SERVICE OPERATIONS MANAGEMENT

TELECOM INDUSTRY
Presented BySharanjot Kaur (063046) Jeet Ankit Singh (211061) Lovika Jain (211073) Ritika Pruthi (211113) Arjun Kapoor (211173)

Business Environment
Handset industry Operations and media Enterprise ISVs

Media
Mobile platform providers OEMs

Consumers

Operators

ODM/EMS
Technology providers

Enterprises

Semiconductor vendors

Processes in a Telecom Industry

New User registration: Done via centers, grocery shops etc Customer grievance handling process: They have a customer care number for all their services, and it can be dialed from anywhere in India. Huge customer care employees support for smooth functioning and processes

Recharge process: Multiple interfaces like grocery shops, websites, chemists

Billing process: Offices, dedicated billing kiosks, executives bill collection, online bill payment

SERVICE QUALITY GAP

Service Quality

Customers Perception

Customers Expectations

SERVICE DIMENSIONS
Call Service Facility Price
Communicati on

Call Forwarding Call Waiting Call Quality Voice Clarity in call.

Short Message service Mobile Entertainment New Technology use

Call Rate Promotional Offers Product Range

Call Quality Call Drop Rate Geographical Coverage

SERVICE DIMENSIONS
Customer Care Service Provider

Complaint

Redressal System Complaint Resolution Time duration for waiting. Easy accessibility

Customer Relations Innovativeness Restoration Capabilities Reliability Responsiveness

SMOOTHENING OF DEMAND
Night calling plans are a perfect example in telecom industry for smoothening of demand where the traffic is intended to get shifted .

Sim Quick

Enquiry ( entrance call ) :

The point where people come into the model. Taking the example of customer care, enquiry is the entrance point.

Buffers : The point where people or parts are held for queuing purposes. Here in
telecom customer care center enquiry calls are in queue and then completed calls are exits where people leave the model Buffer completed enquiry

Enquiry

Buffer Enquiry Queue

Work station agent 1

Work station agent 2

Workstations : The point where work is performed on people in spate names

and with appropriate distribution of work time

Results for 5 simulations

Queue Management

Virtual queuing technique Suited to environments with longer service times as the effect of a slow approach by a customer has a minor effect on the total time spent by the service staff on that particular customer The preferred choice when the service provider wants to identify customers before approaching the staff for preparations.

QFD

SCM in Telecom

Taguchi Loss in Telecom

Arrival Rate : 12 customer per hour Service Rate : 16 customer per hour In addition, assume that if a customer waits 20 minutes that his/her cost of dissatisfaction is $40.00. The $40.00 is costs associated with this instance of customer dissatisfaction. First, calculate the constant K. K = R/(USL-T)2 = 40/(20/60-0)2 = 360 Using the equation derived earlier results in the following Taguchi cost, Average Time in Line (minutes) 11.25 Taguchi Cost per person (Cq) $ 33.75 Taguchi Cost per hour $ 405.00

Service Capacity
NEEDS
To reduce the risk of capacity constraints impacting business
To identify capacity requirements for growth in business demand Minimize costs

CHALLENGES
Obtaining forecasts of business demand growth
Evaluating risk presented by new services and applications Dealing with large amounts of data

Protect revenue
Provide necessary information for accurate capacity plan

Delivering results and conclusions in a timely manner

Presenting results in a concise way Availability of quality staff

Capacity Planning - Telecom

Problem:
To determine the bandwidth required to satisfy certain demand without incurring excessive costs to maintain installed and potentially unused capacity

Solution:
Forecast Safety stock against possible demand fluctuations Capacity planning (modelling). Eg: increasing equipment, staffing for the number of calls and customers while keeping costs in consideration.

DEA
MTNL, Reliance and Tata Teleservices have shown the lowest efficiency levels Therefore there is tremendous scope for improvement in resource utilization in these firms. These results have significant managerial implications for the inefficient firms since they come to know how far they are lagging behind the efficient players Firms with narrow focus on specific service (e.g. wireless for Hutch, now taken over by Vodafone) or smaller part of the industry value system (e.g. Bharti with narrowing focus on customer front through innovative model of outsourcing most of operations, including core network) can have better efficiency in the short run.

DEA

Variation of Telecom Efficiency across various Telecom Circles

DEA

Technical Efficiency Frontier

THANK YOU