某通訊公司咨詢建議書

1、It is recommended that, for optimal results, this file be printed to a Series III or higher printer.Our Understanding of Your Needs.2Project Approach.6Benefits of Our Approach.14Project Timeline and Professional Fees.15Exhibits I. Project Experiences.16II. Project Requirements.19TABLE OF CONTENTSPre

2、liminary and Tentative for Discussion Purposes OnlyDuring the past several months, BST has initiated several corporate initiatives aimed at responding to the focus on excellence through quality. The total quality policy was adopted because BST realized the need to position itself more competitively

3、within the industry. CHALLENGESThe environment surrounding todays business is constantly changing. Pressure on the workforce is increasing from a variety of perspectives: Increased workforce productivity Changes in technology Job complexity Customer demands and expectationsCorporate wide responses:

4、Foundation Network Strategy The Quality Advantage Business Process Reengineering Efforts Process Improvement Projects Training & Documentation BST RESPONSESBUSINESS NEEDSUNDERSTANDING YOUR NEEDSBST/ANDERSENTEAMBellSouth Telecommunications and Andersen have successfully worked together on a number of

5、 the business responses:Business Process Reengineering - COREJob Design - AM Work Content ReviewTraining - Training and Documentation ProjectFNS - Strategic Information InitiativeFlorida Billing Settlement Andersen is familiar with BellSouths efforts to improve the quality of service, and availabili

6、ty of services and productivity in customer services:Service representatives and collection representatives represent the front line linkage and contact point for this service.Moving to 24-hour-a-day, 7-day-a-week availability requires changes for the company.Small productivity increases in contact

7、employee performance represent a substantial savings in BellSouths annual contact employee expenditure.Future reengineering efforts will affect the system component of the provisioning process.Andersen has historically realized significant and quick productivity savings in redesigning these processe

8、s.CALL MANAGEMENT PROCESS IMPROVEMENTUNDERSTANDING YOUR NEEDSEffectiveness&EfficiencyContinuousImprovementUnit CostsProcess TimeCustomerServiceQualityBellSouthCall ManagementUNDERSTANDING YOUR NEEDSPRIMARY BUSINESS OFFICE PROCESSES10.0Customer Service10.1Service Order Processing new service requests

9、, LD carrier, transfers, charges, disconnects, etc10.2Billing Inquires10.3Respond to customer inquiries10.4Telemarketing10.5Directory assistance11.0Billing and collection11.1Credit policy administration11.2Accounts receivable management and customer accounts analysis11.3Past due accounts collection

10、and payment arrangements11.4Investigate and resolve customer account adjustments11.5Service denial and restoration11.6Bill generation11.7Process and record payments12.0Assignment12.1Assign facilities12.2Programming 13.0 Sales13.1Sales/marketing planning13.2Sales/marketing customer accounts13.3Accoun

11、t development and service13.4Telemarketing13.5Directory assistance14.0Records14.1Customer records setup and maintenance14.2Billing system setup and maintenance14.3Exception processing15.0Installation and Maintenance/Repair15.2Maintenance and/repair loop testing15.3Schedule and dispatch installation

12、and maintenance/repair work15.4Monitor and clear scheduled work15.5Updating and maintaining maintenance/repair database UNDERSTANDING YOUR NEEDSArthur Andersen Business Improvement Model:Customer Focused ManagementStrategicPositioningPerformanceMeasurementCustomerSatisfactionProcessAlignmentChangeEn

13、vironmentBuild Enduring RelationshipsImprove ContinuouslyManage Resources to Create ValuePROJECT APPROACHBellSouthCall Management ProjectPhase IPhase IIPhase IIIPhase IVPlanning& PreparationOpportunityAssessmentProcess AlignmentPerformanceMeasurementKeys to ProjectJoint BellSouth/Arthur Andersen tea

14、msEffective communication with work forceFull-time, focused resourcesFocus on simplification, streamlining and qualityDevelop specific implementation plans, including process, organization, work force, targets, and time framesPROJECT APPROACHPhase IPlanning& PreparationKey ObjectivesThe key objectiv

15、es of the Planning and Preparation phase are as follows:Perform cluster analysis Refine objectives and strategyOrganize teamsFurther understand organization and key interfacesPrepare kick-off communicationsPlan project, finalize work plan and establish key target datesOrient and train team membersAp

16、proachThe approach to achieving these objectives is to:Hold project team meetingsDiscuss communications strategyHold training sessionsConduct a group team building exerciseDiscuss activity dictionary with appropriate client personnelKey DeliverablesThe key deliverables of the Planning and Preparatio

