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This document discusses integrated methodologies for workforce management including Six Sigma, Etom, COPC 2000, and ISO standards. It describes implementing time management through predetermined schedules, bidding on time slots, and schedule adherence. The goals are to reduce management supervision, increase productive time usage, and empower employees. Stages of integration include defining goals, specification, implementation, follow up and evaluation. Benefits discussed include increased production, understanding, satisfaction, involvement and mission comprehension.
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Presentation final
An inventory information system is proposed to address issues with the traditional manual inventory controlling methods like lack of accountability and theft. The document outlines critical success factors for implementation like management buy-in, infrastructure availability, and effective training. It then describes a generic inventory information system and a phased implementation approach starting with DIGITOT and expanding to DIGIFLOW and DIGITAG. Benefits of the system like increased speed, quality, reliability and flexibility are highlighted. The document concludes with recommendations to increase automation and implement a complete ERP system and forecasting software.
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The document discusses three critical areas - People, Process, and Technology - that are necessary for successful company transformation. It notes that training is needed for management who lack experience, and employees require proficiency in Excel. Standardizing policies and connecting technology are also identified as important processes. Minimizing rework through proper supervision and management is highlighted as a key goal.
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Read more: https://www.identitymaestro.com/secure-the-it-success-of-your-merger-or-acquisition-take-the-reins-through-identity-management/
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Presentation final
An inventory information system is proposed to address issues with the traditional manual inventory controlling methods like lack of accountability and theft. The document outlines critical success factors for implementation like management buy-in, infrastructure availability, and effective training. It then describes a generic inventory information system and a phased implementation approach starting with DIGITOT and expanding to DIGIFLOW and DIGITAG. Benefits of the system like increased speed, quality, reliability and flexibility are highlighted. The document concludes with recommendations to increase automation and implement a complete ERP system and forecasting software.
Company Tranformational Slides
The document discusses three critical areas - People, Process, and Technology - that are necessary for successful company transformation. It notes that training is needed for management who lack experience, and employees require proficiency in Excel. Standardizing policies and connecting technology are also identified as important processes. Minimizing rework through proper supervision and management is highlighted as a key goal.
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Break through the IT challenges of M&A. Decrease identity-related uncertainty, risk, compliance challenges, and loose ends with Identity Management.
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2) Deducting periodic fees from accounts on an anniversary date each month, with SMS reminders sent before deductions.
3) Allowing subscribers to access attractive limited-time tariff plans by paying a flat fee via an IVR number.
4) Requiring a minimum of 20 prepaid profiles for launch, with special rates for intra-profile calls.
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The document outlines specific functionalities required for prepaid accounts, including:
1) Supporting multiple sub-accounts (e.g. for voice, SMS, data) within a main credit account, with the ability to deposit credits and bonuses into sub-accounts.
2) Deducting periodic fees from accounts on an anniversary date each month, with SMS reminders sent before deductions.
3) Allowing subscribers to access attractive limited-time tariff plans by paying a flat fee via an IVR number.
4) Requiring a minimum of 20 prepaid profiles for launch, with special rates for intra-profile calls.
5) Enabling subscribers to specify "Friends and Family" numbers via
Call centers brand equatiy
High brand equity results in high customer experience and quality which leads to fewer customer complaints and more opportunities for cross-selling. Low brand equity caused by technical problems and a below average number of subscribers results in most call center calls being unprofitable and a waste as they often have a negative impact on brand equity.
Qos metrics
The document defines several metrics for measuring Quality of Service (QoS) in telecommunications networks:
- Call Completion Rate measures successfully completed calls as a percentage of total attempted calls.
- Answer Seizure Ratio measures successful calls as a percentage of total outgoing calls.
- Call Setup Success Rate measures unblocked call attempts as a percentage of total call attempts.
- Several other metrics are defined for call drops, post-dialing delay, handover success, bit error rates, traffic channel congestion, SMS/MMS delivery failures, customer satisfaction, and problem resolution times.
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The document discusses key aspects of a proposed push-to-talk service, version 1.0. It provides an overview of push-to-talk functionality, describing it as an "always on" one-to-one and one-to-many voice communication service initiated with a single button press. It then covers technical implementation using GPRS networks, potential features and limitations, and benchmark pricing consisting of a subscription fee and additional airtime charges.
Pdt spec push to talk draft v1.0
Push-to-talk is an instant voice communication service that allows one-to-one and one-to-many calls. It provides benefits like quick communication of time-critical information without intermediaries. NewTel could offer push-to-talk with a premium monthly subscription fee and additional charges for usage minutes, to avoid cannibalizing other voice services. An instant messaging option could also be offered for a separate monthly fee.
