements Tools/Equipment Service Request Fulfillment Process Owner: RoyReinhardt Job Title:BusinessSolutionsManager Date:08/06/98 Revision:1 Page FileName/Location: 7.0 Infrastructure Support IS/IT Service Requests SupportBSS/Business Objectives 1 Business Requirements IS/IT Consulting HP Alliance/ Supplier (PSD,SiteIT) Support System Requirements HP Alliance/Supplier (PSD,SiteIT) Product Support Strategy Service Request Fulfillment Thepurpose of the Infrastructure Process isto provide thesupportand resources needed to efficiently and effectively run the Business System includingitscontext, capability(people), andinfrastructure (processes, information systems, information technology, funding, equipment). IS/IT Consulting Requests 2 IS/IT Service Requests IS/IT Strategies OutputsInputs
ACCC Process Improvement Team 7.2 BUSINESS SYSTEM AND PROCESS IMPROVEMENT RELATIONSHIP MAP 15 7.2BusinessSystem& Process Improvement ProcessOwner: RoyReinhardt JobTitle: BusinessSolutionsManager Date:08/06/98 Revision:1 Page FileName/Location: Non-HP Alliance/Supplier (ISV,IHV,Outsourcers, 3rdPartyConsultants) ISGDivision BusinessSystem 6.1 Service&Support StrategicPlanning 6.0 Service&Support EndUser Customer Feedback 6.0 Service&Support Non-HP Alliance/Supplier (ISV,IHV, Outsourcers,3rd PartyConsultants) ISGDivision BusinessSystems Process Documentation 7.2.1 Business System/ Process Planning & Evaluation 7.2.2 Business System Process Implementation Business Requirements Courses/Products Strategy Communications 7.2.3 Training, Education & Delivery CourseRequirements TrainingEvaluations Consulting 7.2.4 Customer Voice SurveyResults1 3 Report Requirements 7.2.5 Report Production Training Requirements Process Implementation SupportBSS/Business Objectives Standard Reports 2 Consulting/Services Contract Deliverables Process Implementation Plan CourseContent Input Thepurposeofthe Business System and Process ImprovementManagementisto provideevaluation, improvements, training, educationand development thatimproves theefficiency andeffectiveness of the support organization. 4 FuturePrograms Plan 5 Programs Objectives DivisionApproved Program 5 Metrics Requirements Impact Assessment Training Requirements 7.3.3 IS/IT ProjectManagement Systems Implementation Plan CallCenter Approved Programs Agreement Decisions 5 5 OutputsInputs
ACCC Process Improvement Team 7.3 IS/IT SOLUTIONS MANAGEMENT RELATIONSHIP MAP 16 ProcessOwner: RoyReinhardt JobTitle: BusinessSolutionsManager Date:08/06/98 Revision:1 Page FileName/Location: 7.3IS/ITSolutionsManagement 6.1 Service&Support StrategicPlanning HP Alliance/Supplier (PSD,SiteIT) Non-HPAlliance/ Supplier (ISV,IHV,Outsourcers, 3rdPartyConsultants) 6.0 Service&Support 7.3.1 IS/IT Strategic Planning 7.3.2 IS/IT Project Launch 7.3.5 IS/IT Release to Production &Document Control ISGDivision BusinessSystems EndUser 7.3.4 IS/IT Arc Support & Enhancement 7.3.6 IS/IT Capability & Capacity Management HP Alliance/ Supplier (PSD,SiteIT) 6.0 Service&Support 7.3.3 IS/IT Project Management NewBusiness Consulting Serivces Project Plan IT Roadmap Equipment Needs/ Requirements Test Plan 7.2.1 BusinessSystem/ ProcessPlanning& Evaluation Systems Implementation Plan ServiceRequest Fulfillment SupportBSS/ BusinessObjectives Project Charter SupportSystem Requirements System Enhancements ISService Requests Equipment Requests Process Implementation Equipment Fulfillment DisasterRecovery Plan ServiceRequests Fulfillment ThepurposeofIS/IT Solutions Managementistoprovideeasy-to-useandcosteffective toolsfor our customers. Process Implementation Plan ProjectUpdates Systems Implementation ProjectUpdates Inputs Outputs
ACCC Process Improvement Team 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. 17
ACCC Process Improvement Team • • 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. 18
ACCC Process Improvement Team 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 Reinhardt Accountable 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 Bates Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Reinhardt Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Reinhardt Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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: Divisions Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Bates Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: Plan to address process and communications. 19
ACCC Process Improvement Team Process Map Disconnect Disconnect Summary Recommendation Owner/Accountability/Deliverable 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 Managers Deliverable: 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 Hughes Deliverable: 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 Hughes Deliverable: 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 Managers Accountable to: PL agents Deliverable: 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 Jensen Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Tomalino Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: Mapped process and communications. 20
ACCC Process Improvement Team Process Map Disconnect Disconnect Summary Recommendation Owner/Accountability/Deliverable 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 Hughes Deliverable: 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 Tomalino Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Jensen Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Coseo Accountable to: Gail DeMars, Don Russell, Phil Hughes, Divisions, and Marketing Centers Deliverable: 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 Jackson Accountable 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 Reinhardt Accountable to: PIT Deliverable: Joint planning sessions. 21
