Professional Planning Forum | 29.4.13

We have
1,600 trained and experienced engineers - the largest network in country
Over
450,000 customers
We install year - that’s
27,000 systems every
100+ every day
With
23 offices, we operate in every part of the UK
3749 employees across the UK and
Ireland
A Tyco Business

Until just over 2 years ago, all customer enquiries were dealt with at various branches throughout the country only providing support during hours of 09:00 to 17:00.
TO
To retain our position as market leader, we have undergone a great deal of change to ensure that our centralised CSC is now the front of our business and FPOC for our customers
,offering value-added service.
In February 2011, we re-located our support functions to New York Street in
Manchester city centre spending £1.3million on design and build, providing employees with world class facilities.
A Tyco Business

Branch Back Office
Simplify &
Standardize
•
Paperwork
•
Product Range
•
Pricing
•
Planning
•
Logistics
•
Call Flow
Automate
•
Data Entry
•
Decision Making
•
Inspection
•
Docket Pricing
•
Error Proofing
•
Planning
•
Call Handling
•
Self Service
Centralize
•
Back Office Admin
•
Finance
•
Service Planning
•
Install Planning
•
Quoting
•
Shared Services
IMPROVED PLANNING
INCREASE REMOTE FIX
Centres of
Excellence
Field Activity Reporting
CUSTOMER SELF-SERVE
OPTIMISE THROUGH CONTINUOUS
IMPROVEMENT
HEADCOUNT
4000
3500
3000
2500
FY12 FY13 FY14 FY15
A Tyco Business

Objective: Enhance customer experience for 300,000 branch calls per year
Stage
Baseline
Current
Goal
Abandon Rates
50%
3%
15%
First Time Fix
25%
72%
60%
Transfers (Average)
2.5
0.6
Max 1
Branch Calls Removed
0%
94%
95%
>500 inbound numbers with different experience every time <10 inbound numbers with 2-3 variations per channel
 Since Jan12: 105,000 calls removed - Current Rate: 1,000 per day removed
 Branch Receptions removed (12 f/t heads)
A Tyco Business * Based on 17,000 customer calls

R emote
E ngineering
S upport
O n
L ine
V irtual
E ngineers
RESOLVE is the only operation of its kind in the UK
It is a 24hr support service for faults and Remote Routine
Inspection (RRI’s) directly without sending out an actual engineer.
They also provide technical support for both ADT customers and engineers and complete over 2000+ RRI’s per month
68% of calls passed without engineer visit
•
Engineer visits per annum Saved
•
for customers and ADT
•
Carbon Footprint
A Tyco Business

12-15
Full time employees
8-9
Full time employees
Engineer led activity – ‘I’m too busy’ Load balancing across resource
No smart scheduling/route optimisation
Intruder contract base only
Reactive work scheduling
Variable customer liaison across branches
25% re-work
Complex, lengthy process for Parts Ordering
Development of route optimisation planning
Intruder contract base initially, then remaining disciplines
Planned work scheduling – ‘next job’ feed
Consistent customer liaison
<10% re-work (Target within pilot)
Centralised process – 50% reduction on cycle time
A Tyco Business

National Parts desk launched focused geographical selection reduced travel between sites for Engineers
Over ½ million truck roles saved (Engineer visits) (inc RRI)
Proactive Management of
Routine Inspection Escalations
A Tyco Business

Pre Feb 2012
•
Contact Centre – Key findings/issues
 Insufficient planning team
 Two Planning Analysts inexperienced and unsupported
 Minimal forecasting capability (only planned 1 week in advance)
 No profile analysis
 No flexibility to manage peaks and troughs in demand due to fixed shifts
 Holiday allowance fixed and not aligned to demand curve
 Phones not configured to capture ACW
 No capacity or budget plans – FTE requirements based on best guess
 SLAs recorded incorrectly (overflow queues, short abandon etc.)
 No visibility of lates, adherence etc
New team structure implemented:
Business Planning
& Support
Manager
Senior Planning
Analyst
MI Analysts x 2
Planning &
Reporting Analyst
Scheduling &
Intra-day Analyst
Intraday Analyst x 2
A Tyco Business

Implementation of Aspect Ewfm, EQM and
APM
Transition commenced 06/12 and Ewfm went live 08/12
Introduction of standard planning principles
Created detailed Capacity models for all departments to “right-size” the Operation
Shift reviews for all departments to align staffing to demand
Redesigned call flows
Continuous training & development of
Planning Analysts through PPF/Aspect
A Tyco Business
Phones configured to capture ACW and AUX activity
Tangible improvement in management of lates, and adherence & conformance
Empower rolled out to Operations teams holiday bookings
& availability automation
Visibility of shifts, breaks etc
Agent productivity
Consistency of performance and forecast accuracy
Identified opportunities to drive efficiencies going forward
8% reduction in call centre staff who are now utilised in
Resolve Balanced cover of staff throughout each day in each dept. reducing repeat calls due to abandon.
Working towards a minimum 70/30 FT/PT split in CSC
Improved Customer Experience by reducing transfers
Improved knowledge and skills to support achievement of Operational efficiencies

Identified issues and concerns
•
Relationships between
CSC and Field
•
Processes impacting performance
•
Holidays, off-line, absence not aligned to demand
Automation of sickness reporting to allow time for dispatch planners to re-schedule (Lean Sigma)
Field Planning expert engaged (via PPF conference)
Detailed capacity plan designed
Road-map created to deliver improvements to the
Customer
Model office developed to validate data and new processes
Engaged with branches during peak periods to minimise performance impact by capping allowances
Seasonal planning trial showed dramatic improvement in service
Capped holidays both in the Field and the CSC
Identified work that could be carried out earlier in December to free up resource in
January
A Tyco Business

Introduced NVQ’s for Customer
Service employees
Core management programme for Team Leaders focusing on developing Soft skills
Robust 3 week induction programme
In house Customer Service workshop designed
Employment Engagement
Steering Group set up and led by People Development team
100% completion of the internal electronic one 2 one process
100 employees so far completed their qualifications
Workshops, job related modules, presentations and the completion of a Team Leader NVQ
Designed and delivered to ensure all new starters have the knowledge in systems, customer service and quality to achieve their targets
On the importance of Service to our customers – delivered to
95 advisors
Focusing on Six Sigma Green Belt processes, and incorporating interactive events throughout the year
Ensuring that all employees are set clear goals and objectives
A Tyco Business

Enquiry to Order
Order to Cash
Service Back Office
Telephone Call Handling
Monitoring Centre
Spans of Control
Central Teams
Admin Simplification
Totals to end Q1FY’13
76FTE
42FTE
13FTE
21FTE
39FTE
73FTE
44FTE
32FTE
340FTE
•
Improved Employee Engagement Score
•
Improved NPS
•
Achievement/Stabilisation of SLA’s
•
Improved Field/Contact Centre Engagement
A Tyco Business