Service Quality Training.pptx

HUAWEI TECHNOLOGIES CO., LTD.
www.huawei.com
Huawei Confidential
Security Level: Internal Use Only
2023/12/27
Service Quality Training
ISSUE 3.02

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential Page 2
Training
 For new GTS Staffs
Course Objectives:
 Understand service quality concepts
 Learn Huawei service quality management system
 Learn complying with process is the basic of quality management

1 Preface
2 What is Service Quality?
3 How to Deliver Service Quality

Service quality Definition
Service quality is an achievement in customer service. It reflects at each service
encounter. Customers form service expectations from past experiences, word of
mouth and advertisement. In general, Customers compare perceived service
with expected service in which if the former falls short of the latter the customers
are disappointed

Service Quality is Customer Satisfaction
expectation
lifecycle
performance
perception
satisfaction satisfaction satisfaction
expectation
actively understand
expectation
future-oriented
complain satisfied
perception
Promote issues
loop-closed
concern current
loyal
• Customer satisfaction = perception – expectation
• Performance is the basic of perception
Performance
is the basic
of perception

Is Quality Important?
 Please watch a video.
 What lessons can be learned from the video?

Effect of Poor Quality Service

Is Quality Important? －Actual Story
One engineer’s substandard operation lead to business interruption of a key site for
over 2 hours in the capital of country B
 2009-5-13 17:33 Rep. office engineer went to a key site in the capital to check
LANSWITCH’s port connection, and found a network cable hanging in the air. He then
connected the cable to LANSWITCH according to the label.
 17:58，9 UMGs under SoftX3000 went out of service, 3 million subscribers (royal
members, and some other VIPs included) and all trunk business(150 K) interrupted.
 18:00, customer O&M engineer discovered lot of alarms and reported them to Rep.
office. Rep. office organized engineers to handle the field emergency.
 19:40, the field engineers confirmed it was due to network storm，pulled out the
inaccurate connecting network cable.
 20:01, all of business recovered, after more than 2 hours of disruptive services.

 During XX project implementation, 70% of the sites need rectification due
to insufficient subcontractors’ quality monitoring. A spot audit found that
no effective supervision process was deployed, and the new acceptance
criteria required by customer was not transferred to subcontractors in time. As
a result, 70% of the XXX new sites didn’t meet customer’s requirements, and it
was predicted that we need to spend about X million dollars to conduct
rectification.
“……any large international company with mass delivery globally, takes quality
as it’s life. Because quality is the basic requirement of all customer requirements,
and is also the precondition of one company continues…, I think customer is the
first for exterior, and quality must be the life for interior……”
—— Management Improvement Paper <Quality is Life>
Is Quality Important? －Another Story

1 Preface

1 2 3
4 5 6
Different result comes from different service
What is service quality?

Quality is to Meet Requirements
Meet
Requirements,
Satisfy
Customers
Quality is often confused with luxury. E.g.
 top-grade cars
 dresses with designer labels
But，if you (customer) want：
 To carry garbage——you’ll not use luxury cars
 To clean house——you’ll not wear the designer
dresses
Definition : quality is to meet requirements！

What are the characters of Service?
Please consider: what are characters of service?
intangible
aviation hotel bank restaurant
variable
can not be stored
production and consumption occurred at the same time

What are the attributes of Service Quality?
How about the quality of haircut service?
customer requirements
done within 20min
Wait less than 10min
wash, scissor, dry included
enthusiastic
air-conditioned, quiet
Beautiful cut
duration wait service attitude envir. skill
Service quality focuses more on delivery process, strengthen customers’
perception, and finally measured by customer!
attributes

Does Quality Conflict with Cost?
Cost of Quality include: prevention cost, appraisal cost, failure cost
 From the whole process perspective, high quality doesn’t mean high cost.
On the contrary, strengthening POC can significantly reduce PONC.
Total
Sale
Revenue
Failure Cost
Appraisal Cost
Prevention Cost
Error Free Cost
Profit
(PONC)
POC
Total Cost of Quality
Profit

Core Concept of Delivery Quality
Philip B. Crosby
(June 18, 1926�August 18, 2001)