ACCC Process Improvement Team Process Map Disconnect Disconnect Summary Recommendation Owner/Accountability/Deliverable 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 Hughes Accountable to: Gail DeMars, Don Russell, Phil Hughes and agents Deliverable: 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 Hughes Accountable to: SDA reporting representatives Deliverable: 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 Klepac Accountable to: Division Deliverable: 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 Klepac Accountable to: Gail DeMars, Don Russell, Phil Hughes, Divisions Deliverable: 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 Sexton Accountable to: Gail DeMars, Don Russell, Phil Hughes and agents Deliverable: 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 Sexton Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Harris Accountable to.: Division, Customer Care Center Deliverable: Communications of programs, impacts, and metrics. 22

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Process Improvement Document HP

  • 1.
    .......... ACCCProcessImprovementTeam1 1 All contents withinthis document are HP Confidential. Revision Date: 08/20/99
  • 2.
    ACCC Process ImprovementTeam Document Owner: Stacey Coseo, Janet Klepac Please direct all questions or comments to Stacey Coseo (T: 278-7608) and Janet Klepac (T: 278-7560) 2
  • 3.
    ACCC Process ImprovementTeam Table of Contents CHARTER AND PROJECT SCOPE.................................................................................................................................................................................................4 ASSUMPTIONS ...................................................................................................................................................................................................................................4 TEAM COMPOSITION......................................................................................................................................................................................................................4 METHODOLOGY................................................................................................................................................................................................................................5 MAPPING PROCESS..........................................................................................................................................................................................................................6 PROCESS TREE..................................................................................................................................................................................................................................7 PURPOSE STATEMENTS..................................................................................................................................................................................................................8 RELATIONSHIP MAP SAMPLE......................................................................................................................................................................................................9 6.0 CCC SERVICE AND SUPPORT RELATIONSHIP MAP......................................................................................................................................................10 6.2 SERVICE AND SUPPORT STRATEGIC ALLIANCE RELATIONSHIP MAP.................................................................................................................11 6.4 SERVICE AND SUPPORT LOGISTICS MANAGEMENT RELATIONSHIP MAP..........................................................................................................12 6.5 SERVICE AND SUPPORT DELIVERY RELATIONSHIP MAP..........................................................................................................................................13 7.0 INFRASTRUCTURE SUPPORT RELATIONSHIP MAP......................................................................................................................................................14 7.2 BUSINESS SYSTEM AND PROCESS IMPROVEMENT RELATIONSHIP MAP.............................................................................................................15 7.3 IS/IT SOLUTIONS MANAGEMENT RELATIONSHIP MAP..............................................................................................................................................16 DEFINITION OF TERMS.................................................................................................................................................................................................................17 DISCONNECTS AND RECOMMENDATIONS............................................................................................................................................................................19 3
  • 4.
    ACCC Process ImprovementTeam 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 Klepac Business Solutions Manager Roy Reinhardt Members: ISG 3So Americas Administrative Assistant Kristin Spohr Support Delivery Assurance Business Analyst Lee Linebarger ISG 3SO CCC PLE1 Manager Don Russell ISG 3SO CCC PLAD Manager Gail DeMars Learning Solutions Liaison Doug Sexton ISG 3SO CCC Support Services Manager Brad Bates Support Delivery Assurance Quality Consultant Stacey Coseo ISG 3SO CCC PL3C/PL56/PL4N/PL6A/PL87 Manager Phil Hughes 4
  • 5.
