Core Network Field Operations
Operating Model
Business Improvement Interventions
Presentation to CF
28th February 2013
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2
CNFO OPERATING MODEL – Initiatives
National Initiatives
Regional Initiatives
1) Consolidate and Reorganise the Regional Administration and
Support
4) Review and realignment of the Shift operations in line with
changing business circumstances (NER / GCR)
•
•
•
•
•
Consolidate support functions within the regions
CNFO to validate all the functions being performed and map
it accordingly
Support functions to be centralised per region / nationally
Standardise dispatchable vs. non dispatchable functions
2) Mast and Tower
•
Address the issue of climbing to ensure long term
sustainability of the operations
•
Review and / or re-align the shift in line with changes in
technology and business
Review the shifts at JDF and PPR and Satellite operations
5) Patch rebalancing in terms of workload / geographic / span of
control (Western Region)
•
•
•
Rebalance workload
Review the patches in terms of geographical area
Improved Span of control and distribution of staff
3) Satellite Operations Review
6) Wall-to Wall Implementation (Southern Region (PE))
•
•
•
•
The Satellite environment is evolving from voice and data
into a NGN IP solution with the new network equipment and
therefore the need to review the current operations to
understand and align the new functions with respect to
Operating Model.
Implementation of the wall to wall concept
Implement training plan to support wall to wall concept
Address current and future network changes that will impact
on WFM dispatching
7) Workload / Patch rebalancing of workload (Eastern Region)
•
•
•
•
Optimise patches due the reduction in ops managers
Rebalance workload
Review the patches in terms of geographical area
Improved Span of control and distribution of staff
Change Management Intervention 1
Intervention: Consolidation of Regional
Administration and Support
Region/s: National ( All CNFO Regions )
Area: All Regions
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Intervention 1 – Regional Admin & Support (RAS)
Why the need for change Strategic Intent
/ Rationale ?
• Non-standard regional support
• Non-standard dispatch functionality
• Inconsistent implementation of MLO
• Critical functions not catered in regions
• Functions performed not supported by
appropriate JD (due to one size fits all)
Who is Impacted by the Change ?
• Current Maintenance Liaison Officers (MLO’s)
• Business Support Administrator's (BSA’s)
• Regional Spares Co-ordinator’s (RSA’s)
• Regional Legacy Surveillance
When is Change to be Implemented ?
• Targeted implementation commencing 1st
April 2013
What are details of FMO / Change ?
• Re-focusing and consolidation of regional
support
• Mapping of staff to appropriate JD
• Standardized dispatch methodology
• Implement a standardized urban / rural
enhanced MLO functionality
• Re-focus legacy regional surveillance
• Create focus on Service Delivery
performance, improvement plans & KPI
How is this going to be implemented ?
• Mapping of staff to functional model
• Define dispatchable vs non-dispatchable
• Finalise functional list for RAS
• Create and validate appropriate JD’s
• Follow due process to moved identified
staff to RAS
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5
Intervention 1 – Regional Admin & Support (RAS)
Implementation Plan and Process Steps
Action Step
Who?
When?
1. Communication with Organised labour regarding the Operating Model and
CNFO initiatives
Executive
Senior Managers
06/02/2013
(Completed)
2. Clarification session - Follow-up session to further expand on the Operation
Model and initiatives
Executive
Senior Managers
27/02 2012
3. Provide feedback to Company Forum regarding CNFO initiatives
Executive
28/01/2013
4. Mapping staff based on current status in the regions
Lucas van Aardt
01/03/2013
5.Consolidation of functions to align with Operating Model
Senior managers
01/03/2013
6. Agreement and alignment of regional structure
Executive
Senior Managers
31/03/2013
7. Finalise JD and investigate additional JD’s based on the consolidated functions
HR
31/03/2013
8. HR provide a process for staff linked to the RAS to be identified and then
populate structures
HR
31/03/2013
9. Draft a standard presentation to communicate to the regions
Senior Managers
31/03/2013
10. Consult with staff regarding the RAS functions and obtain feedback
Senior Managers
31/03/2013
11. Implement the RAS functions in accordance with the CNFO Operating Model
Manager
Q1 2013/14
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6
Change Management Intervention 2
Intervention: Mast and Tower Climbing
Region/s: National ( All CNFO Regions )
Area: All Regions
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Intervention 2:
Mast & Towers Climbing
Why the need for focusing on “ Mast
& Towers Climbing “ Skills ?
