Operationalizing the SCP Audit
Tony Susi
Director Global Technical Support
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Agenda
 Organizational Facts and Figures
 Our Values and Support Methodology
– People, Process, Technology
 Service Strategies SCP Audit
– What have we learned and how did we change
 SCP Program Office
 What are our next steps
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Customer Service
Facts and Figures
 Global Resources
– Field Service
– Global Tech Support
~4,500
~3,200
~1,300
 Five Workgroups work in unison
towards problem resolution
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Knowledge Development
Symmetrix
CLARiiON
Solutions
Operations
 Call Volume 6,029,301/year
– 1,688,760 Assisted
– 4,340,541 Unassisted
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GTS Knowledge Development
Facts and Figures
 Global Resources
 Responsible for GTS Knowledge Repository & Training
 Provides global support to GTS Organization
 Global Support Centers
– Main
Hopkinton, Sydney & Cork
– Satellite None
 The Value of Intellectual Capital
– Intellectual capital' are the 'hidden assets' in a company
– Merely substituting the word 'knowledge' for information is an easy out.
– Very often the most valuable knowledge that an organization has is in
the heads of its people.
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GTS Symmetrix Support
Facts and Figures
 Global Resources
 Responsible for Symmetrix support
 Provide 24x 7, “Sun Never Sets” support
 Global Support Centers
– Main
Hopkinton, Sydney, Cork
– Satellite Tokyo, Japan
 Two Levels of Support
– Level 1 = PSE lab
– Level 2 = Tech Support 2
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GTS CLARiiON Support
Facts and Figures
 Global Resources
 Responsible for CLARiiON support
 Provide 24x 7, “Sun Never Sets” support
 Global Support Centers
– Main
Hopkinton, Scoresby, Bangalore & Cork
– Satellite Duluth, Ga
 Two Levels of Support
– Level 1 = Software Support Engineers (SSE)
– Level 2 = Tech Support
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GTS Solutions Support
Facts and Figures
 Global Resources
 Responsible for Software, Networking, CAS & NAS support
 Provide 24x 7, “Sun Never Sets” support
 Global Support Centers
– Main
Hopkinton, Sydney, Bangalore & Cork
– Satellite Duluth, GA, White Plains, NY, Alexandria, VA, Scoresby, Australia
 Two Levels of Support
– Level 1 = Solution Support Center (SSC)
– Level 2 = Tech Support
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GTS Operations
Facts and Figures
 Global Resources
 Responsible for GTS operations and metrics
 Provides global support to GTS Organization
 Global Support Centers
– Hopkinton, Sydney and Cork
– Satellite None
 Main function includes:
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Business Planning
Reporting and Analysis
Operational/Financial Metrics
Six Sigma Initiatives
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Global Technical Support
Inside the DNA
1. Customer Satisfaction
–
Without this nothing else matters
2. Time To Response
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Pick up the phone, grab the case, get to the customer
3. Time To Relief
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Get them back into production
4. Time To Resolution
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Find out what happened and provide the long term solutions
5. Continuous Improvement
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Never rest when it comes to becoming better
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Global Technical Support
A World-Class Global Support Model
 Customer satisfaction is
the driver of EMC
Customer Service

EMC Customer Service is
measured, goaled, and
compensated on customer
satisfaction

