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USM’S BUSINESS IMPROVEMENT PLAN
TMD-8303-PL-0001
Revision: 0, Date: July 2010
TMD-8303-PL-0001 Rev. 0, Date: July 2010
AGENDA
Overview of Transfield Services Group, North America
Vision of USM for The Gap Partnership
Progress
Improved Account Management Structure
Governance Committee
Business Improvement Plan & Immediate Next Steps
Summary
TMD-8303-PL-0001 Rev. 0, Date: July 2010
One Team
USM is a part of the Transfield Services Group, a leading global provider of operations, maintenance, and asset and project management services, with annual revenues of $3B
More than 29,000 employees worldwide
TRANSFIELD SERVICES GROUP, NORTH AMERICA
$500M $300M $100M $500M $1M
North America $1.4B
Facilities Maintenance & Management
Oil & Gas Industry Operation & Maintenance
Road & Civil Infrastructure Maintenance
Oil & Gas Industry Operation & Maintenance
CANADA
Client Advocate Project
Management
TMD-8303-PL-0001 Rev. 0, Date: July 2010
USM Company Overview
The USM team consists of :– 500 Account Managers– 170 Area Managers– 12,000 vendor partners
Who:– Service over 400 North American clients in more than 80,000 customer
locationsOf which 57,000 are floor care / janitorial sites
encompassing over 500,000,000 square feet of retail space
Culture of service reliability, quality and consistency– Average annual customer retention rate exceeding 96%
USM moving toward Integrated Facilities Management with bundled services and innovative commercial models (e.g. Michaels)
TMD-8303-PL-0001 Rev. 0, Date: July 2010
USM is the largest provider in the retail industry with budgeted revenues for 08/09 more than $500M. Our services include floor care, janitorial, snow removal, landscaping, plumbing, electrical, lighting, signage, parking lot sweeping, handyman services and more!
USM Company Overview
Top 10 USM Client PartnersTop 10 USM Client PartnersTJ Maxx $37MRite Aid $27MThe Home Depot $27MToys ‘R’ Us $22MBank of America $21M Target $21MMichaels $19MRoss $18MBed Bath & Beyond $18MGap, Inc. $13M
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Vision of USM for The Gap Partnership
Our vision is to create a productive environment that is based on transparency, open communication, and common business practices that will promote a consistent quality of service.
We will continually challenge our service levels, costs, communication processes and transparency to ensure that you constantly receive the high quality of service that you are accustomed to.
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Vision of USM for The Gap Partnership
This vision will be accomplished through– Transparency – Streamlined communication– An organizational structure that aligns with Gap. This will provide
clear accountability and drive improvements in operational execution
– Self managed analysis and proactive recommendations throughout all service lines
– Joint Governance structure
Benefits to Gap– Consistent service delivery – Efficiencies through streamlined communication for both the Gap
and USM
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Initial Steps to Improve Performance
Operations– Metrics Driven– Cost Conscious Mentality
Proposal Reviews and Standardization– Detailed Descriptions of ALL work– Account Manager Review– Material Pricing Accuracy
Invoicing Accuracy…avoiding VOVI– IVR Compliance– Timely and Accurate Billing
Gap Specific & Electrical Training– Gap Specific Operation Protocols– Vendor Procurement and Quality Control– Electrical 101 and Gap Electrical– Material Sourcing, Truck Stock & Standardized Pricing
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Progress Tracking
PM SLA % (% Confirmed and % Complete)
95.8%
82.3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
110%
February March April May June July August September
%
% Confirmed % Completion
16% increase since we hitbottom…still needs work.
Target - 98%
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Progress Tracking
USM-Demand Services Weekly SLA Tracking
79%
88%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
7/12
/200
8
7/19
/200
8
7/26
/200
8
8/2/
2008
8/9/
2008
8/16
/200
8
8/23
/200
8
8/30
/200
8
9/6/
2008
9/13
/200
8
9/20
/200
8
9/27
/200
8
10/4
/200
8
10/1
1/20
08
10/1
8/20
08
10/2
5/20
08
11/1
/200
8
SL
A %
Target SLA % - 90%
11% Increase Since August
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Account Management Structure
A new proposed organizational structure will closely align to the design of the Gap team. This will give the Gap team a single point of contact for all services provided by USM. An additional benefit for the Gap team members will be a close working relationship with their USM partners.
The Gap will be involved in the decision making process before announcing the leader of this proposed team.