    ACCC Process ImprovementTeam 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 Williams 5 ProcessTree Relationship Map ProcessMap/ Flow Owner Process Metrics Standardiza- tion ContinuousImprovement
  • 6.
    ACCC Process ImprovementTeam Mapping Process 6 LearnedMapping Concepts(Process &Relationship Maps Methodology) ReviewedExistingISG ProcessTree DefinedCCCSystems, SupportingSystems, Terms,&Relationship Maps DefinedSystem Subprocesses,Terms, & RelationshipMaps Pinpointed& PrioritizedDisconnects Formulated Recommendations SelectionofSubteams toContinueProcess Documentation& Improvement AssignedOwners Documentation& Communicationto SponsorsInitiated CurrentProgress
  • 7.
    ACCC Process ImprovementTeam Process 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 2.0 Product Generation 3.0 Order/Demand Generation 4.0 Supply Chain Management 5.0 Order/Demand Management 6.0 Customer Services/Support 7.0 Infrastructure Support ISG Supplies Organization Business System 1.0 Business Planning & Management ACCC Process Improvement Team focused on these two components
  • 8.
    ACCC Process ImprovementTeam 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 Statement 6.0 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. 7.5 Facilities Management 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
  • 9.
    ACCC Process ImprovementTeam Relationship Map Sample To understand relationship mapping the following map is provided with explanations. 9 Organization/ Project Relationship Map Sample Process Owner: Job Title: Date: Revision: Page File Name/Location: Purpose statement for process. Input to System Subprocess/Element X.X System Subprocess 1 Output from System to Process Output from System to Process Output from System to ProcessInput to System Subprocess/Element Organization/ Process 1 Output from System to Process Output from Entire System Output from Entire System Output from Entire System Output from Entire System Output from System to Process Shipping Requests Input to/from System Subprocess /Element Input to/from System Subprocess/Element Organization/ Process 2 Organization/ Process 3 Organization/ Process 6 Organization/ Process 5 Organization/ Process 4 X.Y System Subprocess 2 X.Z System Subprocess 3 Input to System Subprocess/Element Input to Entire System Input to/from System Subprocess/Element Blue line signifies subprocesses or elements confined within a system Output from System to Process Organization/ Process 1 Organization/ Process 2 Organization/ Process 3 Organization/ Process 6 Organization/ Process 5 Organization/ Process 4 Input to Entire System Input to System Subprocess/ Element 3 Disconnect (summary & recommendation following subprocess maps) Disconnect (summary & recommendation following subprocess maps) All Outputs appear on the right side of the map All inputs appear on the left side of the map System subprocesses may be documented in subsequent maps 1 2
  • 10.
    ACCC Process ImprovementTeam 6.0 CCC SERVICE AND SUPPORT RELATIONSHIP MAP 10 6.0Service&Support ProcessOwner:JanetKlepac JobTitle:ISG3SOCCCManager Date:08/06/98 Revision: 1 Page FileName/Location: Thepurposeof the Customer Service &Support Process istoprovide acomplete support solutiontothecustomerthat meetsor exceedstheirexpectations. 7.0 Infrastructure Support IS/ITServices IS/ITStrategies NPITraining OrderStatusInfo HP Alliance/Supplier (PSD,SiteIT) ISGDivision Business Systems ProductFulfillmentStatus EndUsers 6.4 Service&Support Logistics Management 6.5 Service& SupportDelivery (BothHP&Alliance/ Suppliers Delivery) CustomerInformation CustomerRequests EndUsers Financial ServiceCenter Shipping Request CustomerProblemResolution ProcessImplementationPlan DivisionRequests Support ServiceRequests MiscellaneousShipper NPIDeliverables ProductSupport Plans 6.2 Service & SupportStrategic Alliance/Supplier Management Non-HP Alliance/Supplier (ISV/IHV,Outsourcers, 3rdPartyConsultants) SupportRequirements 6.1 Service& Support Strategic Planning BusinessSupport Strategy 1.6 AllianceStrategy& Management CCCAllianceStrategy IS/ITConsulting Tools/Equipment Non-HP Alliance/Supplier (ISV,IHV, Outsourcers,3rd PartyConsultants) MetricsReports RefundRequests 7.0 InfrastructureSupport 7.2 BusinessSystem& ProcessManagement IS/ITService Requirements Consulting Requests Training Requirements Equipment Requirements ISGDivision BusinessSystems ProductReplacement ProductRequests ProductLineTopIssuesReport CustomerRefund Request Shipping HPAlliance/ Supplier (PSD,SiteIT) ShippingRequests Metrics Reports MetricsReporting Inputs Outputs
  • 11.
