Voice Line Improvement Case Study
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The document describes a case study of Colt's efforts to improve the quality of voice line orders from 2011-2012. It outlines that initially only 60-65% of voice line orders were clean. The objective was to achieve 95% clean orders by Q4 2012. Key approaches included understanding causes of rejections, improving communication between teams, providing training and tools, monitoring performance weekly, and defining strong improvement actions. As a result, order rejections were reduced by 67% and end-to-end order quality reached 94% in December 2012, meeting the objective.
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★Cover letter & Resume-Young-Jin KIM as of 20150626
Voice Line Improvement Case Study
- 1. Voice Line Improvement Case Study Background • In 2011 Colt’s end to end business performance for Voice Line Orders has been measured at around 73% at best, but estimated to be closer to 60-65% when taking Service Delivery issues also into account. • Detailed analysis of rejected Voice Line Orders has demonstrated that Clean Orders progress from Front Desk to Billing typically 23 days quicker than orders which require some level of re-work. • Improving Clean Order volumes through the business will not only significantly reduce the order to cash lifecycle, but will positively impact customer satisfaction for improved delivery performance and reduce resource requirements currently required for re-work • The Objective for the Voice Line Improvement Work Stream was set up with the objective of achieving 95% Clean Voice Line Orders in Q4 2012 Approach • Understand the business performance data to determine what the top causes of rejection are, and verify with the operational teams – continually throughout the improvement process (1300 deep dives) • Review all activities that may affect the reason, end to end (customer order to bill); test all assertions & assumptions • Select targets, use A3 methodology to manage this improvement initiative • Establish and synchronise consistent rules across all affected areas – ensure the data flows consistently from field to field • Improve/ create communication channels between the teams • Switching & Billing • Billing & Order Entry (OE) • Billing & Order Receipting Desk (ORD) • Switching & ORD • ORD & Front Desk (FD) • Provide training and tools to ensure all relevant staff know how to carry out the process and follow the work instructions correctly • Monitor performance week by week and, where defects are identified, ask the individual and their manager what they will do to make sure it does not happen again • Transition responsibility for maintaining performance into the business • Look for opportunities to use systems to engineer failure out • Define strong Improvement Actions within E2E Workshop with relevant representatives from all involved operational areas • FD, ORD, OE, SD, Switching, Billing, Stage, Product Management Results • OE Voice Line Rejections reduced by 67% (15 week avg Q4 2011 – Q2 2012) • End to end order quality (Q3 90%) • December 2012: 94% Voice Line E2E Order Quality • Checklist available for ORD & FD to ensure orders are submitted with all mandatory information and attachments • Streamlined Outage Scheduling Process for UK & IE with existing process for all remaining Countries and Products • FD Voice Line Work Instructions • Educated the ORD Team on Technical Product specifics to improve the order validation • eOrder – OHS Integration • Voice Line Simple Change Process Control Phase Actions