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PRESENTED TO
Khan Muhammad Saqiful Alam (Sqi)
Lecturer - North South University - summer 2014
Date of submission 13 August 2014
Table of contents:
Topics Page
Introduction 1
Company background 2
Operations analysis 3-8
4V Polar and PLC 3-4
Process maps 5-7
Quick wins 8
Operations improvement 9-12
Fishbone 9
Statistical process control 10-11
Waiting line 12
Executive summary
Findings were remarkable in terms of the current image Grameenphone holds in the
Market.Though known as the market leaders in terms of share , Grameenphones operations
had some major loopholes with regards to time management and stakeholder satisfaction. In
its Human Resource section , starting from entry of a new employee to firing an employee
,some delayed processes are currently are widely practiced that are highlighted in the report.
In addition to that, from the consumer end ,what are the possible shortcomings ,that has also
been focused in the report.Overall in the short span of time under limitations of our survey
and research, our utmost dedication was served with accordance to what we were taught in
the class to make the final report. The most alarming possibilities in future of Grameenphone
were also addressed due to the heavy dominance and entry of diversified business of its
competitors naming Robi ,Banglalink , Airtel Bangladesh and so on. The main goal of this
report was to figure out possible shortcomings that are currently prevalent and should be
taken care of by the authority of Grameenphone. With its futuristic approach ,the report
would suggest some light of hope for the company through competitive recommendations.
Introduction:
This report is meant to focus primarily on selected operational improvements of
GRAMEENPHONE TELECOM LTD, BANGLADESH and also endeavours to evaluate the
quality and standards of operations management of this chosen company.GRAMEENPHONE
TELECOM LTD is one of the leading telecommunication companies in Bangladesh which
occupies the top position among its competitors through providing impenetrable network
coverage all over the country.
The main goal of this report is to conduct a quality audit and identify the quality gaps and to
take effective measures to fill those quality gaps of GRAMEENPHONE TELECOM LTD.
The scopes of the improvements are immense considering the vast possibilities of the
company. Not only could these corrections take company to a whole new level of perfection
in terms of its operations, but also it could help them to reduce the recent growing customer
dissatisfaction as a whole.
Since the operations are huge considering its reach in terms of the great population it covers,
working on GrameenPhone has been a challenging task for us due to time constraints and
privacy policy of the respective company. So time and privacy policy have been our
constraints.
1
Company background:
The operations that GrameenPhone deals with are Telephony, Internet, Customer Service
Front End such as, Grameenphone Centers (GPC) , Service Touch Points (STP), and
Franchise (GPCF), Customer Service Back End (The largest Call Center of Bangladesh
which has been continuously providing 121 inbound and outbound service to the customers
24x7 around the country), MobiCash (Utility billings and e-ticketing service) etcetera. Their
internal operations include Human Resource, Marketing, etc. We chose to work with three
processes, Customer service, Complain Handling (HR) and Recruitment of the company .
We chose GrameenPhoneTo dig into the operations and service management of the best
Telco of our country and work with the loopholes. The vast business scape of Grameenphone
gave us bigger scopes to work with. The ever growing Tele Communications industry was a
better option for us to choose to do group work since we had adequate idea through real life
experiences and academic experiences as well. We had convenient access to information and
communication of this company hence we decided to work with GP .
2
Operations analysis:
4V Polar diagram and PLC matching:
Customer service, both back and from end of Grameenphone deals with a wide range of
customers as they hold the first position in market share acquiring. They cannot emphasize on
the variety due to the mass demand, hence the variety of their service remains at the lower
end. The variation in problem solving demand from the customer end is pretty low. Their
visibility of service in front end is moderate but the back end hotline services have almost
Zero visibility
3
In terms of cost efficiency, Grameenphone follows industry average rates hence the cost
does not give them any competitive advantage. According to last country oriented survey
conducted by BTCL, Gp got 4th position in terms of Dependability. While waiting in the
queue over phone or at the customer care point, the customers do not get any sort of
flexibility from the Grameenphone authority.. Still Grameenphone ensures when a customer
is served, he/she is served with the best possible solution of a problem or a query. So quality
of service is high.. Average call handling time AHT is 1:50 min/call for Consumer &
business CNB customers who are normal end users, for Star users AHT is 2:00 minutes and
for Platinum or the premium users AHT is 2:20 minutes.
Grameenphone being the market leaders for years now has been facing enormous competition
from the gigantic competitors such as Robi Axiata Ltd, Banglalink, Airtel and so on. In terms
on customer service of both front end and back end,Grameenphone has reached its mature
state in its life cycle, hence likewise the qualifier is supposed to be Cost.