17、n phase are as follows:Appoint and train project team Finalize communications planDevelop timeline for remainder of projectActivity DictionaryPROJECT APPROACHPhase IIOpportunityAssessmentKey ObjectivesThe key objectives of the Opportunity Assessment phase are as follows:Understand functions/processe

18、s/activities/tasksUnderstand expectations of key constituentsFocus resources in high opportunity areasReview customer satisfaction informationApproachThe approach to achieving these objectives is to:Utilize joint AA/BST observation teamsInterview key managers and client personnelAnalyze and document

19、 key processes and activitiesSurvey client personnelPerform sampling of significant work activitiesDocument “as is” performance of critical processesKey DeliverablesThe key deliverables of the Opportunity Assessment phase are as follows:Obtain understanding of expectations, needs and concernsIdentif

20、y and obtain high-level understanding of opportunitiesCurrent process mapActivity based costing analysisPROJECT APPROACHBellSouthCall Management ProjectPhase IPhase IIPhase IIIPhase IVPlanning& PreparationOpportunityAssessmentProcess AlignmentPerformanceMeasurementPhase IIIProcessAlignmentKey Object

21、ivesThe key objectives of the Process Alignment phase are as follows:Develop recommendations for work simplificationObtain buy-inDevelop performance measuresApproach The approach to achieving these objectives is to:Perform detailed analysis of opportunities identified and developed Redesign selected

22、 processes and document specific actions required to implement improvementsReview findings and obtain buy-in from key stakeholdersKey DeliverablesThe key deliverables of the Process Alignment phase are as follows:Revised processes Organization and work force needsQuantification of savingsPerformance

23、 measures developed for continuous improvementPROJECT APPROACHBellSouthCall Management ProjectPhase IPhase IIPhase IIIPhase IVPlanning& PreparationOpportunityAssessmentProcess AlignmentPerformanceMeasurementPhase IVPerformance MeasurementKey ObjectivesThe key objectives of the Performance Measuremen

24、t phase are as follows:Develop specific implementation plans Communicate plans and action steps to appropriate personnelSmooth transition into implementationApproach The approach to achieving these objectives is to:Summarize, prioritize, and sequence opportunities for changeDevelop high level implem

25、entation plansAppoint implementation teamsAssign responsibilityDevelop timeline and monitoring processDevelop and track key performance measuresKey DeliverablesThe key deliverables of the Performance Measurement phase are as follows:High level implementation plansStaffing and budget modificationsRes

26、ponsibility and timingManagement considerations for monitoringOverall monitoring processPROJECT APPROACH Communication Obtaining Buy-In Turf Protection Frequent management communication throughout process Multilevel interaction Participative process Bottom-up analysis and clearance Focus on activiti

27、es, not people Joint project teams Development of objective data base Strong management direction Objective perspective of teamsKeys to SuccessManagement IssuesPROJECT APPROACHChanging the Right ThingsObtaining Real SavingsMaintaining Service While Change OccursLinkage with business strategies Focus

28、 on internal and external customersObjective analysisStrong management commitmentSetting a fast pace for analysis andimplementationBuy-in at all levelsMeasure resultsProper staffing of projectFast paceCommunicate goals and objectives to all employeesKeys to SuccessManagement IssuesPROJECT APPROACHBu

29、ilds cross-functional understanding throughout organizationInjects fresh ideas and perspectivesReduces cost, compresses elapsed process time and improves customer serviceUtilizes knowledge base of how other companies have solved these issuesUse of experts minimizes your long term investmentBENEFITS

30、OF OUR APPROACHPROJECT TIMELINE AND PROFESSIONAL FEESMonthsPhase12345678I. Planning & PreparationII. Opportunity AssessmentIII. Process AlignmentIV. Performance MeasurementManagement CheckpointsFrequent management checkpoints will allow BellSouth to adjust the project scope, as required.We will bill

31、 professional fees and expenses as incurred. We estimate fees for this project to be in the range of $900,000-$1,000,000 (based upon 20 site visits and BellSouth participation as outlined in the “Project Approach.”)Our policy is that billings should be consistent with the value we provide. We will a

32、djust our billings if you are not satisfied with the value you received.Additional sites can be analyzed at marginal incremental costs.Exhibit I - Project ExperienceMajor Local Exchange CarrierManagement ChallengeIncreasing competition and deregulation movements have driven companies to focus their