Quality of service,. technical
The document outlines quality of service benchmarks for mobile services in Nigeria. It lists benchmarks for customer complaints, customer satisfaction, speed of problem resolution, billing integrity, customer care, customer interface, and recharge cards. The benchmarks specify acceptable values for metrics like percentage of customer complaints, bills overcharged, loading errors on recharge cards, and call completion rates.
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1. Belief - Customers will hold onto their beliefs even if unsupported by facts, so apologize and find a solution instead of trying to change their mind.
2. Complain - Unhappy customers will complain to hurt a business's reputation, so train all employees to understand this.
3. Empowerment - Employees should be able to solve 95% of customer issues without involving managers to provide better service.
4. Feedback - Ask customers for feedback at different stages to identify issues that require action if mentioned three times.
5. Mistake - Admitting mistakes makes customers happier than denying them.
Pushtotalk
NewTel is proposing a push-to-talk service called "Push to Talk" that would allow instant one-to-one and one-to-many voice communications over GPRS networks. The service would have a premium monthly subscription fee and additional charges for usage. It is aimed at business customers and would allow time-critical information to be shared quickly and efficiently among work groups.
ivr report
This document discusses the development of an Interactive Voice Response (IVR) system for a telecom company. It outlines that the goals are to create a system that is supportive, informative, and user-friendly. The IVR should provide customers with information about billing, support, and sales inquiries in a brief and easy to understand manner. It should also aim to answer technical and support issues without needing to speak to a customer service representative. Standard IVRs at other telecom companies typically help with billing, technical support, general inquiries, sales, and collecting customer feedback.
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Standards qo s-201204-gsm_operator_kp_is
The report summarizes quality of service (QoS) key performance indicators (KPIs) for major mobile network operators in Nigeria for March and April 2012. It finds that MTN, Airtel, and EMTS met some but not all of the Nigerian Communications Commission's QoS targets, while data from Glo could not be validated due to integrity issues and is under investigation. Overall, operators showed room for improvement in meeting targets for various KPIs like call setup success rate, call drop rate, and handover success rate.
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The document outlines the equipment removal process, which involves forwarding a plan to remove equipment from various departments to the warehouse, checking equipment availability and notifying procurement if items are out of stock, processing a stores request to kit, crate and arrange trucking for removed equipment, and providing dispatch notifications and estimated arrival times upon equipment release and dispatch.
Telecoms pres
This document discusses integrated methodologies for workforce management including Six Sigma and ISO standards. It describes using predetermined schedules and timeslot bidding to manage workloads. Implementing workforce management reduces supervision needs, increases productive time by 20%, and empowers employees. Benefits include motivation, shared leadership, and minimizing wasted money and resources. The stages of integration include defining goals, specification, implementation, follow-up and evaluation. Workforce management integrates with HR, development, and performance and allows scheduling on mobile devices globally. Outcomes include increased production, understanding, satisfaction and involvement.
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The document provides information on the staffing and operations of a customer care department. It includes organizational charts showing employee schedules and team structures. It also outlines departmental focuses and key initiatives for Q3, such as hiring more customer care agents, implementing new sales support functions, and improving network quality. The goal is to provide excellent customer service while meeting sales targets and growing the customer base through affordable voice services.
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The document discusses business agility and how organizations need to be able to quickly reconfigure resources in response to business needs and opportunities. It outlines the challenges companies face in constantly adapting to changes in the market and customer expectations. The problems discussed include the gap between strategic vision and operational execution, as well as challenges with legacy IT systems that hinder flexibility and adaptability. Business process management is presented as a way to help organizations achieve alignment between business goals and IT processes to gain a sustainable competitive advantage through increased agility.
Introducing Smartsheet Gov: The Trusted Work Execution Platform for Government
Departments, agencies, and bureaus need a secure way to execute and scale their work to keep up with the growing demands on government programs. Smartsheet Gov is a secure and reliable platform built on the AWS GovCloud (US) that helps Federal agencies bring innovation, collaboration, and transparency to government initiatives. As the only FedRAMP Authorized work execution platform listed in the FedRAMP marketplace, Smartsheet Gov enables agencies to operate with an increased sense of agility, manage work in real time, and make better decisions with timely and accurate information. During this session, we’ll dive into the specific use cases of Smartsheet Gov, including Project and Program Management, Operations and Asset Management, and Organizational Budgets and Planning. Sponsored by Smartsheet.