• Skill is essential for maintenance of the core
network and servicing our customers.
• Increasing relevance in mobile domain
• History of wall-2-wall implementation –
combined Transmission, Switching,
Telematics and Microwave skills into one JD
( only microwave teams climbed )
• No differentiation on the wall-2-wall JD
• Effective management and skills retention
• Ageing workforce
• Loss of staff to competitors
What are the special skills of this job?
•
•
•
•
•
Climbing re-certification every three years
Training provided by vendor cost of R1.2m
Compulsory medical every year
They have to keep trim and fit !
Technocrat and a value add of being a
“bunging jumper”
What are the Operational challenges?
• Faults or maintenance on towers require
double dispatch of 2 certified and
competent climbers.
• Legal requirement for Fall Arrest
• Higher Volume of climbing in certain areas
• High number of exits due to job offers by
our competitors
• Unable to climb due to ill-health
• Climbers not motivated to climb due to lack
of differentiation
Who is Impacted by the Change ?
• All Wall-2-Wall Field staff
• All certified climbers
Intervention 2:
Mast & Towers Climbing
What are the risk profile and hazards of this work environment ?
Intervention 2:
Mast & Towers Climbing
What are the next steps and implementation plan ?
Consultation and
Approval
Data Mining and
Scenario Compilation
Final Approval and
Implementation
• Consult with Line,
Corporate HR & OL
CF
• Obtain approval
from ME/MD, Group
HR to continue with
Investigation
• Source Manual Data
on Climbing
• Build Scenarios
Based on Sourced
Information
• Present Findings
• Final Approval/ Way
Forward
• Target Date – 22
March 2013
• Target Date – June
2013
• Lucas van Aardt,
Senior Management
• Jay Naidoo, Lucas
van Aardt
• Target Date – by
31st March 2013
• Jay Naidoo
Change Management Intervention 3
Intervention: Satellite Operations Review
Region/s: NER
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Intervention 3 – Satellite Operations Review
Why the need for change Strategic
Intent / Rationale ?
• The Satellite environment is evolving
from voice and data into a NGN IP
solution with the new network
equipment(SSH Hub)
• Investigate the current operations to
understand and align the new functions
with respect to the NCO Operating
Model.
Who is Impacted by the Change in
CNFO?
• Satellite Staff
When is Change to be Implemented ?
• Pending investigation in Q1
What are the next steps?
• NCO Executives to align the Satellite
assurance and fulfilment functions currently
performed by Hartebeeshoek with the NCO
Operational Model.
• A Senior Management task team to investigate
the impact to Satellite operations in the
assurance and fulfilment value chain as per
Executive decision taken.
• Task team to present findings to NCO
Executives.
How is this going to be implemented ?
• Consult with OL and present findings at CF on
new operational model for Telkom SA Satellite.
• Follow due HR processes if any staff will be
impacted.
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Change Management Intervention 4
Intervention: Review and realignment of the Shift
operations in line with changing business
circumstances
Region/s: NER / GCR
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Intervention 4 – Review and realignment of the PPR Transmission Shift
operations in line with changing business circumstances
Why the need for change Strategic Intent
/ Rationale ?
• Maximizing operational efficiencies
• Rebalancing of resources in Pretoria due to
overload areas.
• Transformation of Transmission Network to
NGN resulted in less than 10% legacy
equipment left in equipment rooms.
• Less critical failures due to NGN equipment
and customer redundancy configuration.
Who is Impacted by the Change ?
• 1 OPS Manager
• 11 x OP1 staff – 3 staff working normal day
and 8 staff working shift.
When is Change to be Implemented ?
• Management to set date after due
consultation process
What are details of FMO / Change ?
• Investigation on financial and wellness
impact on affected staff.
• Investigation into workload and work
management of shift environment.
• Investigation into functions performed not
dispatched via Advantex in shift
environment.
• Investigation on the impact for CNOM
(NNOC) wrt service delivery on FCON
failures.
