IQPC Vodafone Australia - Carole Rollings July 2014
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IQPC
Vodafone Australia
Carole Rollings
July 2014
About Vodafone
Vodafone Hutchison Australia (VHA)
Formed in June 2009 following merger of 3 and Vodafone
96% coverage
of all Australians
5 million customers
in Australia at June 2014
549 Vodafone retail point of presence
June 2014
Approx 4000 employees
June 2014
IQPC PEX Vodafone July 2014 2
The need for a brand turnaround
Network outages late 2010 Net Promoter Score
Known as “Vodafail” on social media due to the outages
IQPC PEX Vodafone July 2014 3
Our vision To be Australia’s most admired brand & leading data company in metro 2012 2013 2014 2015 Gain control. Deliver critical Rebuild trust Accelerate Give direction. enablers. and credibility. and grow. Strategic priorities • Remarkable customer experience • Brand reappraisal and higher Net Promoter Score (NPS) • Exceptional employee engagement and operational excellence IQPC PEX Vodafone July 2014 4
The Process Excellence landscape Legacy of processes unfit for purpose following the merger of Vodafone and ‘3’ • No re-engineering • Unclear accountability/responsibility across functions • Inability to work collaboratively External consultant diagnostic • Identified symptoms • Not driving actions • Benefits not delivered but costing millions Not shifting performance dials but high volume of work No balanced approach to measuring customer experience/business performance Transformation through Process Excellence & Cost reduction program IQPC PEX Vodafone July 2014 5
Scope of Process Excellence IQPC PEX Vodafone July 2014 6
Business performance management ► Process ownership ► Process maturity ► Process excellence plan
Business performance management
1 Identify processes & owners
4 Self-assess process maturity
‘L2 Process’ - self-assessment questionnaire, 2014
Process Owner (PO) name:
Title:
L2 process name
Hierarchy reference PO’s email address:
Why do I need to provide an email address? On completing this form an email receipt will be sent to you summarising results from this questionnaire.
Part 1 – L2 Process maturity assessment
Element 1 - Process Documentation & Implementation
Focus criteria 1 2 3 4 5 Rating
Building the L1 processes have Hierarchy developed Hierarchy developed or Hierarchy developed or Hierarchy
Business Process been identified, or updated (for L1 & updated (down to L3), updated (down to L4), communicated &
hierarchy agreed & signed off. L2), high level lower level processes in processes in the understood at all
processes in the the hierarchy identified, hierarchy identified, levels (L1 – L4) &
No other hierarchy identified, agreed & signed off agreed & signed off across all stakeholder
documentation agreed & signed off groups
exists
Hierarchy SIPOC / high level L1 SIPOC has been L2 SIPOC has been Level 2 SIPOC has been Level 2 SIPOCs have
deliverables & process does not documented & documented & attached in Process been created in
storage exist functionally agreed functionally agreed Live (signed off) Process Live
Swim-lane & RACI
L1-L4 process
completed to L4
(agreed & signed off by documentation
stakeholders) created in Process Live
(signed off) & L4
Owner for L4 processes include
documentation / additional details –
2 Build the process hierarchy
reference material risk, controls, business
identified
rules & IT systems
Process Accountability for Swimlane view is For each L2 chevron – RACIs have been RACIs are agreed ,
Accountability L0 & L1 processes documented for document a swim-lane communicated to all communicated to all
are not identified some L2 processes (team-view) and stakeholders stakeholders including
and accountability is accountability to L3, 3rd parties and vendors
not clear communicated & and is being executed
functionally agreed
Documentation Documentation Process Process documentation Procedures / work Procedure has been
control does not exist. documentation is not is maintained current at instructions are documented, held in
current / is out of all times & reflects the available standard format - &
date actual L2/L3 processes (communicated & available on Vodafone
agreed) intranet.
Procedure / work
instruction is available
from Red Source or
Process Live (agreed &
communicated
Access to process Documentation Only PO’s have Both PO & the team PO’s & the team PO’s, the wider team -
documentation does not exist access to limited involved in executing (including internal including internal
documentation & the L3 process have Customers & Suppliers) Customers & Suppliers
teams can’t access access to process involved in executing & 3rd Party / Partners
the documentation documentation the L4 process have involved in executing
access to process the L4 process have
documentation access to process
documentation
Comments – This section is mandatory where you have scored a focus criterion either a 4 or 5.
Please also capture additional comments capture below.