Improving Productivity with Outlook and Notes Integration
The document discusses Outlook/Notes integration with Salesforce to improve productivity. It describes how the integration allows users to work with CRM data directly in Outlook/Notes, eliminating double data entry. It then outlines DuPont's deployment of the integration, including goals of usability, low support costs, and seamless integration. Key features included synchronization of calendars, contacts, and activities. The rollout involved partnership with IT and a phased testing and deployment timeline over 10 months.
Principles of good collaboration between communications & I.T in Higher Educa...
More and more communications activities are carried out in the digital space or with the help of technology. In this space, new fields of expertise such as user experience or data analysis have become pillars of effective communications. This shift to technology and data-focused operations is not only changing the way we work; it also changes the relationship communications teams have with their IT department.
Topics covered:
- Establishing common goals that speak to both IT and communications professionals;
- The "ownership" debate on digital and data strategies
- Bridging cultural gaps between communications and IT teams
- New roles, methods, and organization models for cross-departmental digital communications.
myeNovation_Deck_Kaizen Dec 2023.pdf
This document describes a Kaizen/employee suggestion platform that aims to save costs, increase profitability, and engage employees. It discusses how the platform can fully automate the suggestion submission and implementation process. The platform uses best practices and AI to evaluate suggestions. It also allows integration with other systems and secure cloud storage. Case studies show how it has increased employee engagement and suggestion rates while reducing costs and improving quality for clients in various industries.
Semi Conductor Webinar
The document summarizes insights from three semiconductor manufacturing companies - Gennum, Silicon Labs, and Semico3 - on their implementations of SAP solutions. Key lessons included integrating business owners early on, configuring rather than customizing the preconfigured semiconductor solution for a complete fit, and validating processes. This allowed the companies to achieve benefits like improved decision making, scalability, financial impacts, and improved time to market.
Nintex Worflow Overview
The Nintex Platform is Easy-to-use, Powerful and Complete to manage, automate and optimize your processes.
Manage processes by discovering, mapping and sharing across process participants and owners.
This often leads to opportunities for process automation. Many processes involve the capture of information and our forms capability provides an ease-to-use, responsive design experience, often eliminating paper forms. With advanced workflow capabilities you can quickly design powerful applications using advanced logic and rules to eliminate manual work. Nintex RPA drives speed by automating those mundane, repetitive tasks. Since many processes involve the need to generate a document we have a DocGen offering to automatically create documents from both unstructured and structured data sources. With Nintex Sign powered by Adobe Sign you can easily integrate eSign into your signature-based workflows for total automation.
Once you have been managing and automating processes, imagine the amount of information available on how your business is operating. Leveraging Nintex Analytics you are able to get process intelligence allowing you to monitor, analyze and improve your business.
With the Nintex platform our customers and partners value our extensibility, using pre-built connecters as well as leveraging our Xtensions to build powerful bi-directional connectors to orchestrate processes across any systems in your organization.
Combining the power of Nintex with our customer success and vast partner network it is easy to see why our customers are so successful.
Inside the Enterprise Case Studies of Customer Apps
The document discusses case studies of customer applications using Salesforce from various companies:
- Magma Design Automation uses Salesforce across 600 users to improve software development processes and coordination across R&D teams.
- Chevron Aviation uses Salesforce across 250 users to standardize global processes, automate manual tasks, and improve profitability analysis.
- Optimum Lightpath uses Salesforce across 350 users including custom apps to better target fiber network deployments, maximize revenue from existing infrastructure, and centralize business data.
How To Drive a Large Scale, Global Deployment
The document discusses key factors for a successful large-scale deployment of an on-demand solution. It identifies the main components as strategy and business case, on-demand roadmap, operating model, integration and data strategy, adoption strategy, and support strategy. For each component, it provides examples and considerations for planning and execution to help ensure the deployment meets business objectives.
Zylog Systems (Canada) Ltd
Zylog Systems (Canada) ltd is a leading provider of IT and Engineering professional services, human capital resource management applications, and technology solutions with global delivery capability. Leveraging ISO 9001:2000 certified processes, industry best practices, and ownershio of one of the largest professional talent databases in Canada, Zylog is dedicated to the progress of our clients, consultants, and our community.
www.Zylog.ca
MCIF- Per Kroll
The document discusses challenges in software delivery and the need for measurement to improve processes and outcomes. It introduces the IBM Rational Insight solution, which provides integrated lifecycle intelligence through automated collection and analysis of metrics. Rational Insight helps measure performance against business objectives, monitor projects and processes, and facilitate continual improvement through dashboards and reporting.