How is this going to be implemented ?
• Design new resource model for PPR
transmission patch based on workload
during normal work hours.
• Follow due HR process to moved staff as
per options available for staff after
agreement between all parties.
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14
Intervention 4 – PPR Transmission 24hr Shift
Implementation Plan and Process Steps
Action Step
Who?
When?
1. Communication with Organised labour regarding the
Operating Model and CNFO initiatives
Executive
Senior Managers
06/02/2013
(Completed)
2. Clarification session - Follow-up session to further expand
on the Operation Model and initiatives
Executive
Senior Managers
27/02 2012
3. Provide feedback to Company Forum regarding CNFO
initiatives
Executive
28/01/2013
4. Investigation Results, Shift Proposal, and Change
management options meeting between Management,
Organized Labour and Human Resources.
Antoinette Stopford
14/03/2013
5. Brief all CNFO briefing on the Operating Model
Antoinette Stopford
08/03/2013
6. Staff Briefing on the Shift investigation results and
implementation process (as agreed HR/Unions/ER/Line
Management)
Antoinette Stopford
18/03/2013
7. HR to chair meeting to address Staff /Union concerns after
Staff Briefing.
Louis Fouche
25/03/2013
• 8. Management to set date after due consultation process
Antoinette Stopford
Q1 2013/14
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15
Change Management Intervention 4
Intervention: Review of Shift and Re-alignment with
changes in the technology and business
Region: Gauteng Central
Area: JDF Exchange Transmission Room 7th Floor and
IMC Room 11th Floor
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•Intervention 4 – Review of Shift and Re-alignment
Background on Shift
 The transmission shift environment in JDF was introduced approximately twenty
years ago.
 There is transmission shift environment on the 7th Floor and the IMC (International
Maintenance Centre) on the 11th floor
 Shift work was implemented mainly to deal with high priority faults in relation with
the then risks associated catastrophic failures
 Shifts were required in the past as the legacy equipment was not managed from a
central point and staff was needed on site to do surveillance and maintenance.
 All technologies except for the Transmission technology on the 7th floor and IMC on
the 11th floor are manned during the normal week day and faults at night are
attended to by a staff on standby
 All technologies except for the Transmission technology on the 7th floor and IMC on
the 11th floor are manned during the normal week day and faults at night are
attended to by a staff on standby
 JDF building houses Switching, Transmission, Non Voice, IP, Converged Network
and Mobile equipment on the various floors.
 IMC was manned by RTS only and therefore do not provide support the OP1s
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Current Mode of Operation
Current Mode of Operation 11th Floor :

JDF IMC (International Maintenance Centre) presently has one OP1 technical
officer and five S6 specialists performing a 24 x 7 shift.

They are stationed on the 11th floor and from there are dispatched to 11th floor and
JS in Hillbrow exchange.

A six week shift cycle is in operation with one staff per shift.

The shift consists of a day shift, afternoon shift, and night shift with rest days
between shifts.
Current Mode of Operation 7th Floor :
 JDF Transmission presently has seven OP1 technical officers performing a 24 x 7
shift.
 They are stationed on the 7th floor and from there are dispatched to 7th and 6th floor in
JDF as well as MMJ, KSD & HRI being part of the section.

A five week cycle shift is in operation with one or two staff working per shift on a
rotation basis.

The shift consists of a day shift, afternoon shift, and night shift with rest days
between shifts.
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Why the need for change?
Why the need for change Strategic Intent / Rationale ?
•With the present NGN, the surveillance and restoration capabilities, configurations and
patching of traffic can be done remotely by the NNOC via the management platforms.
•. Following the recent resignations on JDF 7th Floor ( 2 and 1 demise) Shift – positions
could not be motivated for back fill due to reduction of workload numbers.
•Rebalancing of resources due to the reduction in work load as per Advantex data during
office hours and after hours.
•Staff experience is only limited to the transmission equipment more experience is needed
on all the equipment in the NGN toolbox.
•Staff working for long periods(years) shift and this is not conducive for our staff health
•Align with the CNFO Operating model
How is this going to be implemented ?
• Design new resource model for JDF transmission/ IMC based on workload during
normal work hours.