5 Deploy process owner toolkit
3 Introduce BPM elements
Culminating in a Process Excellence plan for each Level 2 process
IQPC PEX Vodafone July 2014 8
Process improvement ► Transformations ► DMAIC projects ► Improvement Initiatives
Network transformation:
Coverage & reliability to improve NPS
Activities driven by Process Excellence
Data Analysis
• ‘Network Build’ process was only capable to a 0.2 Sigma level
• Mix of over and under delivery to plan for base stations
• Taking too long to make built base stations deliver ‘on air’ benefits
Process mapping and analysis
• In August we had 1 Level 2 map, December we had 97 Level 5 maps Potential Root-Cause Identification
– 6 Work Streams
• Included our out sourced vendors in the activity Communication Process Tools and Systems
Clarity is not used in
Delivery
No communication of top No process of identification of Eq req Financial Tools are
programs from Exec missing
Acceptance Process – 3 Years Old Excel sheets are
used
NEF process not well No demand planning tool
MSP Defined not VHA/Trust B/w VHA and MSP
communicated
Marketing Req into Del Logistics Tools
No Handover from Contract team to Delivery
Who owns change Poor Com b/w Marketing Conversion of Requirements into ordering
Improvement activities underway including
and Technology
Process ownership
Communica Tools Ownership
CR process cant take large volumes
te Change RAN/TX HLD Who owns the tool in Access Delivery
Changes No Program to Delivery handover Missing efficient
Where information is
stored
system for ste record Why Delivery not as
Not Enough Resources
per plan, costly and
Vendor pricing
Vendor Short Term Engagement on QA unpredictable
Scope docs are
old No Vendors Scorecards Lot of handovers b/w TX/RAN/RF Communication/Contract Personal
• Delivery structures/organisational changes
Optus build No penalties on SLA Vendors vs VHA
State VS Nat VS TX VS RF vs Eng
issues(Integ)
Poor Interaction/Teams sit under diff GM Roles and Responsibilities
Handover b/w Optus No E2E accountability
and VHA Different Teams from Site Build to Acceptance
Very few industry Certifications/No
Mixture of In source/Outsource training program Deployment Numbers Vs Site ownership
JVO Role
Team Capabilities
Balance is not right of VHA PE no contact with Optus BDE
• Supply chain scope & vendor management improvements
resources b/w VHA vs Right Skill Set
vendors Who owns the tools
Scope Vendor Management Delivery Structure
Insert Confidentiality Level on title master
• Standardisation of process documentation and working methods
• Improved forecasting process with vendors & state teams
In 12mths network grew by 40%, unplanned downtime decreased
IQPC PEX Vodafone July 2014
by 25%, and we did it for $5m less than budget 10Supporting initiatives across the business
Deliver consistent, accurate & timely Deliver consistent messaging for
messaging across 20 projects suspected & planned outages
IT Customer Operations
Improved online coverage checker Launched Network Guarantee
for new customers
Networks & Customer Experience Marketing
Collaboration across the whole organisation focusing on the customer
IQPC PEX Vodafone July 2014 11Service transformation:
Improve customer journey while reducing costs
Efficient operating practices Eliminate waste
Creating simple and easy processes, practices Reduce costs within call centre by
and policies to be able to handle more calls removing call volume, and requirement
per call centre agent for back office support teams
Customer
focused
Focusing on what
adds value for our
customers
Effective management system Organisation & capabilities
Developing our people so they have
Manage call centre efficiently matching
the skills to deliver quality outcomes, and
demand with capacity
inspiring them to be better than they are today
Significant transformation approach required to achieve 2014 targets
IQPC PEX Vodafone July 2014 12Service Transformation:
Quarterly program of work
2012/13
October - December January February March April-June
Step 1: Scoping
• Stakeholder interviews Step 2: Project
• Current performance
Define/Measure
baselined
• Vision established • Process mapping /analysis Step 3: Project
• Work-streams, and workshops Improve
projects scoped • Data collection
Analyse/Improve
• Resources allocated to • Deep dive in opportunity areas • Design future state
projects • Graphical analysis • Define pilot plan, implement and evaluate
• Business benefits • Identify quick wins & implementation • Implement solution
identified • Identify root causes • Process documented and stored
• Program governance • Identify further improvement • Train capabilities
established opportunities
Control/
Transfer
• Establish process performance review
• Ensure controls in place
• Identify transfer opportunities
• Communicate success
• Ensure support and follow-up on results
Governed by cross-functional teams, weekly meetings, fast pace
IQPC PEX Vodafone July 2014 13Care case study:
Top call drivers improvement approach
Postpay call volumes
September
36% of calls are due to ‘failure demand’
Failure demand
36%
Self care 47%
Other
17% of calls are ‘self-careable’
17%
Top 10 Postpay call types
Identified categories of calls
that could be removed
e.g. International roaming
Opportunity to remove failure demand calls & increase self service
IQPC PEX Vodafone July 2014 14Care case study:
Call reduction improvement
320,000
300,000
1.5 Program
Initiated
280,000
260,000
240,000
220,000
200,000
Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14
58, 000 fewer calls per week since October 2013
30% reduction contact rate per customer
IQPC PEX Vodafone July 2014 15Care case study:
It’s not always a straight reduction
Increased calls for Red customers
310,000 New queue Red Care created in August 2013.
Number of Red customers have increased
3,959
300,000 2,328 since October 2013.
290,000
24,491
280,000 566
4,181 5,079 3,085
8,331
270,000 3,060
303,973
260,000 299,427
250,000
276,846
240,000
230,000
220,000
Sep-13 Oct-13 Sales&Winback Upgrades Care&Billing Prepay Care Red Care Care & Billing Tech & Data Collections Other May-14
Specific activities have reduced calls across most queues Esc Support
Reduced calls for payments & balances
•Direct debit process
•Payment alerts timing change from 36hrs to 1hr
Reduced call demand while ‘adding in’ new services for value-add calls
IQPC PEX Vodafone July 2014 16Cultural change ► Empowerment ► Engagement ► Collaboration
Cultural change
From employees that feel like
• permission is required to act
Communication,
• improvements seen as ‘additional’ work reward &
• only leaders worry about costs recognition
• everything is complex, inconsistent Skills &
competencies
To employees that think more about
• customer experience
• the ‘process’ improvement
• cost efficiency & effectiveness
Culture
• business performance
IQPC PEX Vodafone July 2014 18Critical success factors
• Prioritisation of activities around NPS drivers
• Visible, active sponsorship from the top
• All three elements driven together
• Create a burning platform with tough targets
• Highly skilled Process Excellence team
• Data, data and more data
IQPC PEX Vodafone July 2014 19The brand turnaround in 2014
Delivering a
competitive network
Net Promoter Score
+4
Score for customers
who’ve joined since 2012
Earning back
customer trust
Using technology and data analysis to improve customer experience
IQPC PEX Vodafone July 2014 20Thank you
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