 Customer Expectation Mgmt:
 Customers’ wishes or requirements.
 Expectations includes:
 desires
 needs
 demand
Understand
Active Listen
Guide
Manage
realize
customers’
expectations,
help
customer
succeed
1st Key Factor to Ensure Service Quality
—Customer Expectation Management

Clarify Customers’ Expectations
 How to clarify customers’ expectations?
 Confirm requirements in advance, concern changes over time
 Avoid: unclear, omitted, simplified, ignored, wrong
Get SLA
Expectation
of Customer
 Customer expectation transfer during customer support service
Sign SLA
Register
SLA
Monitor SLA
Delivery
Analyze SLA
Achievement
iCare
Confirm
Acceptance
Criteria
Develop
Quality Plan
Build
Example
Site
Train
Subcontract
ors and SE
Self-check
or Spot-
check
Resolve
Quality
Issues
 Customer expectation transfer during engineering delivery project

Myth
“The customer is the
only reason we exist”
means delivering exactly
what the customer tells
us they want.
Little Mermaid

Solution to Managing Customer Expectation
Active Listening

2nd Key Factor to Ensure Service Quality
—Perception Management
Reliability:
Fulfill service
commitment
Assurance:
Skills, priorities,
capability
Empathy:
Focus on customers,
provide customized
service
Tangible:
Actual implement,
equipment,
personnel
appearance
Response:
Respond to and
meet customer
requirements in
time

Manage Customer Perception
 Identify stakeholders: report
 “Real Moments”: indirect contact with persons(mailing, online
booking, ATM), telephone contact and face-to-face contact
• Efficiently
resolve
issues
• Flexible
service
How to do ?
• Correct and
compensate
for errors
• Friendly service
attitude

Service NRO CS MS NTS LS NIS
Quality
objective
contractual
delivery, passing
acceptance,
supporting billing
meeting SLA,
timely accident
recovery
meeting
contractual NW
operation
requests
building quality
through design
Customer
satisfaction
Contractual
delivery,
passing
acceptance
Quality
indicators
SQ7.1.1 FRT, OFR NW operation
KPI
SQ 7.2.1 SQ7.8.3 SQ 7.1.1
Quality
control
points e.g.
quality plan,
example site,
SOP,
subcontractor
training and
certification,
concealed work,
self-check
receive technical
validation,
review recovery/
workaround/
resolved solution
pilot test, staff
training
delivery plan
develop and
review, technical
solution develop
and review,
customer
deliverables
review
class
satisfaction
survey,
teaching
materials
review
develop quality
plan, confirm
acceptance
solution with
customer,
subcontractor
self-check
 First, define key business objectives, key indicators and control points.
 Then follow process & quality checks to ensure achievement of objectives.
 The following table details some performance management for GTS services.
3rd Key Factor to Ensure Service Quality
—Performance Process Quality Management

1 Preface

1. Improve Service Quality based on TL
9000 QMS Requirements
2. Strictly comply with process
procedures

What is TL 9000 QMS?
 ISO: International Organization for Standardization
 TL 9000 QMS : Is a quality management system based on ISO 9001 QMS
designed specifically for the ICT industry & defined by the QuEST Forum . The
Forum was established in 1997, initiated by several well-known telecom
operators & suppliers.
 What is the relationship between TL 9000 QMS and ISO 9001 QMS?
 TL 9000 QMS applies to the ICT industry, and ISO 9001 applies to all
industries. TL 9000 is based on ISO 9001
 TL 9000 added 92 additional requirements
 TL 9000 has developed a set of measurements

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential
Common TL 9000 Measurements
Hardware
Measurements
Software
Measurements
Services
Measurements
27
TL 9000 QMS Structure
International Standard ISO 9001
Common TL 9000 Requirements
Hardware-Specific
Requirements
Software-Specific
Requirements
Services-Specific
Requirements
http://tl9000.org
Alerts, Rules, Guidance, Examples, References