The Process Of Bpm
1) Business process management (BPM) is a strategy, philosophy, approach, and technique enabled by technology to continuously improve processes through reducing cycle times, increasing agility and visibility, and improving performance and consistency.
2) BPM can provide a competitive advantage by managing processes brilliantly through average people, rather than trying to achieve average results through brilliant people managing broken processes.
3) When adopting BPM, organizations should determine baseline performance and objectives, identify key processes for improvement, define metrics to measure current performance, and model as-is processes to analyze and prioritize opportunities.
Sept 2008 Presentation Quality & Project Management
The document provides an overview of Sage Software's project management approach and benefits. It discusses Sage's business solutions, what project management entails, challenges in the software industry, the importance of process, Sage's project management components and tools used, realized benefits including improved defects and customer service, and next steps such as expanding test automation and agile methodology.
TAG presents cloud computing with NetSuite
• Too many businesses today find that they are stuck using an old version of their financial management software. Upgrading your software is a costly and very messy process.
• With so many processes, reporting laws, and taxes changing every year, having software that automatically updates and requires no maintenance can be crucial.
Around the World in 100 Days a Global Deployment Case Study
Symantec consolidated its CRM systems after merging with VERITAS by deploying Salesforce globally to 3,900 users across multiple countries within 3.5 months. They focused on keeping the initial rollout simple while providing a common platform and sales processes. Strong executive support and a phased approach helped ensure a successful deployment. The consolidated system improved visibility, productivity and customer service.
Presentation Tms Webinar V08
The document provides guidelines for implementing a Talent Management System (TMS) within an organization. It discusses measuring people metrics in real-time, best practices for a TMS including being user-friendly and affordable, and a 10 step process for implementation including defining desired outcomes, mapping current systems to goals, change management, and training.
Presentation Tms Webinar V08
The document provides guidelines for implementing a Talent Management System (TMS) within an organization. It discusses measuring people metrics in real-time, best practices for a TMS, and a 10 step process for implementation including defining needs, selecting a system, change management and training. Businesses using a TMS see higher profits and productivity compared to those not using one.
Global BPM and Workflow Awards 2009
Future Strategies Inc., is pleased to announce the Gold and Silver Winners for the 2009 Global Awards for Excellence in Business Process Management (BPM) and Workflow. Co-sponsored by WfMC, BPMFocus.org and BPM.com and now in their 16th year, these prestigious awards recognize user organizations that have demonstrably excelled in implementing innovative business process solutions to meet strategic business objectives. There are five geographical regions. Gold and Silver Awards winners are selected from the finalists.
The Power of Business Agility for Innovation, Transformation and Growth
The document discusses how business agility can help companies innovate, transform, and grow in complex and changing markets. It outlines several "agility levers" which are combinations of technology capabilities that accelerate the path to agility. These levers include real-time decision automation, optimized IT planning, accelerated application delivery, and faster process change integration. Case studies show how companies have used these levers to improve outcomes across their lifecycles and business changes. The document advocates that companies establish agility projects, programs, and transformations with IBM's assistance.
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Business Process Modeling & Automation: Where are we?
Business Process Modeling & Automation: Where are we?
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Introducing Smartsheet Gov: The Trusted Work Execution Platform for Government
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Around the World in 100 Days a Global Deployment Case Study
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Cem london
The document discusses the launch of mobile service in Sierra Leone by a company with ownership from Nepal, Belarus, and Lebanon. It describes some of the challenges of operating in Sierra Leone, one of the poorest countries in the world with little existing infrastructure. The company was able to successfully launch within 3 months and achieve several key performance metrics, such as gaining 100,000 subscribers in 90 days and maintaining high customer satisfaction levels, despite obstacles like the Ebola outbreak. Benchmark KPIs and a customer-centric operating approach focused on things like customer journey, staff motivation, and trouble ticketing helped lead to the success.
Specific functionalities for prepaid
This document outlines specific functionalities needed for prepaid accounts, including:
1) Supporting multiple sub-accounts (e.g. for voice, SMS, data) within a main credit account, with rules for credits and validity across accounts.
2) Allowing periodic fees to be deducted from accounts on a recurring basis, with reminders and grace periods.
3) Enabling subscribers to access attractive limited-time tariff plans by paying a flat fee.
4) Supporting multiple prepaid profiles with special rates for intra-profile calls and friends/family number lists.
Detailed ivr v02 mms v4_mobile
The document provides an overview of the proposed customer care model, including:
1) A two-tiered structure with a front office (online) and back office (offline) to handle all customer contacts.