• Follow due HR process to moved staff as per options available for staff after agreement
between all parties.
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19
Intervention 4 – PPR Transmission 24hr Shift
Implementation Plan and Process Steps
Action Step
Who?
When?
1. Communication with Organised labour regarding the
Operating Model and CNFO initiatives
Executive
Senior Managers
06/02/2013
(Completed)
2. Clarification session - Follow-up session to further expand
on the Operation Model and initiatives
Executive
Senior Managers
27/02 2012
3. Provide feedback to Company Forum regarding CNFO
initiatives
Executive
28/01/2013
4. Investigation Results, Shift Proposal, and Change
management options meeting between Management,
Organized Labour and Human Resources.
Gabriel Ramosolo
14/03/2013
5. Brief all CNFO staff on Operating Model
Gabriel Ramosolo
08/03/2013
6. Staff Briefing on the Shift investigation results and
implementation process (as agreed HR/Unions/ER/Line
Management)
Gabriel Ramosolo
18/03/2013
7. HR to chair meeting to address Staff /Union concerns after
Staff Briefing.
Louis Fouche
25/03/2013
8. Management to set date after due consultation process
Gabriel Ramosolo
Q1 2013/14
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Change Management Intervention 5
• Intervention: Patch rebalancing in terms of
workload / geographic / span of control
•
• Region/s: Western Region
• Area: South Peninsula
Intervention 5 – Workload / Patch rebalancing
Why the need for change Strategic Intent /
Rationale ?
• Review the patches in terms of
geographical area
• Improved Span of control
• Review distribution of staff between the
current ops manager
• Review workload
What are details of FMO / Change ?
•
•
•
•
•
Relocation of staff
Change in reporting lines i.e. reporting to
different ops managers
Continuous up-skilling of staff to meet the NG
NEC changes to ensure that the staff remain
relevant in the changing environment
No change to JD
MDF staff impacted by reporting lines
How is this going to be implemented ?
Who is Impacted by the Change ?
• Technical Officer (OP1)
• MDF staff (OP2)
• Operations manager (M6)
When is Change to be Implemented ?
• Targeted implementation commencing 1st April
2013
• Review the proposed patches vs. WFM
areas
• Consult with Regional OL / operational
staff and deal with queries
• Facilitate the staff movement process
• Redistribution of resources i.e. test
equipment
• Ensure and track the up-skilling of staff
• Review to process quarterly
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CNFO WR South Peninsula – Current Structure
Leeusig Patch
11 x Technical
Officers
Barrack Patch
12 x Technical
Officers
Mitchell’s Plain Patch
17 x Technical
Officers
Wynberg Patch
18 x Technical
Officers
CNFO WR South Peninsula – Proposed Structure
Barrack Patch
Rondebosch Patch
18 x Technical Officers
15 x Technical Officers
Wynberg Patch
12 x Technical Officers
Mitchell’s Plain Patch
12 x Technical Officers
Intervention 5 – Workload / Patch rebalancing
Implementation Plan and Process Steps
Action Step
Who?
1. Review the proposed patches vs. WFM areas
RSA
28/02/2013
2. Validation of force to load per OVP
Line Management
13/03/2013
3. Identify impact of staff changes
Line Management
15/03/2013
4. Consult with Regional OL / operational staff
John Thomas
19/03/2015
5. Consultation period for staff HR related queries
Operational staff
22/03/2013
6. HR to facilitate to process with respect to staff movement
between new patches
HR
28/03/2013
7. Redistribution of resources i.e. test equipment
Manager
Ops Manager
29/03/2013
8. Implement training plan to ensure the skilling of staff for
technology changes
Manager / Ops
Manager
Ongoing
9. Implement changes – movement of staff into patch
Line management
10. Review to process quarterly
Manager
Ops Manager
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When?
01/04/2013
On-going
25
Change Management Intervention 6
• Intervention: Wall-to Wall Implementation
•
• Region/s: Southern Region
• Area: Port Elizabeth
Intervention 6– Wall-to Wall Implementation
Why the need for change Strategic Intent /
Rationale ?