Improve Service Quality according to TL 9000 QMS
 Performance can be improved continually through systematic and effective PDCA
activities.
 GTS QMS comply with TL9000,with a focus on Management Responsibilities and
Resource Management (focus on Prevention)
P
C
A
Customer
&
Stakeholders
Customer
Needs
&
Expectations
Customer
Satisfaction
Customers
&
Stakeholders
Corporate Requirements
•Vision, mission and strategy
•Quality policy, manual •Global process
result
result
Management Responsibilities
Management review
CI mechanism
Customer communication
Quality strategy
Quality policy
QMS plan
Resource Management
Security mgmt
Tools mgmt
Facility maintenance
Staff qualification
Skill & training
QA organization
Measurement, Analysis & Improvement
Internal audit
Maturity evaluate
Process measurement
KPI measure and monitor
Continuous improvement
Value Created Process
Issues prevention
KCP design and control
QA activities
Quality plan
Quality objective
Issues & complaints collection
Upgrade
Resolving of issues
activities
输出
输出
output
输入
输入
input
P
A
D

1. Management responsibility- Quality Policy
 Actively ensure that our customers’ requirements and needs
are identified and incorporated into our solutions.
 Ensure that quality is included at all points in our research,
development and delivery processes
 Strive to provide a superior service to our customers.
 Always keep in mind that the only reason for Huawei
existence lies in our services provided to our customers.
Refer to:
http://w3.huawei.com/pdmc/doc/viewDoc.do?did=130834&cata=6248 （CHN）-new
http://w3.huawei.com/pdmc/doc/viewDoc.do?did=130836&cata=6248（EN） -new

1. Management responsibility- Prevention Focus
 Focus on Prevention
 Competency, training & awareness
 Emphasis on risk management
 Do It Right the First Time (DIRFT)
 Process error proofing
 Conduct root cause analysis and backtracking,
prevent problems from recurring again.
Focusing on prevention

Good Case study：Hajj
 Background
 Hajj- Annual pilgrimage to Mecca is the biggest and divine activity for
global Muslim. All the Muslim, no matter man or woman, will try his best
to make a hajj in his life. High density traffic challenges the
telecommunication network. Saudi telecom, as the largest mobile
operator, requires Huawei to afford the telecommunication assurance
during Hajj. Depending on the ‘Telecommunication network assurance
service for critical activity’, Huawei realized 0 overload, 0 fault and 0
interruption.
Survive the business peak
Clear hidden troubles
Health examination
Network
continge
ncy plan
Fast
spare
parts
support
Field watch
Remote monitoring
 Preventive actions

Resource management-QM/QA/QC
Quality Management (QM) - Football Association
Regional delivery & service TL 9000, CESM, CI mechanism construction, implementation and optimization
as well as the construction of supporting platform.
1, planning of the quality system
2, customer satisfaction surveys, analysis and improvement
3,Quality metrics, audit and retrospective
4, the continuous improvement of the management and operation of
5, supporting of ST customer satisfaction and continuous improvement
Quality Assurance (QA) - Coach
QA and business remained relatively separation, to ensure the implementation of the process, its main
responsibilities are as follows:
1, process guidance and training;
2, ensure the implementation of the activities of the QC, to examine the validity of the QC activities
3, project quality planning, metrics, analysis and improvement
4, problem of closed-loop management and reporting
Quality Control (QC) - The Team
QC is business personnel, QC activities should be reviewing process and be part of the process, QC should
have clear and precise quality control methods and procedures.

1. Improve Service Quality based on
TL 9000 QMS Requirements
2. Strictly comply with process
procedures

• Definition
Focus on adding Customer`s Value，translate one or more requirements into exact &
measureable output via a serials of repeatable & logical order actions. The process is
essentially the organization of value chain of processes
Element of Business Process Architecture
Level 3
Level
1
Level 2
Level 4
Level 5
Level 6
Action
Template
/Checklist
Instructions
Role
1
Inputs
Output
• Basic Elements
• Architecture Process
Classification
Framework of the overall enterprise business, reflecting the
company's business model and cover all of the company's
business activities.
Process Group Group or Area of processes
Process A series of repeatable, with the logical sequence of events.
Sub Process
If the process is more complex, can be broken down into a
number of sub-processes.
Action A set of interrelated tasks or actions consistent results.
Task To obtain the expected result of a group of sub-tasks.
Fast, Right, Cheap, Easy
Role
X