    ACCC Process ImprovementTeam 6.2 SERVICE AND SUPPORT STRATEGIC ALLIANCE RELATIONSHIP MAP 11 6.2Service&Support Strategic Alliance/ Supplier Management 6.2.1 ISV/IHV Management 6.2.2 Outsourcing Management 6.2.4 Repair/ Exchange 6.2.3 Hot Sites Management 1.6 AllianceStrategy& Management 6.5 Service&Support Delivery 7.2 BusinessSystem& ProcessImprovement ISGDivision BusinessSystems 7.3 IS/IT SolutionsManagement TQSReport Card Training/Courses Repair/Exchange Requirements HotSiteStrategy System Requirements Non-HP Alliance/Supplier (ISV,IHV,Outsourcer, 3rdPartyConsultants) 7.3 IS/IT SolutionsManagement EndUser Training Requirements TQSReportCard ISV/IHV Expectations OutsourcerRepair/ Exchange Requirements ISV/IHVRepair/ Exchange Requirements SolutionforHotSite TQSReportCard OutsourcerExpectations TrainingRequirements ISV/IHV Requirements 2 ProcessOwner:GailDeMars JobTitle:TravanTapeManager Date:08/06/98 Revision: 1 Page FileName/Location: The purposeofthe SupportStrategic Alliance/Supplier Management Process istomanagethesuppliersofservice, support andmaterialsto provideacompetitive advantagefor theDivisionand completesolutionfor thecustomer. Outsourcer Requirements Forecasts 4 Outsourcer Service Requirements UnitProjections ISV/IHV Strategy 1 FieldSales Force/ CARS Outsourcing Contracts 3 ISGDivision BusinessSystems OutputsInputs
  • 12.
    ACCC Process ImprovementTeam 6.4 SERVICE AND SUPPORT LOGISTICS MANAGEMENT RELATIONSHIP MAP 12 6.4.3 Order Fulfillment 6.4.1 Misc. Shipper 6.4.2 Product Supply In-House ISGDivisionBusiness Systems HP Alliance/Supplier (PSD, Site IT) 6.5 Service&Support Delivery Part#'s & Prices 3 Refund Request Miscellaneous Shipper Request Requestfor In- House Product &Supply Shipping 6.5 Service &Support Delivery FinancialService Center HP Alliance/Supplier (PSD,SiteIT) Non-Standard Product/Part Misc.Shipping Request Part#'s & Data Order Status Info Order Status Request ISG DivisionBusiness Systems Call Center Product Request Stock&InventoryInfo 6.4 Service & Support Logistics Management Process Owner: Gail DeMars Job Title: TravanTapeManager Date: 08/06/98 Revision: 1 Page File Name/Location: 5 6.4.4 Process Development/ Implementation ISG Support Service Request 7.2.3 Training, Education & DeliveryRequest For Training 4 Refund Request The purpose of the Support Logistics Management Process is to manage inventories of support materials to meet or exceedservice level requirements by region for the division. Order Status Request Repair/Exchange Feedback ExchangeProcess RefundProcess 7.0 Infrastructure Support Process Consulting Tools/ Equipment UpgradeExchange 2 1 ShipmentRequests Inputs Outputs
  • 13.