“Guilty until proven
innocent”
 Support Centers work in
unison to provide Sun
Never Sets model
 Mission Critical Support
Star Award 4 years
 SCP Certified 6 years
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Vision & Mission
Vision
 The Global Technical Support
organization’s vision is “To deliver
the industry’s highest levels of
customer service using expert
technical knowledge and providing
this on a globally consistent basis”.
Mission
 We will accomplish this vision
through our people, our processes
and our technology.
Vision Defined: A picture of the
future you seek to create, described
in the present tense as if it were
happening now. A vision statement
shows where we want to go, and
what we will be like when we get
there. Vision give shape and
direction to the organizations future.
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People, Process, Technology
How else would we explain it?
Our People
 We hire, train and retain the best
and brightest personnel in the
industry who emphasize customer
satisfaction, innovation, sense of
urgency, professionalism, drive for
knowledge, teamwork, and
technical expertise.
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People, Process, Technology
How else would we explain it?
Our Processes
 We continually improve our
processes in order to deliver
efficient and effective customer
service with emphasis on global
consistency, collaboration, career
development and continuous
improvement.
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People, Process, Technology
How else would we explain it?
Our Technology
 We implement the latest
innovations and leading edge
developments to facilitate the
execution of our support strategy
and our unrivaled focus on
customer satisfaction.
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SCP Audit Report
 Provides insight to service
center competencies
 We were not taking full
advantage of this “free”
advice.
 How to develop and
maintain continuous
improvement
 Definition and
implementation
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Global Technical Support (GTS)
SCP Program Management Office (SCP PMO)
 Who
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Kathy Feasel
John Goulding
Ed Jones
Amy Pixley
-Business Operations Analyst, GTS Operations
-Senior Director, GTS Symmetrix
-Senior Director, GTS Solutions
-Program Manager, GTS Operations
 What
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Operationalize the findings from the Audit
Remove the yearly audit fire drill
Use findings for changing the business
Use the tools available (meeting with other companies, etc…)
Change our processes with initiatives in Global Technical Support
 When
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Weekly mtg
Monthly Directors update
Every other month mini-audits
Quarterly Review
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Global Technical Support (GTS)
SCP Program Management Office (SCP PMO)
 Beneficial on going focus on improvement
 Incorporating findings and feedback into daily process and
procedures
 Management and coordination of annual audit
 Driving best practices that:
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Improve communications within and between organizations
Reduce , eliminate redundant processes
Provide a consistent reference for on going policy and procedure
New websites and e-rooms
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SCP Where we are headed
 We plan to have the dedicated resources in the GTS Ops Group take
recommendations from the current Audit and turn them into Projects to
better the business
– Structured approach to incorporating Best Practice improvements
 Accomplishments so far:
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SLAs have been posted for our customers on Powerlink – Welcome Kit
We have addressed the need for Internal prioritization of calls: CDP
Staff and Productivity Measures: Balanced Score Card per person/team
Career Development Maps by KDG
 Things to address:
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The need for a comprehensive DR Plan
Case Auditing
Customer Relationship Management: Complaint Database
Skills based routing
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2004 Audit Big Hitters
Some examples of how findings became changes
 Training
 CSAT Process
 Severity Scheme
 Staff and Productivity measures (Reporting)
 Tool Management
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2004 Audit Big Hitters
Training
 Training was identified for improvement
 Training maps were created by job
function by Knowledge Development
Group (KDG)
 Individual Development Plans (IDP’s)
update frequency changed
 Days per year of training changed from 10
to 25 days
X
Y
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2004 Audit Big Hitters
CSAT Process
 CSAT Process undergoing
major changes at EMC
 Using the theory of Neural
Networks
Input Layer
Hidden Layer
Output Layer
Input
Input
Output
Input
Analyzing patterns of customer survey information and then
identifying the areas of business that have the greatest
leverage on overall satisfaction with EMC. Then guide us
to learn why customers are dissatisfied, not simply what
they are dissatisfied about.
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2004 SCP Audit Big Hitters
Severity Scheme

Severity scheme
– Internal prioritization of calls
– Setting customer expectations with SLA

We thought we were good at this…

Under further review due to SCP Audit Report we found:
1. We had slipped in this area
2. We needed to standardize the message to our customers
3. We needed to consistently deliver the message to our customers
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2004 SCP Audit Big Hitters
Severity Scheme

What corrective action did we take?
1. We implemented keyboard macros (AIM Keys)
to help the Engineers deliver a consistent message globally
1. We introduced training to every individual, managers included
2. We focused on the behavior to improve the outcome
3. We monitored, measured and corrected as necessary
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What are the results?
1. Improved customer satisfaction because there is a consistent
method of communication
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2004 Audit Big Hitters
Staff and Productivity Measures (Reporting)
 Daily Exception Reporting
– Sent out to everyone in the organization
– Posted online
 Balanced Scorecard per team per geo
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Online and open to all at EMC
Tabulated monthly
Ability to see each team by geography
Buttons allow for easy trending/graphing
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2004 Audit Big Hitters
Tool Management
 Access changed to bring closer to Engineer
 Tool forums created & monitored
 Tool team formalized
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2005 Results
Key Performance Indicators
 Metrics updated daily and kept online
 Everyone inside EMC can see the metrics
 Despite increase in call volume
 Average Close Time has decreased
 Number of escalations has stayed flat
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Support Center Practices Certification (SCP)
 Best Practices Certification
 Why?
– We continually improve our processes in order to deliver efficient
and effective customer service with emphasis on global consistency,
collaboration, career development and continuous improvement.
 Certified 6 years in a row
 We are about to complete our 7th Annual Audit!
– Hop
Oct 24th – Oct 26th
– Cork
Oct 27th – Oct 28th
– Sydney Nov 14th – Nov 15th
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