某通訊公司咨詢建議書英文版

Itisrecommendedthat,foroptimalresults,thisfilebeprintedtoaSeriesIIIorhigherprinter.OurUnderstandingofYourNeeds................................................ 2ProjectApproach............................................................................... 6BenefitsofOurApproach.............................................................. 14ProjectTimelineandProfessionalFees........................................ 15ExhibitsI.ProjectExperiences..................................................................... 16II.ProjectRequirements.................................................................. 19TABLEOFCONTENTSPreliminaryandTentativeforDiscussionPurposesOnlyDuringthepastseveralmonths,BSThasinitiatedseveralcorporateinitiativesaimedatrespondingtothefocusonexcellencethroughquality.ThetotalqualitypolicywasadoptedbecauseBSTrealizedtheneedtopositionitselfmorecompetitivelywithintheindustry.CHALLENGESTheenvironmentsurroundingtoday’sbusinessisconstantlychanging.Pressureontheworkforceisincreasingfromavarietyofperspectives:

IncreasedworkforceproductivityChangesintechnologyJobcomplexityCustomerdemandsandexpectationsCorporatewideresponses:FoundationNetworkStrategyTheQualityAdvantageBusinessProcessReengineeringEffortsProcessImprovementProjectsTraining&Documentation

BSTRESPONSES BUSINESSNEEDSUNDERSTANDINGYOURNEEDSBST/ANDERSENTEAMBellSouthTelecommunicationsandAndersenhavesuccessfullyworkedtogetheronanumberofthebusinessresponses:BusinessProcessReengineering-CORE JobDesign-AMWorkContentReview Training-TrainingandDocumentationProject FNS-StrategicInformationInitiativeFloridaBillingSettlement

AndersenisfamiliarwithBellSouth’seffortstoimprovethequalityofservice,andavailabilityofservicesandproductivityincustomerservices:Servicerepresentativesandcollectionrepresentativesrepresentthefrontlinelinkageandcontactpointforthisservice.Movingto24-hour-a-day,7-day-a-weekavailabilityrequireschangesforthecompany.SmallproductivityincreasesincontactemployeeperformancerepresentasubstantialsavingsinBellSouth’sannualcontactemployeeexpenditure.Futurereengineeringeffortswillaffectthesystemcomponentoftheprovisioningprocess.Andersenhashistoricallyrealizedsignificantandquickproductivitysavingsinredesigningtheseprocesses.CALLMANAGEMENTPROCESSIMPROVEMENTUNDERSTANDINGYOURNEEDSEffectiveness&EfficiencyContinuousImprovementUnitCostsProcessTimeCustomerServiceQualityBellSouthCallManagementUNDERSTANDINGYOURNEEDSPRIMARYBUSINESSOFFICEPROCESSES10.0 CustomerService10.1 ServiceOrderProcessing[newservicerequests,LD carrier,transfers,charges,disconnects,etc]10.2 BillingInquires 10.3 Respondtocustomerinquiries10.4 Telemarketing10.5 Directoryassistance11.0 Billingandcollection11.1 Creditpolicyadministration11.2 Accountsreceivablemanagementandcustomer accountsanalysis 11.3 Pastdueaccountscollectionandpayment arrangements11.4 Investigateandresolvecustomeraccountadjustments11.5 Servicedenialandrestoration11.6 Billgeneration11.7 Processandrecordpayments12.0 Assignment12.1 Assignfacilities12.2 Programming13.0 Sales13.1 Sales/marketingplanning13.2 Sales/marketingcustomeraccounts13.3 Accountdevelopmentandservice13.4 Telemarketing13.5 Directoryassistance14.0 Records14.1 Customerrecordssetupandmaintenance14.2 