33、efforts on increasing their efficiency, effectiveness and customer service to achieve continued success. This Company believed improvements could be achieved in their Business Office service order and billing inquiry processes and activities to reduce costs and improve quality while increasing custo

34、mer service.Objectives1.To determine whether service order and billing inquiry processing activities were streamlined effectively to meet customer needs.2.To identify and develop recommendations to reduce processing cycle times while maintaining or improving customer service.3.To develop recommendat

35、ions to ensure a totally customer-focused organization.4.To develop performance measures to support continuous improvement.ApproachAll significant Business Office work activities were reviewed for improvement. Process and activity analysis, activity-based cost analysis, work sampling and process map

36、ping were used to help identify opportunities and develop recommendations.BenefitsBusiness Office processes and activities were reengineered, resulting in decreased processing cycle time and increased customer service. Increased customer service levels were achieved through improvements in labor man

37、agement and staffing. Performance measures were established to properly monitor these very important practices. Some of the significant benefits included:The companys cost per service order decreased 35% while improving quality and increasing customer service.Billing inquiry volume decreased 19% and

38、 processing time per inquiry decreased 25%.The all-positions-busy and customers-waiting-in-queue time decreased significantly and resulted in improved customer service.Major Local Exchange CarrierManagement ChallengeManagement believed their current cost apportionment methodology did not appropriate

39、ly reflect the specific work activities being performed by their employees. Additionally, they were obtaining inconsistent results with unexplainable variances between study periods. Arthur Andersen was engaged to design an improved methodology to more appropriately reflect employees specific work a

40、ctivities performed and increase the accuracy and consistency of results with explainable variances. Additionally, the methodology should be used to identify, develop and quantify work simplification and process improvement opportunities.Objectives1.Develop and design an improved methodology, within

41、 FCC requirements, to more appropriately reflect employees specific work activities performed and increase the accuracy and consistency of results with explainable variables.2.Test and implement the redesigned cost apportionment methodology by executing the studies and providing variance explanation

42、s.3.Identify, develop and quantify work simplification and process improvement opportunities.ApproachWe analyzed the companys customers, processes, activities and tasks to develop an activity dictionary at its lowest possible level ofdifferentiation. Producing activity-based information at its lowes

43、t level maximizes specifically identifiable activities (regulated or nonregulated) and minimizes shared activities (joint regulated and nonregulated). We designed a consistent, statistically valid, cost apportionment methodology based on activity-based costing techniques and principles. An activity-

44、based method enabled us to identify and explain variances and identify, develop and quantify work simplification and process improvement opportunities.BenefitsEmployees-specific work activities were more appropriately reflected in study results.Accurate and consistent results were achieved with expl

45、ainable variances.The impact of different operating practices between locations could be quantified to finalize cost/benefit analysis of certain internal “best practices” initiatives.Performance and productivity improvements were identified, developed and quantified relating to work simplification a

46、nd process improvement, organization design, labor management, marketing efforts and effectiveness, and customer service.Exhibit I - Project ExperienceLarge Telecommunications CompanyManagement ChallengeThe Companys bad debt percentage was continuing to increase andmanagement believed their collecti

47、on efforts could be more effective. Arthur Anderson was engaged to help streamline, prioritize and focus collection work activities and processes to create a more effective collection department.Objectives1. To determine if the activities performed added value tocollecting past-due amounts from cust

48、omers.2. To eliminate activities performed that did not add value andstreamline activities that added value to the collectionprocess.3. To properly prioritize collection activities to ensure highestpotential payback.4. To design performance measures to support continuous improvement.Exhibit I - Proj

49、ect ExperienceBenefitsRedesigned work processes and activities were implemented improvingprioritization, focus and effectiveness of the Companys collectionefforts. New Company policies and practices were established, resultingin a more streamlined and effective organization. Performancemeasures were

50、 designed to help achieve departmental goals andmonitor department performance. Some of the benefits included: The Companys collection success rate increased 21% and their final account collection processing time decreased significantly. New policies resulted in increased revenues and a decreased vo

51、lume of certain collection activities (e.g., temporary disconnects, etc.). The Companys bad debt percentage decreased dramatically.ApproachAll significant collection work activities were reviewed for improvement.Process and activity analysis, activity-based cost analysis, worksampling and process mapping were used to help identify opportunitiesand develop recommendations.Exhibit II - Project RequirementsSpace & Tools RequirementsPlanning Phase:1. Work roo