WLR2 performance

1

• WLR2 performance
• 02 April 2008

2
WLR provision performance
Source Netview WLRPD1 - The percentage of
business and residential, Wholesale Line Rental
orders, which were successfully completed by the
customer confirmed date. Numerator Those
denominator orders, successfully completed by the
customer confirmed date. Denominator The total
volume of orders completed within the analysis
period
3
Premium Provision Average Appointment Lead Time
Measure Definition The first working day on
which 4 hours of resource can be used to appoint
customer orders. Average Mean value of the
number of working days to appointment date,
across the appointment books, across the day for
each Region.
4
Basic Provision - Average Appointment Lead Time
Measure Definition The first working day on
which 4 hours of resource can be used to appoint
customer orders. Average Mean value of the
number of working days to appointment date,
across the appointment books, across the day for
each Region.
5
WLR repair performance
Source Netview WLRRD2 The percentage of business
and residential, Wholesale Line Rental faults,
which were successfully completed by the required
level of care target date / time or by the First
Negotiated appointment.Numerator Those
denominator faults which were successfully
completed by the care level target date / time or
by the First Negotiated appointment made.
Denominator The total volume of Wholesale Line
Rental faults completed within the analysis period
6
Premium Repair Average Appointment/ERT Lead
times
Measure Definition ERT The first working day on
which an estimated response time (ERT) can be
communicated to the customer. The estimated
response times are set manually, analysing the
resource level set against the amount of work
scheduled for the day Appointed The first
working day on which 4 hours of resource can be
used to appoint customer faults. Average Mean
value of the number of working days to
appointment date, across the appointment books,
across the day for each Region.
7
Basic Repair Average Appointment/ERT Lead times
Measure Definition ERT The first working day on
which an estimated response time (ERT) can be
communicated to the customer. The estimated
response times are set manually, analysing the
resource level set against the amount of work
scheduled for the day Appointed The first
working day on which 4 hours of resource can be
used to appoint customer faults. Average Mean
value of the number of working days to
appointment date, across the appointment books,
across the day for each Region.
8

• SMC
• 02 April 2008

9
WLR SMC

• Provision
• PCA performance
• WLR2 PCA performance dropped below target in
  March for the first time since the start of
  December 07
• CPs may experience some volatility due to volume
  spikes and resource issues at certain times
• Performance drop linked to call volumes being
  higher than anticipated
• Training and consolidation of additional resource
  now completed and due to become fully effective
  within the next 4 weeks
• Fluidity Tails measures ahead of target
• Tails are consistently below target and fluidity
  performance is above target
• WLR3 for ISDN30 launched
• Progression of live orders continues
• ISDN30 Resource
• Further resource is now being trained to cover
  WLR3 ISDN30 volumes
• Team due out of training and into consolidation
  w/c 28th April
• WLR2 Resource
• Training of additional resource ongoing
• 1 team consolidating w/c 31 March
• Further training scheduled for mid April
• Assurance

10

• WLR service improvement projects
• Key Achievements 0708
• 02 April 2008

11
Escalations Improvement

• Education
• Training document defining escalation scenarios
  and providing clarity created for all agents in
  both Escalation Team and SMCs. Escalation
  submission checkpoints put in place.
• Sharing of best practices within the teams have
  eliminated differences in dealing increasing
  consistency and confidence in Escalation handling
  by CPs.
• The Customer Service Plan.
• The WRL2 CSP Section 4.6 updated and has now been
  inserted with Escalation definitions. This
  appeared on the website 25.7.07 as Version 27.
• The Openreach Website Briefings section
• This An accompanying briefing (WLR071/07)
  detailing the background and boundaries to
  escalations plus Escalation definition was
  published on the website 25.7.07. This briefing
  also refers to the changes contained in Version
  27 (section 4.6) of the CSP.
• System/Process
• New system developed and utilised now for all
  Escalation submissions. Easy to use entry system
  for escalations logging and progress tracking as
  well as data extraction. Enables RCA to maintain
  improvements.
• Escalation Validation timeliness much improved
  due to acting on our customer requirements and
  creating team improvements in the form of
  dedicated, trained resource.
• After Validation an Escalation Team Member is
  immediately allocated and advised to the CP
  instant ownership.
• SMC Team Leader ownership to advise CP and own
  the resolve requested. Quality steps put in
  place to continuously improve performance.

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Rejections Reduction

• Education
• Weekly reporting delivered
• Best practice shared via service manager call and
  cascaded to CPs
• CPs encouraged to carry out validation of data to
  reduce 07 series of rejections
• Use of facility Telephone Number Check promoted
  to XML interface users. Allows the agent to
  determine which type of CRF is applicable against
  a particular CLI. Does not apply to CPs using
  Openreach portal to SPG. Aimed to reduce failures
  for Featureline, Featurenet, etc.
• WLR2 Order Directory published.
• This document is a quick look up guide for
  ordering agents. The Directory is not intended
  to replace the WLR Handbook.
• Process
• New process introduced for ISDN30 provision in
  order to remove code 21 rejections
• Improvements delivered to Featureline conversion
  process