    ACCC Process ImprovementTeam 6.5 SERVICE AND SUPPORT DELIVERY RELATIONSHIP MAP 13 7.2 BusinessSystem& ProcessImprovement 6.5.6 Customer Voice Thepurposeofthe Service&SupportDeliveryProcess istoprovideconvenientaccesstoHPsupportservicesthatprovideaseamless solutionforcustomersatisfactionandloyalty. ProcessOwner:Managers JobTitle:ProductLineManager Date:06/05/98 Revision: 1 Page FileName/Location: OtherHPBusiness Systems ISGDivisionBusiness Systems Non-HP Alliance/Supplier (ISV,IHV,Outsourcers, 3rdPartyConsultants) EndUser ISGDivision Business Systems HP Alliance/Supplier (PSD,SiteIT,) Non-HP Alliance/Supplier (ISV,IHV, Outsourcers,3rd PartyConsultants) 6.4 Service&Support Logistics Management EndUser 6.5.5 ISG Division Product Request 6.5.1 Call Handling 6.5.4 Escalations 6.5.2 E-Mail 6.5.3 Fax HPEscalations EnhancedService Requests Tools Parts&Equipment Call Ownership 2ndTier CustomerRequest CustomerRequest CustomerRequest 2 5 Electronic Resolution AlternativeSupport Requests 2ndTier Request 2ndSupport Requests Ownership Request ISV/IHV ServiceRequest Fulfillment 2ndTier Requests Refund/Exchange/ FulfillmentRequest ReplacementProduct Request RequestShipmentof MissingKit ReplacementProduct Request 6.5Service&SupportDelivery ReplacementShipmentofMissing Kit RefundRequest 6 NPIChecklist Completed BetaTests Requests MarketAnalysis Requests ProductSupport Plan 7.2 BusinessSystem& ProcessImprovement Training Consulting/ Services 6.4 Service&Support Logistics Management SupportServiceProcesses ProductInfo OrderStatusInfo Resolution FaxResolution CustomerSurvey 6.2 Service&Support StrategicAlliance/ Supplier Management CallResolution VoiceoftheCustomer Feedback SupportImpact Assessment AlternativeSupport Requests 4 4 7 Feedback1 3 8 7.3 IS/ITSolutions Management ProgramsStrategy Inputs Outputs
  • 14.
    ACCC Process ImprovementTeam 7.0 INFRASTRUCTURE SUPPORT RELATIONSHIP MAP 14 ISGDivision Business System 6.0 Service &Support Non-HP Alliance/Supplier (ISV/IHV,Outsourcers, 3rdPartyConsultants) 6.1 Service&Support StrategicPlanning 6.0 Service &Support Non-HP Alliance/Supplier (ISV,IHV Outsourcers,3rd PartyConsultants) ISGDivision BusinessSystems 7.2 Business System Process Improvement Management 7.3 IS/IT Solution Management Program Support Strategy NPIDeliverables Troubleshooting Techniques Support Requirements 3 Alliance/SupplierData/ Information Consulting/Services ServiceContracts EndUser StandardReports Process Implementation Training Training Requirements Tools/Equipment Service Request Fulfillment Process Owner: RoyReinhardt Job Title:BusinessSolutionsManager Date:08/06/98 Revision:1 Page FileName/Location: 7.0 Infrastructure Support IS/IT Service Requests SupportBSS/Business Objectives 1 Business Requirements IS/IT Consulting HP Alliance/ Supplier (PSD,SiteIT) Support System Requirements HP Alliance/Supplier (PSD,SiteIT) Product Support Strategy Service Request Fulfillment Thepurpose of the Infrastructure Process isto provide thesupportand resources needed to efficiently and effectively run the Business System includingitscontext, capability(people), andinfrastructure (processes, information systems, information technology, funding, equipment). IS/IT Consulting Requests 2 IS/IT Service Requests IS/IT Strategies OutputsInputs
  • 15.
    ACCC Process ImprovementTeam 7.2 BUSINESS SYSTEM AND PROCESS IMPROVEMENT RELATIONSHIP MAP 15 7.2BusinessSystem& Process Improvement ProcessOwner: RoyReinhardt JobTitle: BusinessSolutionsManager Date:08/06/98 Revision:1 Page FileName/Location: Non-HP Alliance/Supplier (ISV,IHV,Outsourcers, 3rdPartyConsultants) ISGDivision BusinessSystem 6.1 Service&Support StrategicPlanning 6.0 Service&Support EndUser Customer Feedback 6.0 Service&Support Non-HP Alliance/Supplier (ISV,IHV, Outsourcers,3rd PartyConsultants) ISGDivision BusinessSystems Process Documentation 7.2.1 Business System/ Process Planning & Evaluation 7.2.2 Business System Process Implementation Business Requirements Courses/Products Strategy Communications 7.2.3 Training, Education & Delivery CourseRequirements TrainingEvaluations Consulting 7.2.4 Customer Voice SurveyResults1 3 Report Requirements 7.2.5 Report Production Training Requirements Process Implementation SupportBSS/Business Objectives Standard Reports 2 Consulting/Services Contract Deliverables Process Implementation Plan CourseContent Input Thepurposeofthe Business System and Process ImprovementManagementisto provideevaluation, improvements, training, educationand development thatimproves theefficiency andeffectiveness of the support organization. 4 FuturePrograms Plan 5 Programs Objectives DivisionApproved Program 5 Metrics Requirements Impact Assessment Training Requirements 7.3.3 IS/IT ProjectManagement Systems Implementation Plan CallCenter Approved Programs Agreement Decisions 5 5 OutputsInputs
  • 16.
    ACCC Process ImprovementTeam 7.3 IS/IT SOLUTIONS MANAGEMENT RELATIONSHIP MAP 16 ProcessOwner: RoyReinhardt JobTitle: BusinessSolutionsManager Date:08/06/98 Revision:1 Page FileName/Location: 7.3IS/ITSolutionsManagement 6.1 Service&Support StrategicPlanning HP Alliance/Supplier (PSD,SiteIT) Non-HPAlliance/ Supplier (ISV,IHV,Outsourcers, 3rdPartyConsultants) 6.0 Service&Support 7.3.1 IS/IT Strategic Planning 7.3.2 IS/IT Project Launch 7.3.5 IS/IT Release to Production &Document Control ISGDivision BusinessSystems EndUser 7.3.4 IS/IT Arc Support & Enhancement 7.3.6 IS/IT Capability & Capacity Management HP Alliance/ Supplier (PSD,SiteIT) 6.0 Service&Support 7.3.3 IS/IT Project Management NewBusiness Consulting Serivces Project Plan IT Roadmap Equipment Needs/ Requirements Test Plan 7.2.1 BusinessSystem/ ProcessPlanning& Evaluation Systems Implementation Plan ServiceRequest Fulfillment SupportBSS/ BusinessObjectives Project Charter SupportSystem Requirements System Enhancements ISService Requests Equipment Requests Process Implementation Equipment Fulfillment DisasterRecovery Plan ServiceRequests Fulfillment ThepurposeofIS/IT Solutions Managementistoprovideeasy-to-useandcosteffective toolsfor our customers. Process Implementation Plan ProjectUpdates Systems Implementation ProjectUpdates Inputs Outputs
  • 17.
    ACCC Process ImprovementTeam 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. 17
  • 18.
    ACCC Process ImprovementTeam • • 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. 18
  • 19.
    ACCC Process ImprovementTeam 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 Reinhardt Accountable 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 Bates Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Reinhardt Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Reinhardt Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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: Divisions Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Bates Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: Plan to address process and communications. 19
  • 20.
    ACCC Process ImprovementTeam Process Map Disconnect Disconnect Summary Recommendation Owner/Accountability/Deliverable 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 Managers Deliverable: 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 Hughes Deliverable: 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 Hughes Deliverable: 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 Managers Accountable to: PL agents Deliverable: 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 Jensen Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Tomalino Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: Mapped process and communications. 20
  • 21.
    ACCC Process ImprovementTeam Process Map Disconnect Disconnect Summary Recommendation Owner/Accountability/Deliverable 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 Hughes Deliverable: 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 Tomalino Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Jensen Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Coseo Accountable to: Gail DeMars, Don Russell, Phil Hughes, Divisions, and Marketing Centers Deliverable: 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 Jackson Accountable 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 Reinhardt Accountable to: PIT Deliverable: Joint planning sessions. 21
  • 22.
    ACCC Process ImprovementTeam Process Map Disconnect Disconnect Summary Recommendation Owner/Accountability/Deliverable 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 Hughes Accountable to: Gail DeMars, Don Russell, Phil Hughes and agents Deliverable: 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 Hughes Accountable to: SDA reporting representatives Deliverable: 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 Klepac Accountable to: Division Deliverable: 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 Klepac Accountable to: Gail DeMars, Don Russell, Phil Hughes, Divisions Deliverable: 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 Sexton Accountable to: Gail DeMars, Don Russell, Phil Hughes and agents Deliverable: 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 Sexton Accountable to: Gail DeMars, Don Russell, Phil Hughes Deliverable: 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 Harris Accountable to.: Division, Customer Care Center Deliverable: Communications of programs, impacts, and metrics. 22