2) Detailed guidelines for contact center design that specify user segments, IVR trees, agent skill sets, queues, and interactions between customer support and other functional areas.
3) Concept diagrams showing customer routing based on attributes like user type, value, language and IVR choices to the appropriate support teams.
Cfc customer experience_ownership
The document discusses executives assigning a senior executive or specialized group to focus on providing a unique customer experience. This shows that executives see value in differentiating through customized experiences. However, the document suggests there is still room for improvement in how companies design and deliver personalized experiences.
Candidate evaluation form for HR
This document is a candidate evaluation form containing sections for education, career history, evaluation criteria, and recommendations. It was prepared by Urmil for internal use and reviews a candidate's education, work experience, strengths, weaknesses, salary expectations, and availability. The form allows the interviewer to assess and rank the candidate in areas such as appearance, conversation skills, initiative, and technical abilities.
Customer care progress nov
Vinyl flooring will be inserted and a glass door installed at the training rooms. The construction of windows will finish and demolition be completed by November 29th, 2007. Workstations will be installed on December 15th.
Pdt spec prepaid services 1.0
This document outlines a proposed prepaid wireless service product. It describes key benefits for customers including convenience, control over expenses without lengthy contracts, and flexibility. The product lifecycle includes buying airtime cards with talktime balances and validity periods, recharging balances as needed, and cards expiring if not recharged in time. Various price plans would be available, but the core milestones like talktime validity would remain the same. Business rules would define pricing, airtime durations and expirations, card expirations, and number recycling policies. The goal is to give customers easy, flexible mobile access without long-term commitments.
Business case for new sales support functionality
The document proposes new functionality for a company's Sales Support area. It suggests splitting the area into Direct and Indirect Sales functions. Direct Sales agents would take on a new customer experience role, conducting welcome and follow-up calls with new customers. Indirect Sales agents would continue handling dealers' transactions and ensuring dealers meet service level standards. The proposal aims to better support sales growth and customer satisfaction with minor structural changes and role adjustments.
Kanart tel ivr report
The document proposes an interactive voice response (IVR) system for Kanar Tel. It recommends (1) separating menus for home users, business users, and offers/promotions, (2) including billing, technical, and general information submenus, and (3) limiting callers to three menu levels before reaching an agent. The proposed IVR aims to inform and support customers while improving service and marketing Kanar Tel's products.
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Telecoms pres
- 1. Integrated Methodologies Six Sigma Etom COPC 2000 ISO standards
- 2. Time management Workforce management Pre determined schedules based on workload Bidding of time schedules i.e days or weeks Bidding of timeslots i.e hours or smaller values Schedule adherence- follow up
- 3. Why Implement Less management supervison 80/20 of the production 20 % energy to leverage 80% of the accuracy. 20% is time adjustments and shiftchanges More Productive time management tool through Work Force Management Empowerment via a prestigeless enviroment
- 4. Pros and Cons of Timemanagement Implementation Postive reaction Change of mindset New thing Supervisor tool Authomy Shared leadership Minimise waste of money Motivation
- 5. Integration stages Definition of mission- what to achieve Specification Proposal Project plan Implementation Follow up Evaluation
- 6. Technical Overview of workforce management
- 7. Departmental integration HR Human capitalization Personal development Staff performance Manpower adherence Performance vs. timemanagement
- 8. Global Benefit Schedules send to their GSM/TDMA phones Displayed on a in-house phone Playful software Utilization of Multiply sites, FL, Haiti, Bolivia etc.
- 9. Roaming Get more people connect world wide More revenue stream Better ROI Better service and products Maximise the customer retention Keeping loyalty Retain the customer base and enhance the revenue.
- 10. To leverage and attain best empowerment System acceptance System orientation System utliasation Product engineering Software enhancements Softskills alingments
- 11. GSM Easy to allinged to the future commication East to upgrade i.e 3g, 4g Globally renown Roaming Alliacing Joint ventures Better market share Increase brand equity
- 12. Enhancements by Time management Technical upgrades Smart cards implementation Staff change in administration Changing a mind set to automation More happiness of not being supervised More self control Better flexibilityTo leverage and attain best empowerment System acceptance System orientation System utliasation Product engineering Software enhancements Softskills alingments
- 13. Values of Deployment 30 %Increase of Production 35% increase understanding of their job description, eliminating misunderstandings 40% Employee satisfaction 30% Felt more involvement in the company 25% Felt a better understanding of the company mission