Process Documentation
4) Template
2) Process documentation
1) Flow chart 3) Instructions
• To guide and standardize operations the
inherent duties within the scope of the
various departments / roles
• Reuse / Executive
• Is not a one-time / temporary files, version
upgrade long-term guiding operations.
Administrative Documents
Process Documents
• Appointment Notices
• On various administrative matters
notification, notice, provides a one-
time file system reports.
Note：Company rule, the process documents can not be released by administrative document.
Process queries visit the company Processes the Document Management Center
( PDMC)： http://w3.huawei.com/pdmc/
• Types of Documents & Records
• The difference with the administrative documents

Structure of Delivery Business IT
业务支撑
服务作业管理
合同交付履行管理
合同信息配置
合同信息配置触发收入 /开票
触发收入 /开票
合同履行监控
合同履行监控
项目管理
计划管理
计划管理项目执行
项目执行
项目启动
项目启动项目报告
项目报告
NRO 作业管理
NRO 作业管理
项目文档管理
项目文档管理
NTS 作业管理
NTS 作业管理培训作业管理
培训作业管理
MS 作业系统
MS 作业系统
设备档案管理
设备档案管理知识管理
知识管理资源管理系统
资源管理系统请购管理
请购管理
CS 作业管理
CS 作业管理
iTrigger
iTrigger
iCoding
iCoding iPM
iPM
工时管理
工时管理
PO 可视
PO 可视
iSite
iSite iNet
iNet iNoc
iNoc
MSOB
MSOB
iTraining
iTraining GCRMS
GCRMS
PSDS
PSDS
eDoc
eDoc CEAS
CEAS Support
Support
3MS
3MS
iResource
iResource iBuy
iBuy
TIMES
TIMES
PO 可视
PO 可视
Business support
Service management
Management of contract delivery fulfillment
合同信息配置
Deploy contract information
触发收入
/
合同履行监控
Control of contract fulfillment
Project management
计划管理
plan management 项目执行
Project roll out
项目启动
Project kick off 项目报告
Project report
NRO 作业管理
NRO management
项目文档管理
Document management
NTS 作业管理
NTS 培训作业管理
MS 作业系统
MS
设备档案管理
Equipment file mange
知识管理
Knowledge manage 资源管理系统
Resource manage 请购管理
Procurement manage
CS 作业管理
iTrigger
iCoding
iCoding iPM
iPMP
工时管理
Man hour manage
PO 可视
iSite
iSite iNet
iNet iNoc
iNoc
MSOB
MSOB
iTraining
iTraining GCRMS
GCRMS/iCare
PSDS
PSDS
eDoc
eDoc CEAS
CEAS Support
Support
3MS
3MS
iResource
iResource iBuy
iBuy
TIMES
TIMES
PO 可视
iSales
Triggering Revenue/Billing
management LS management CS management
iTrigger
iTrigger

Distribution of service processes on BPA7.0
Portal Link:
http://w3.huawei.com/pd
mc/
Project quality management
methodology (4 stages and
16 steps) Link:
http://w3.huawei.com/pd
mc/bpa/newBrowseBPA.do
?id=6393

HUAWEI TECHNOLOGIES CO., LTD. Huawei Confidential
In Conclusion
 Quality is complying with requirements
 and Service Quality is customer satisfaction
 Core concept of Delivery Quality
 Improve Service Quality based on TL 9000 QMS
Requirements and strictly comply with process procedures
 Strive to provide a superior service to our customers.
Always keep in mind that the only reason for Huawei
existence lies in our services provided to our customers.
Page 38

summary
 What is service quality?
 Quality is complying with requirements, and service quality is customer satisfaction
 Characteristic of service－－ immateriality、difference 、can’t store、produce and consume simultaneity
 Service quality－－ emphasize process， emphasize customer apperceive ， emphasize customer satisfaction
 customer satisfaction=customer expectation－customer perception，performance is foundation of customer
perception
 Expectation management－understand、pilot、management，how to define customer expectation?
 Perception management－ reliability、 assurance、 materiality、 empathy、 response，how to do customer
apperceive?
 performance－KPI and KCP of each BU.
 How to do service quality well?
 Control process performance with TL9000
 Management responsibility：policy of company. Preventive idea.
 Resource management：QA organization 、difference from QM/QA/QC
 Value creation process：Strictly implement QCP，control quality via process
 measurement、 analysis, improvement
 Observance of process
 Basic concept of process and document.
 Management of process IT change .
 Distribution of service process on BPA.
 Structure of E2E process base on service consideration.

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