Summing up, the major discrepancy of PLC of Grameenphone to its Polar Diagram shall be,
‘’Cost’’ and ‘’Dependability’’. Although theory suggests that a mature company should be
abided as a dependable one by the customers, but interestingly Gp got 4th position in terms of
‘’Dependability’’ according to last country oriented survey conducted by BTCL. In addition,
‘’Cost’’ does not give a leading edge to the biggest Telecommunication of our country.
4
Process Maps:
Existing Process Map1
Improved Process Map 1
5
Existing Process Map 2:
Improved Process Map 2:
6
Existing process map 3 :
Improved process map 3:
7
Quick wins :
Process 1:
o With the introduction of software for assessing candidates through CGPA and other
competencies ,it will reduce time and money for company.
Process 2:
o With the introduction of new hotline number dedicated to only connecting customer
managers,it will reduce the wait time of custoemrs,in return customers will be more
satisfied.Grameen Phone will be able to serve more customers due to increased
service speed.
o Deduction of ‘’language ‘’ will reduce the wait time by 90 seconds approximately
since its not a very important tool, the customer mangers get no different signals for
Bangla and English requests, they set it up while they talk with customers.
Process 3:
o For process 3 we suggest the process of a defendant should end then and there if
he/she is not charged guilty, hence we deduct the ‘memo’ from the process.
o If the person is found not guilty, then there is no point going for additional steps like
memo and request for the file to be closed.
8
Operations Improvement:
Fishbone of customer dissatisfaction:
Customer dissatisfaction
Recommendations:
Prioritize factors of dissatisfaction.
Through follow ups and survey, customer care should be integrated more ,in return
the dependability should be enhanced
Benchmarking in terms of serving time should be widely practiced
Simplified service for the rural should be enhanced
Charging rate should be reconsidered through introduction of free hours
Redundant steps should be omitted
Lack of simplification
Lack of
Dependability
Cost
inefficiency
Slow Speed of
service
No
simplification
for the rural
Redundancy
High charge
No advantage on
price
No stand out service
Lack of follow up
Lethargy
Lack of
benchmark
9
Statistical Process control for Customer Service:
(Specific query: changing the tariff plan)
time
7-8 pm
Time 1
8-9 pm
Time 2
9-10pm
Time 3
10-11 pm
Time 4
11pm-12 am
Time 5
duration minutes
(rounded up)
4 3 4 3 3
3 4 4 4 4
4 4 4 4 4
4 5 3 6 5
3 5 5 5 6
=4.12 x 1= 3.6 x 2 =4.2 x 3=4 x 4 =4.4 x 5=4.4
= 2.2 1 =1 2 =2 3 =2 4 =3 5 =3
In our case UCL = +2.87 = 4.12+ (2.87X2.2)= 10.934
And LCL= = -2.87 = 4.12- (2.87X2.2) = -1.82
Control chart of
. . . . . .
.
.
.
.
.
.
.
.
.
.
.
.
.
.
UCL 10.434
10.12
9.12
8.12
7.12
6.12
5.12
4.12
3.12
2.12
1.12
-1.82
. .
.
. .
LCL
7-8 8-9 9-10 10-11 11-12
10
The chart:
C . 0 . 0 . .
LCL = 0.10 X = .10 X 2.2 = 0.22
chart is our quality indicator that tells us how many minutes customers are served with
accordance of their query. Its seen that at around 10 pm and onwards, the number of minutes
spent on an average increases. The average processing time set by GP authority is around 2.2-
2.3 minutes but the graph shows the opposite picture.
From chart, time to quality ration tells us more the pressure increases -range increases, so
processing time increases in sum.
. . . . . .
.
.
.
.
.
.
.
.
.
.
.
.
.
.
9.2
8.2
7.2
6.2
5.28
4.2
3.2
2.2
1.2
0.22
-.80
7-8 8-9 9-10 10-11 11-12
.
. .
. .
LCL
UCL
11
Recommendations:
Increase customer service personnel in peak hours
Reduce break times
Set benchmarks
Waiting Line:
For our case GrameenPhone:
Inter Arrival Time of each Call: 2-3 sec
Processing/Activity time: 4.12 min/call
Arrival Rate: 1200/hour
Process Rate: 14.56/hour
So, for our case,
Process time > Inter arrival time
Process Rate < Arrival Rate
Which give us the infinity line for our simple model to find out the Que Time.
So that, the formula:
Time in Que = Activity Tim X Utilization Factor X Variability Factor
It is not suitable for the customer care service of telecommunication industry. Because this
specific formula deals with only one line of customer and it is a simpler model. So for
Telecommunication Industry we need to follow another Waiting Line Model.
12