•
Impact on WFM dispatching
•
Changes in the technology (NG NEC)
•
Up-skilling staff to ensure relevance during
network transformation
•
Effective utilisation of current workforce
•
Alignment to CNFO Operating Model
Who is Impacted by the Change ?
• Technical Officer ( 41 x OP1’s )
• MDF staff ( 9 x OP2 )
• Operations manager ( 3 x M6 )
When is Change to be Implemented ?
• Targeted implementation commencing 1st April
2013 with a phased approach taking into account
upskilling
What are details of FMO / Change ?
•
Relocation of staff
•
Change in reporting lines i.e. reporting to
different ops managers
•
Continuous up-skilling of staff to meet the NG
NEC changes to ensure that the staff remain
relevant in the changing environment
•
No change to JD as all staff on current 220 JD
•
No re-location / job changes for MDF staff
except for reporting lines changes
How is this going to be implemented ?
•
•
•
•
•
•
•
Reviewing the proposed patches vs. WFM areas
Consult with regional OL / operational staff and
deal with queries
Facilitate the staff movement process
Redistribution of resources i.e. test equipment
Ensure and tracking the up skilling of staff to
meet wall-to-wall requirements
Split the PE area into two patches
Review to process quarterly
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Intervention 6– Wall-to Wall Implementation
Implementation Plan and Process Steps
Action Step
Who?
When?
Review the proposed patches vs. WFM areas
RSA / BOSA
28/02/2013
Validation of Force to load per OVP
Line Management
13/03/2013
Consult with ops managers and operational staff regarding splitting of
the PE urban area into patches with involvement of regional OL / HR
John Thomas
19/03/2015
Consultation period for staff HR related queries
Operational staff
22/03/2013
Finalise selection and staff movement process between ops managers
HR
28/03/2103
Redistribution of resources i.e. test equipment etc
Manager
Ops Manager
29/03/2013
Draft to training plan for wall-to-wall and track progress monthly
Manager
Ops Manager
On-going
Implement staff changes into patch
Line management
01/04/2013
Review to process monthly / quarterly
Manager
Ops Manager
On-going
Review the integration of microwave staff into the patches and review
the ops manager requirements
Managers
01/04/2014
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Change Management Intervention 7
Intervention: Consolidation of Patches to cater for
reduction of Ops Manager due to resignation
Region: Eastern Region
Area: Durban North, Phoenix, Mount Edgecombe,
Tongaat, and Stanger DSSU areas
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Intervention 7 – DNN & PHX Restructuring
Why the need for change Strategic Intent
/ Rationale ?
• Reduction of Ops Manager due to
resignation
• Business decision not to backfill
• Patch consolidation and reduction by one
• Alignment to span of control
• Force to workload balancing
Who is Impacted by the Change ?
• 2 x Ops Managers in respective patches
• MEC/PHX ( 10 x OP1’s & 1 x OP2 )
• Patch rebalancing of 4 x OP1’s
• TO & SNG ( 11 x OP1’s )
• DNN ( 8 x OP1’s & 2 x OP2 )
When is Change to be Implemented ?
• Targeted implementation commencing 1st
April 2013
What are details of FMO / Change ?
• Investigate current patch workloads
• Consolidation and create 3 patches
• Change in reporting lines of
Operational staff with some
rebalancing and office relocation
• No change in JD
• KWM & DC Power ( 15 x OP1’s & 1 x
OP2 ) not impacted
How is this going to be implemented ?
• Mapping of operational staff
• Consult and present proposals with OM
& Operational Staff with involvement of
Regional OL & HR
• Brief all impacted staff
• Facilitate staff movement with HR
• Review impact of change
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Intervention 6– Wall-to Wall Implementation
Implementation Plan and Process Steps
Action Step
Who?
When?
Review the proposed patches vs. WFM areas
RSA / BOSA
28/02/2013
Validation of Force to load per OVP
Line Management
13/03/2013
Consult with ops managers and operational staff regarding the patch
consolidation and resource plan with involvement of regional OL / HR
Jay Ramlal
19/03/2015
Consultation period for staff HR related queries
Operational staff
22/03/2013
Finalise selection and staff movement process between ops managers
HR
28/03/2103
Implement staff changes into patch
Line management
01/04/2013
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Q&A
End