13
WLR Call Reduction CP Contact Improvement
Project

• Education
• Appointing Master Class
• Aimed at ensuring all CPs are utilising all
  available appointing functionality within SPG
• Positive feedback received from those CPs who
  attended
• SMC and SPG helpdesk teams also received training
  to ensure approach consistent across WLR
  operation
• Pack cascaded via Service Managers for those CPs
  unable to attend
• Appointing option removed from call platform
• Workshop
• CP call driver education workshop held
• Quality
• Job Standard
• Job standard document produced for review with
  all team members at the start of coaching
  sessions
• Providing clarity of expectations
• Drive a consistent approach to call handling
  across all SMCs

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WLR Call Reduction CP Contact Improvement
Project

• Quality
• Levelling
• Weekly team leader levelling calls introduced
• Benchmarks agreed
• Coaching consistent across SMCs
• Track progress against quality targets
• Quality Days
• Quality days held across all SMCs
• SMC senior manages and service improvement
  managers presented to team manager and team
  leaders
• Senior managers, service improvement managers
  involved in carrying out quality checks
• Training team carried out quality checks for
  onward input into the training packs
• Spot prizes awarded and quizzes used to promote
  quality with team members
• Key messages and output of the days cascaded to
  teams via team managers
• Requirement raised for product knowledge and
  quality standard training for advisors
• Award
• System called Award developed to manage feedback
  loop into the SMC
• Access and training given to service management
  teams to facilitate quality feedback from CPs
  into the SMC
• Used by central quality team to measure volume of
  feedback, manage disputes and ensure timely
  coaching/feedback takes place

15
Repeat Fault Ineffective Clears Reduction
Projects

• CP Education
• WLR2 Master Classes
• 2 Repair master classes held this year
• Aimed at promoting best practice and improving CP
  knowledge
• First master class concentrated on analogue
  products with brief overview of ISDN2 and ISDN30
• Second master class focused on ISDN30
• CP Feedback from both sessions was excellent-
• 88 of CPs who attended the first master class
  said that they would attend a future class
• 100 of CPs who attended the ISDN30 master class
  said that they would attend a future session
• Is there anything we could do to improve the
  session? some CP comments
• Have a separate session for CPs who are new..
  and then more expert sessions
• Not really. Was very informative!
• Master class material has been cascaded to those
  CPs unable to attend via their service managers
  or service improvement managers

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Repeat Fault Ineffective Clears Reduction
Projects

• CP Education
• WLR2 Analogue CBT
• CBT package is now available via the Openreach
  website at the following URL-
• http//www.openreach.co.uk/orpg/products/wlr/pstn/
  pstn_cbt.do
• Over 180 CP agents have completed the CBT quiz
  to date
• Feedback from those who have completed the CBT
  has been excellent
• Toolkit Reports
• Series of toolkit reports developed to aid
  service managers in driving improvements in CP
  performance. These cover
• Ineffective clears trend report
• Repeats trend report
• TRC report
• Ineffectives by CP agent
• Analogue test results report
• Weekly service manager calls run to share key
  messages, performance updates and best practice

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Repeat Fault Ineffective Clears Reduction
Projects

• Quality
• Quality Gates - Tactical
• Quality gates introduced covering the 4 key
  input/output points of the repair process
• CP
• SMC
• Field/Frames
• Test Diagnostics
• 270 faults per month analysed across 24 CPs
  (sample size is relatively small given manual
  nature of the work)
• Faults analysed to identify if they pass key
  criteria within each gate e.g. Have structured
  questions been answered correctly?
• Quality score for each gate produced feedback
  from all quality gate owners has been very good
• Quality Gates - Strategic
• Concept of automating the production of the
  quality gate analysis proved successfully using
  macros
• Business case agreed to develop this further into
  08/09 to provide a fully automated solution
• This will significantly increase the sample of
  faults passed through the quality gates
• Quality Gates - Benefits
• Right First Time rework avoidance
• Improved customer satisfaction
• Improved speed of repair associated with better
  quality fault reporting/working practices
• Associated cost reductions for both openreach and
  openreachs customers

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Repeat Fault Ineffective Clears Reduction
Projects

• Process
• Repeat Fault Process
• New process for dealing with repeat faults
  defined
• Process introduced however analysis has shown
  that adherence to the new process is low
• Faults are being acknowledged as a repeat however
  the web updates are not reflecting all of the new
  steps detailed below
• Recap of previous action
• Update on test outcome of repeat
• Details of what will happen next
• Further briefing issued to all repair teams
• 72 Clock Hour Retest Period
• Period extended from 2 working hours to 72 clock
  hours for faults handed back to the CP from the
  SMC
• Applies to Analogue and ISDN2 WLR2 faults
• Pilot commenced 22nd Feb
• Collaborative approach with industry allowed us
  to implement the pilot and the required changes
  in an accelerated timescale
• Process launched for all CPs 25th March
• Analysis has shown that adherence to the new
  process is high
• Recommend that CPs allow faults to auto-close
  rather than closing proactively via eCo

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Repeat Fault Ineffective Clears Reduction
Projects

• System Enhancements
• eCo Repair Test Diagnostic Result messages have
  been improved
• Previously, CP would have just seen a Line Test
  OK message
• This enhancement to the eCo Repair test result
  text has yet to realise its full potential as
  Ineffective Clear test results e.g. Line test OK
  end user equipment detected have remained static.
  CPs need to ensure that a diagnostic test is
  completed prior to raising a fault and that the
  appropriate dialogue/action takes place with the
  end user.

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Test Result Trends