at&t business process-final revised
TRANSCRIPT
AT&T TICKET SYSTEM IMPROVEMENT PROCESS:
Michelina WalcottPriscillah Mogaka
Joseph Wireko
BUSINESS CONTENT:• The overall purpose of this business is to assist customers
with issues in a timely and organized manner.
• The process is located in the AT&T Enoc Center and this is the circuit management department
KPIs:
• Issue Resolution
• Agent Performance
• Ticket Queue
SERVICE/ PROCESS METRICS:
• Process/operational metrics is related to the average handle time and the number of
tickets resolved.
• Customer/value is related to first response time and the average resolution time per
case.
AT&T “AS IS” PROCESS:
CUSTOMER FACING SIDE1. Customer calls into the call
center2. Customer expresses issue
CALL CENTER3. Call center takes customers
info/issue4. Generates ticket
AUTOMATED SYSTEM
1. Ticket enters pending pickup state for 30
minutes
2. Automated testing begins
3. The system assigns ticket to technician based
on priority
TECH
4. Starts troubleshooting: MTTR- 4 hours
5. Field tech is dispatched if tech fails to
resolve issue
AS – IS MODEL:
IMPROVEMENTS:• Automation can't place a ticket in restore status or
close a ticket if it finds no trouble after testing
• It will now have to place the ticket in CP (Confirmation Pending) status
• Then, assign the ticket to an ELD manager to verify with the customer if their issue has been resolved
• With the use of lean, we can reduce the amount of time it will take to rework an issue that may or may not be completely fixed by utilizing our employees
IMPROVEMENTS:
TICKET HOLDING:• Before, ELD Manager confirms that the customers issue
was resolved.
• Once the ticket was resolved, the ticket was closed
• Now, once the ELD Manager confirms that the customer issue is resolved, they hold the ticket for 24 hours
• This allows the customer to call back in if they have any issues in those 24 hours without having to resubmit a
ticket and go through automation
TO- BE MODEL
CHALLENGES: Making individuals take on more responsibility has a negative impact on
their performance and take on the company
Getting the BPMN model to flow correctly, eliminating redundant steps and making sure not to put too much
work on one area/individual These improvements will face some
disapproval from the Union ELD managers may have trouble finding
the time to take on extra responsibilities
IMPLEMENTATION:
• The main challenge that should be addressed is disapproval from the Union. We propose to have a meeting with all the employees, head managers and CEOs to explain benefits of the new improvements to both employees and the company
• Also, having our employees resent their work because of the additional responsibilities can be explained through utilizing our resources (e.g. Employees)
and not wasting time and efforts that can be used on other customers
• Originally one of the responsibilities of the ELD manager is to update the tickets that Techs failed to update, however, if we can get the Tech to update the ticket
that reduces the ELDs work load allowing them to take on the new responsibilities without being overworked