Billingsystemsetupandmaintenance14.3 Exceptionprocessing15.0 InstallationandMaintenance/Repair15.2 Maintenanceand/repairlooptesting15.3 Scheduleanddispatchinstallationandmaintenance/repair work15.4 Monitorandclearscheduledwork15.5 Updatingandmaintainingmaintenance/repairdatabaseUNDERSTANDINGYOURNEEDSArthurAndersenBusinessImprovementModel:CustomerFocusedManagementStrategicPositioningPerformanceMeasurementCustomerSatisfactionProcessAlignmentChangeEnvironmentBuildEnduringRelationshipsImproveContinuouslyManageResourcestoCreateValuePROJECTAPPROACHBellSouthCallManagementProjectPhaseIPhaseIIPhaseIIIPhaseIVPlanning&PreparationOpportunityAssessmentProcessAlignmentPerformanceMeasurementKeystoProjectJointBellSouth/ArthurAndersenteamsEffectivecommunicationwithworkforceFull-time,focusedresourcesFocusonsimplification,streamliningandqualityDevelopspecificimplementationplans,includingprocess,organization,workforce,targets,andtimeframesPROJECTAPPROACHPhaseIPlanning&PreparationKeyObjectivesThekeyobjectivesofthePlanningandPreparationphaseareasfollows:PerformclusteranalysisRefineobjectivesandstrategyOrganizeteamsFurtherunderstandorganizationandkeyinterfacesPreparekick-offcommunicationsPlanproject,finalizeworkplanandestablishkeytargetdatesOrientandtrainteammembersApproachTheapproachtoachievingtheseobjectivesisto:HoldprojectteammeetingsDiscusscommunicationsstrategyHoldtrainingsessionsConductagroupteambuildingexerciseDiscussactivitydictionarywithappropriateclientpersonnelKeyDeliverablesThekeydeliverablesofthePlanningandPreparationphaseareasfollows:AppointandtrainprojectteamFinalizecommunicationsplanDeveloptimelineforremainderofprojectActivityDictionaryPROJECTAPPROACHPhaseIIOpportunityAssessmentKeyObjectivesThekeyobjectivesoftheOpportunityAssessmentphaseareasfollows:Understandfunctions/processes/activities/tasksUnderstandexpectationsofkeyconstituentsFocusresourcesinhighopportunityareasReviewcustomersatisfactioninformationApproachTheapproachtoachievingtheseobjectivesisto:UtilizejointAA/BSTobservationteamsInterviewkeymanagersandclientpersonnelAnalyzeanddocumentkeyprocessesandactivitiesSurveyclientpersonnelPerformsamplingofsignificantworkactivitiesDocument“asis”performanceofcriticalprocessesKeyDeliverablesThekeydeliverablesoftheOpportunityAssessmentphaseareasfollows:Obtainunderstandingofexpectations,needsandconcernsIdentifyandobtainhigh-levelunderstandingofopportunitiesCurrentprocessmapActivitybasedcostinganalysisPROJECTAPPROACHBellSouthCallManagementProjectPhaseIPhaseIIPhaseIIIPhaseIVPlanning&PreparationOpportunityAssessmentProcessAlignmentPerformanceMeasurementPhaseIIIProcessAlignmentKeyObjectivesThekeyobjectivesoftheProcessAlignmentphaseareasfollows:DeveloprecommendationsforworksimplificationObtainbuy-inDevelopperformancemeasuresApproachTheapproachtoachievingtheseobjectivesisto:PerformdetailedanalysisofopportunitiesidentifiedanddevelopedRedesignselectedprocessesanddocumentspecificactionsrequiredtoimplementimprovementsReviewfindingsandobtainbuy-infromkeystakeholdersKeyDeliverablesThekeydeliverablesoftheProcessAlignmentphaseareasfollows:RevisedprocessesOrganizationandworkforceneedsQuantificationofsavingsPerformancemeasuresdevelopedforcontinuousimprovementPROJECTAPPROACHBellSouthCallManagementProjectPhaseIPhaseIIPhaseIIIPhaseIVPlanning&PreparationOpportunityAssessmentProcessAlignmentPerformanceMeasurementPhaseIVPerformanceMeasurementKeyObjectivesThekeyobjectivesofthePerformanceMeasurementphaseareasfollows:DevelopspecificimplementationplansCommunicateplansandactionstepstoappropriatepersonnelSmoothtransitionintoimplementationApproachTheapproachtoachievingtheseobjectivesisto:Summarize,prioritize,andsequenceopportunitiesforchangeDevelophighlevelimplementationplansAppointimplementationteamsAssignresponsibilityDeveloptimelineandmonitoringprocessDevelopandtrackkeyperformancemeasuresKeyDeliverablesThekeydeliverablesofthePerformanceMeasurementphaseareasfollows:HighlevelimplementationplansStaffingandbudgetmodificationsResponsibilityandtimingManagementconsiderationsformonitoringOverallmonitoringprocessPROJECTAPPROACHCommunicationObtainingBuy-InTurfProtectionFrequentmanagementcommunicationthroughoutprocessMultilevelinteractionParticipativeprocessBottom-upanalysisandclearanceFocusonactivities,notpeopleJointprojectteamsDevelopmentofobjectivedatabaseStrongmanagementdirectionObjectiveperspectiveofteamsKeystoSuccessManagementIssuesPROJECTAPPROACHChangingtheRightThingsObtainingRealSavingsMaintainingServiceWhileChangeOccursLinkagewithbusinessstrategiesFocusoninternalandexternalcustomersObjectiveanalysisStrongmanagementcommitmentSettingafastpaceforanalysisandimplementationBuy-inatalllevelsMeasureresultsProperstaffingofprojectFastpaceCommunicategoalsandobjectivestoallemployeesKeystoSuccessManagementIssuesPROJECTAPPROACHBuildscross-functionalunderstandingthroughoutorganizationInjectsfreshideasandperspectivesReducescost,compresseselapsedprocesstimeandimprovescustomerserviceUtilizesknowledgebaseofhowothercompanieshavesolvedtheseissuesUseofexpertsminimizesyourlongterminvestmentBENEFITSOFOURAPPROACHPROJECTTIMELINEANDPROFESSIONALFEESMonthsPhase12345678I.Planning&PreparationII.OpportunityAssessmentIII.ProcessAlignmentIV.PerformanceMeasurementManagementCheckpointsFrequentmanagementcheckpointswillallowBellSouthtoadjusttheprojectscope,asrequired.Wewillbillprofessionalfeesandexpensesasincurred.Weestimatefeesforthisprojecttobeintherangeof$900,000-$1,000,000(basedupon20sitevisitsandBellSouthparticipationasoutlinedinthe“ProjectApproach.”)Ourpolicyisthatbillingsshouldbeconsistentwiththevalueweprovide.Wewilladjustourbillingsifyouarenotsatisfiedwiththevalueyoureceived.Additionalsitescanbeanalyzedatmarginalincrementalcosts.ExhibitI-ProjectExperienceMajorLocalExchangeCarrierManagementChallengeIncreasingcompetitionandderegulationmovementshavedrivencompaniestofocustheireffortsonincreasingtheirefficiency,effectivenessandcustomerservicetoachievecontinuedsuccess.ThisCompanybelievedimprovementscouldbeachievedintheirBusinessOfficeserviceorderandbillinginquiryprocessesandactivitiestoreducecostsandimprovequalitywhileincreasingcustomerservice.Objectives1. Todeterminewhetherserviceorderandbillinginquiryprocessingactivitieswerestreamlinedeffectivelytomeetcustomerneeds.2. Toidentifyanddeveloprecommendationstoreduceprocessingcycletimeswhilemaintainingorimprovingcustomerservice.3. Todeveloprecommendationstoensureatotallycustomer-focusedorganization.4. Todevelopperformancemeasurestosupportcontinuousimprovement.ApproachAllsignificantBusinessOfficeworkactivitieswerereviewedforimprovement.Processandactivityanalysis,activity-basedcostanalysis,worksamplingandprocessmappingwereusedtohelpidentifyopportunitiesanddeveloprecommendations.BenefitsBusinessOfficeprocessesandactivitieswerereengineered,resultingindecreasedprocessingcycletimeandincreasedcustomerservice.Increasedcustomerservicelevelswereachievedthroughimprovementsinlabormanagementandstaffing.Performancemeasureswereestablishedtoproperlymonitortheseveryimportantpractices.Someofthesignificantbenefitsincluded:Thecompany’scostperserviceorderdecreased35%whileimprovingqualityandincreasingcustomerservice.Billinginquiryvolumedecreased19%andprocessingtimeperinquirydecreased25%.Theall-positions-busyandcustomers-waiting-in-queuetimedecreasedsignificantlyandresultedinimprovedcustomerservice.MajorLocalExchangeCarrierManagementChallengeManagementbelievedtheircurrentcostapportionmentmethodologydidnotappropriatelyreflectthespecificworkactivitiesbeingperformedbytheiremployees.Additionally,theywereobtaininginconsistentresultswithunexplainablevariancesbetweenstudyperiods.ArthurAndersenwasengagedtodesignanimprovedmethodologytomoreappropriatelyreflectemployee’’sspecificworkactivitiesperformedandincreasetheaccuracyandconsistencyofresultswithexplainablevariances.Additionally,themethodologyshouldbeusedtoidentify,developandquantifyworksimplificationandprocessimprovementopportunities.Objectives1.Developanddesignanimprovedmethodology,withinFCCrequirements,tomoreappropriatelyreflectemployee’sspecificworkactivitiesperformedandincreasetheaccuracyandconsistencyofresultswithexplainablevariables.2.Testandimplementtheredesignedcostapportionmentmethodologybyexecutingthestudiesandprovidingvarianceexplanations.3.Identify,developandquantifyworksimplificationandprocessimprovementopportunities.ApproachWeanalyzedthecompany’scustomers,processes,activitiesandtaskstodevelopanactivitydictionaryatitslowestpossiblelevelofdifferentiation.Producingactivity-basedinformationatitslowestlevelmaximizesspecificallyidentifiableactivities(regulatedornonregulated)andminimizessharedactivities(jointregulatedandnonregulated).Wedesignedaconsistent,statisticallyvalid,costapportionmentmethodologybasedonactivity-basedcostingtechniquesandprinciples.Anactivity-basedmethodenabledustoidentifyandexplainvariancesandidentify,developandquantifyworksimplificationandprocessimprovementopportunities.BenefitsEmployees-specificworkactivitiesweremoreappropriatelyreflectedinstudyresults.Accurateandconsistentresultswereachievedwithexplainablevariances.Theimpactofdifferentoperatingpracticesbetweenlocationscouldbequantifiedtofinalizecost/benefitanalysisofcertaininternal““bestpractices”initiatives.Performanceandproductivityimprovementswereidentified,developedandquantifiedrelatingtoworksimplificationandprocessimprovement,organizationdesign,labormanagement,marketingeffortsandeffectiveness,andcustomerservice.ExhibitI-ProjectExperienceLargeTelecommunicationsCompanyManagementChallengeTheCompany’sbaddebtpercentagewascontinuingtoincreaseandmanagementbelievedtheircollectioneffortscouldbemoreeffective.ArthurAndersonwasengagedtohelpstreamline,prioritizeandfocuscollectionworkactivitiesandprocessestocreateamoreeffectivecollectiondepartment.Objectives1.Todetermineiftheactivitiesperformedaddedvaluetocollectingpast-dueamountsfromcustomers.2.Toeliminateactivitiesperformedthatdidnotaddvalueandstreamlineactivitiesthataddedvaluetothecollectionprocess.3.Toproperlyprioritizecollectionactivitiestoensurehighestpotentialpayback.4.Todesignperformancemeasurestosupportcontinuousimprovement.ExhibitI-ProjectExperienceBenefitsRedesignedworkprocessesandactivitieswereimplementedimprovingprioritization,focusandeffectivenessoftheCompany’scollectionefforts.NewCompanypoliciesandpracticeswereestablished,resultinginamorestreamlinedandeffectiveorganization.Performancemeasuresweredesignedtohelpachievedepartmentalgoalsandmonitordepartmentperformance.Someofthebenefitsincluded:TheCompany’scollectionsuccessrateincreased21%andtheirfinalaccountcollectionprocessingtimedecreasedsignificantly.Newpoliciesresultedinincreasedrevenuesandadecreasedvolumeofcertaincollectionactivities(e.g.,temporarydisconnects,etc.).TheCompany’sbaddebtpercentagedecreaseddramatically.ApproachAllsignificantcollectionworkactivitieswerereviewedforimprovement.Processandactivityanalysis,activity-basedcostanalysis,worksamplingandprocessmappingwereusedtohelpidentifyopportunitiesanddeveloprecommendations.ExhibitII-ProjectRequirementsSpace&ToolsRequirementsPlanningPhase:1.Workroomforteammemberstoconductplanning(10-15peoplecapacity).TrainingSessions:1.Roomtoconducttrainingsessions.Shouldbelargeenoughso10-25peoplecanattendthesession.2.Presentationequipment:Overheadprojectorandscreen,flipchartwithpens.InterviewandAnalysisPeriods:1.Workareafortheteamtoworkin.Hopefullysecuredorawayfrompeople,sotheteamcanfreelydiscusstheirideas.Largeenoughforbothteams,ortwoseparateroomsforthetwoteams.2.Areatoconductinterviewsandcommunicationsessions.Wewillneed2-4roomsforinterviewsandcommunicationsessions.Theteamscanbeveryflexibleontheinterviewspace(i.e.,wecaninterviewinlunchrooms,emptyoffices,etc.).MiscellaneousItems:1.Phonelinededicatedtoteamtoreceive/makephonecallsoraccesstoaphone.2.1-2laserjetprinters(preferablyHewlettPackardIIIorbetter).3.BellSouthteammemberswillneedcomputers(orhaveaccess)toassistintheiranalysis.SoftwareusedbyAA&Co.:MicrosoftWordMicrosoftExcelABCFlowcharterParadox4.AA&Co.canrentcomputers(forBellSouthteammembers)andprintersfortheproject.Ourcontractualrentalratesmaybelessexpensive.ExhibitII-ProjectRequirements1.Someonewhocandedicatefull-timeforthedurationoftheproject.2.IndividualshouldhavegoodunderstandingofCompanyandvariousorganizationsthatwillbeaffected.3.Wellrespectedbycraftandnoncraftpersonnel.4Someonewhoispositiveaboutchangeandcontinuousimprovement.5.Shouldhavegoodpresentation,writingandanalyticskills.6.Doesnotnecessarilyhavetobeinvolvedintheprocessesunderreview.7.Shouldbecomputerliterate.TeamMemberPersonnelRequirements9、靜靜夜夜四四無無鄰鄰，，荒荒居居舊舊業(yè)業(yè)貧貧。。。。12月月-2212月月-22Sunday,December18,202210、雨雨中中黃黃葉葉樹樹，，燈燈下下白白頭頭人人。。。。03:03:5303:03:5303:0312/18/20223:03:53AM11、以我獨獨沈久，，愧君相相見頻。。。12月-2203:03:5303:03Dec-2218-Dec-2212、故人人江海海別，，幾度度隔山山川。。。03:03:5303:03:5303:03Sunday,December18,202213、乍見見翻疑疑夢，，相悲悲各問問年。。。12月月-2212月月-2203:03:5303:03:53December18,202214、他鄉(xiāng)鄉(xiāng)生白白發(fā)，，舊國國見青青山。。。18十十二二月20223:03:53上上午03:03:5312月月-2215、比不了了得就不不比，得得不到的的就不要要。。。。十二月223:03上午午12月-2203:03December18,202216、行動出出成果，，工作出出財富。。。202