7 Key Elements for Operation Quality Improvement
3 likes7,352 views
The document outlines seven key elements for improving operational quality, which include management commitment, effective processes, suitable tools, competence, document and knowledge management, continuous improvement, and cyber security. It identifies quality challenges such as increasing customer expectations and the need for robust data protection measures. The results indicate significant performance improvements across various metrics, highlighting the importance of investing in quality management.
7 Key Elements for Operation Quality Improvement
- 1. 7 Key Elements for Operation Quality Improvement TC Shea Quality & Security Management Director, Global Managed Services
- 2. 2 Content • Quality Challenges • The 7 Key Elements • The Results
- 3. 3 Quality Challenges (1/3) Increasing Customer Expectations, Advancing Technologies
- 4. 4 Quality Challenges (2/3) Product Quality vs. Service Quality VS 1 Production Quality Control1 2 3 2 3 Quality Control 1 1 1Improvement Production 1 1 1 Service Delivery 1 2 3 Manufacturing environment Service environment Service delivery is a continuous process, it cannot be stopped.
- 5. 5 Quality Challenges (3/3) Increasing Cyber Security Awareness in Europe X Sensitive information & Personal information Personal information Competitor’s information Block the malicious intrusion s X
- 6. 6 The 7 Key Elements • Management commitment • Process • Tools • Competence • Document and knowledge management • Continuous improvement • Cyber Security
- 7. 7 1: Management commitment Challenging quality targets Share customer’s vision and share our practices Independent and dedicated peers as quality facilitators Continuous management review Leadership Openness Engagement Dedication Quality is not free, but it is worth to invest.
- 8. 8 2: Process (1/2) – MSUP Framework ISO27001, Information Security Management Standards By ISO Telecom Industry QMS By QuEST Forum Capability Maturity Model Integration, By SEI Global service operation standards By TM Forum IT Service Management Standards by ISO IT Service Management standards by ITSM Forum MSUP eTOM
- 9. 9 2: Process (2/2) – Customization MSUP Process Framework based on renowned international standards Customize processes according to specific business requirements Align tools with standards and customized processes MSUP Framework Customization Tools mapping Process is the cause, Quality is the result.
- 10. 10 3: Tools (1/2) – Service Desk Management (SDM) Backbone of operations for process standardization Effective and fast business transformation Improved operation due to automation and centralization
- 11. 11 3: Tools (2/2) – Operation Intelligence (OI) Measure Benchmark Analyze Improve • Monthly KPI Dashboard • Weekly KPI Dashboard • Daily KPI Dashboard • Global Benchmarking • Class Benchmarking • Region Benchmarking • Incident Management • Change Management • Performance Management • Corrective/Preventive/Planned Maintenance • Site acceptance • NOC Improvement cases • FM Improvement cases Big data to support quality improvement.
- 12. 12 4: Competence Strong resource pool Multivendor knowledge Learning environment and Knowledge Management Competence qualification and requalificationMultivendor Capabilities iLearning Certification & Qualification Competent environment leads to business excellence. Real Experts
- 13. 13 Process Documentation Knowledge Sharing ARIS Flowchart SOP Abstract Documents iCase Team Space PDMC Sharing is caring. Technical Documentation Document Management System 5: Document & Knowledge Management
- 14. 14 Quality Assurance Qualitative Quarterly KCP Half-Yearly Internal Audit Quantitative Monthly KPI Measurements MAI 6: Continuous Improvement (1/5)
- 15. 15 6: Continuous Improvement (2/5) – KCP Create Trouble Ticket Localize Fault Correct & Resolve Trouble Close Trouble Report Trouble Example: Incident Management E2E process KCP1 • Sufficient and appropriate information has been recorded KCP2 • Service is restored before the ticket is closed KCP3 • Problem Management process is triggered Key Control Points KCP1 KCP2 KCP3
- 16. 16 6: Continuous Improvement (3/5) – MAI Analyze Improve Measure Define Measure Analyze Improve Control MAI is a reference model of Six Sigma in Huawei telecom managed services. MAI
- 17. 17 6: Continuous Improvement (4/5) 30 KCP Check Points 20 Departments audited, twice/year 100+ Improvement Initiatives per year 8 QCC Teams 140 Process KPI’s MAI
- 18. 18 • To establish and re-train a rule for filling in the restoration time Lack of awareness to TT restoration time Findings Description Root cause Improvement AP’s Some tickets have been filled in with the restoration time equal to closure time. 0 1 2 3 4 5 6 Lack of awareness to TT restoration Time Lack of "track and manage" Spare parts not available Weather Pareto Root Cause Analyze Take actions! 6: Continuous Improvement – Showcase (5/5)
- 19. 19 7: Cyber Security Network and endpoint separation Network protection with firewall and IPS Endpoint protection with SEP and TSM Transaction monitoring by Citrix and DLP Business continuity management Compliance – SIEM and internal audits Your operations are safe.
- 20. 20 The Results 93 97 98 98 90 91 92 93 94 95 96 97 98 99 Q1 Q2 Q3 Q4 IRR Value Target 630 432 250 170 0 100 200 300 400 500 600 700 Q1 Q2 Q3 Q4 MTRS Non-Critical 95 97 97 98 94 94 95 95 96 96 97 97 98 98 99 Q1 Q2 Q3 Q4 OTD Value Target 77 100 100 100 0 20 40 60 80 100 120 Q1 Q2 Q3 Q4 OFR Value Target 93% -> 98% 630 -> 170 95% -> 98% 77% -> 100%
- 21. 21 Conclusions on the 7 Key Elements Your operations are safe. Take actions! Sharing is caring. Competent environment leads to business excellence. Big data to support quality improvement. Process is the cause, Quality is the result. Quality is not free, but it is worth to invest in it.Management Commitment Process Tools Competence Document and knowledge management Continuous Improvement Cyber Security
- 22. Copyright©2015 Huawei Technologies Co., Ltd. All Rights Reserved. The information in this document may contain predictive statements including, without limitation, statements regarding the future financial and operating results, future product portfolio, new technology, etc. There are a number of factors that could cause actual results and developments to differ materially from those expressed or implied in the predictive statements. Therefore, such information is provided for reference purpose only and constitutes neither an offer nor an acceptance. Huawei may change the information at any time without notice.