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Operationalizing the SCP Audit
Tony SusiDirector 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
Global Resources ~4,500– Field Service
~3,200 – Global Tech Support ~1,300
Five Workgroups work in unison towards problem resolution
– Knowledge Development– Symmetrix– CLARiiON– Solutions– Operations
Call Volume 6,029,301/year– 1,688,760 Assisted– 4,340,541 Unassisted
Facts and Figures
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GTS Knowledge Development
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.
Facts and Figures
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GTS Symmetrix Support
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
Facts and Figures
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GTS CLARiiON Support
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
Facts and Figures
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GTS Solutions Support
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
Facts and Figures
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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:– Business Planning– Reporting and Analysis– Operational/Financial Metrics– Six Sigma Initiatives
GTS OperationsFacts and Figures
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Global Technical Support
1. Customer Satisfaction– Without this nothing else matters
2. Time To Response– Pick up the phone, grab the case, get to the customer
3. Time To Relief– Get them back into production
4. Time To Resolution– Find out what happened and provide the long term solutions
5. Continuous Improvement– Never rest when it comes to becoming better
Inside the DNA
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Global Technical Support
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
A World-Class Global Support Model
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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
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.
How else would we explain it?
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People, Process, Technology
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.
How else would we explain it?
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People, Process, Technology
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.
How else would we explain it?
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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– Kathy Feasel -Business Operations Analyst, GTS Operations– John Goulding -Senior Director, GTS Symmetrix– Ed Jones -Senior Director, GTS Solutions– Amy Pixley -Program Manager, GTS Operations
What – 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– 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:– 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:
– 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:– 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
Training
CSAT Process
Severity Scheme
Staff and Productivity measures (Reporting)
Tool Management
Some examples of how findings became changes
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2004 Audit Big Hitters
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
Training
XY
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2004 Audit Big Hitters
CSAT Process undergoing major changes at EMC
Using the theory of Neural Networks
CSAT Process
Input Layer
Hidden Layer
Output Layer
Output
Input
Input
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– 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 area2. We needed to standardize the message to our customers3. We needed to consistently deliver the message to our customers
Severity Scheme
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2004 SCP Audit Big Hitters
What corrective action did we take?1. We implemented keyboard macros (AIM Keys) to help the Engineers deliver a consistent message globally1. We introduced training to every individual, managers included2. We focused on the behavior to improve the outcome3. We monitored, measured and corrected as necessary
- What are the results?1. Improved customer satisfaction because there is a consistent
method of communication
Severity Scheme
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2004 Audit Big Hitters
Daily Exception Reporting– Sent out to everyone in the organization– Posted online
Balanced Scorecard per team per geo– Online and open to all at EMC– Tabulated monthly– Ability to see each team by geography – Buttons allow for easy trending/graphing
Staff and Productivity Measures (Reporting)
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2004 Audit Big Hitters
Access changed to bring closer to Engineer
Tool forums created & monitored
Tool team formalized
Tool Management
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2005 Results
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
Key Performance Indicators
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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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