TMD-8303-PL-0001 Rev. 0, Date: July 2010
One Point of Contact Organizational Chart
Additional Support Resources Utilized Throughout the BIP Transition
Director
Corporate Account Manager (CAM)
USM Proposed Organizational Chart
Jim Winkler (CAM) Bill McMahon (PM)
Jack Prosseda (PM)
Mike Pujals (Trades) Donna Regan (PM)
Manager Manager ManagerTom Erico
Kevin Casey
Director Field Operations
Field Team
Major Project & Construction Group
Triage Manager
Regionally allocated
Service Coordinators Service Coordinators Service Coordinators
Escalation Point
Gap: Jeremy ChoyService Channel: Steve Gottfried
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Stakeholder and Communication Mapping
Governance Committee
CAM * Directors of Services
Regional Facilities Managers
Regional Coordinators
Managers
Director of Field Operations
Director Directors of Services
Mapping of Communication
USM GAP
Coordinators
Triage Manager Call Center
Locations
* = "The Urgency Rule" the CAM has the authority to do what is necessary to get the
job done
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Account Management Structure
The benefit of this organizational structure is:
– A single point of contact
– Clear accountability
– Strong, deliberate, one on one relationships between the stakeholders of both USM and the Gap
– Responsive turn around time of detailed reporting
– Consistency of service throughout the program
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Governance Committee
USM recommends creating a Governance Committee that will steward the improvement in service delivery and the relationship.
Such Governance meetings enable the exchange of open and frank ideas.
The Governance Committee should be comprised of executives from both companies that are empowered to take the partnership from “business as usual” to “performance as envisioned.”
The initial meeting of the Committee will agree on a charter, frequency and structure of communications.
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Governance Committee
USM proposes the following agenda: – The strategic direction of Gap and what support USM can
provide– Project Plan Review– Global review of service levels and communication efficiencies– Possible cost opportunities through efficiencies
Through these meetings both parties will benefit from high level communication, transparency, and commitment to partnership
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Governance Committee
USM proposes the following Governance Committee stakeholders:
CAM
Rob FiskeIvan Dubow
USM MembersGeorge Spink
Eric CollierRob Davis
Sandy WardPaul Walsh
Governance Committee
Gap Members
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Business Improvement Plan
High level issues that will be addressed as part of the Business Improvement Plan:
– Account Management Structure
– Communication
– Systems
– Service Delivery
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Immediate Steps
Following a review of the work order management process, USM has come to the conclusion that the model that has been employed to date is not meeting Gap FS requirements but we know what is needed to get back on track:– Dedicated team managing the critical steps of the work order
lifecycle. Workflow attached.– An Asset Ownership point of view that keeps Gap informed on
the business managed by USM.– A pro-active approach that eliminates duplicity and redundant
processes.– A commitment to communication through people and process.
USM - Trade Services WorkflowC
lien
t
Start XML to WESTSOpen Work Order
YES
Tra
de
Gro
up
Trade Coordinator Contacts Vendor & Site to Confirm
schedule
Trade CoordinatorUpdates Ticket
in WESTS & S/C
Tec
hn
icia
n
Technician visits site forAssess/Repair w/ IVR
NO
ProposalCoordinator
Posts Proposal
Technician sendsCoordinatorAssessment
Update or Quotefor Repair
Tri
age
Gro
up
Call Avoided?End
Assign to Trade Coordinator based on geography
Call Complete? EndYES
NO
Triage Coordinator
contacts Site for FAQ
process
Quote needed?
Parts Needed?
NO
YES
YES
Quote Approved?
End
NO
YES
Exe
ctu
eS
ched
ule
Tro
ub
lesh
oo
tIn
itia
te
Immediate Steps
Action Items Outcomes
Effective September 29th, two additional staff placed into Trades group to handle increase in volume.
Improve SLA performance toward the 90% KPI target.
Effective October 1st, appointed Mike Pujals to Demand Services Triage Manager to facilitate a higher level of expertise for responses to inquiries.
Improved troubleshooting and qualifying of incoming requests. Increased accuracy of responses to inquiries regarding scope.
Effective October 1st and ongoing, Trades Managers are retraining staff to a heightened sense of urgency.
Fewer Action Required inquiries from Gap. Improve SLA performance toward the 90% KPI target.
Effective October 7th and ongoing, Director level involvement on escalated issues.
Increased urgency and sense of ownership for escalated issues.
Effective October 8th, appointed dedicated Proposal Coordinator. Enhanced detail, transparency and standardization of proposals. Build level of confidence for RFT to our recommendations.
Effective October 8th, Trades Managers are micro-managing Out of SLA tickets to bring to rapid closure.
To bring overall SLA compliance toward the 90% SLA KPI target and hold at or above that level.
Field Operations to provide on site supervision for Re-clean services effective October 10th and will continue to provide crew training as needed on an ongoing basis.
Resolution of service issues and retraining of crews at the same time to avoid potential future repeats of poor performance. Keep QA issues at or below 5% KPI target.
Merging company-wide vendor resources (with a focus on Electrical) into WESTS system by October 24th.
Improved vendor leverage will expedite crew onsite time, service completion percentages and cost savings to Gap, to be measured by periodically reporting average ticket costs by Trade.
Reviewing and establishing non-Bundle General Trades markup/fee structure by October 29th.
Give Gap, Inc. the most competitive rates with a high level of transparency.
Setting up focused training seminars by SME’s for Trades groups to be completed by November 12th.
Increase trade-specific knowledge base of Coordinators allowing for better overall management of calls to improve SLA performance toward the 90% KPI target.
Coordinating a series of meetings with Service Channel to further integrate our systems and reporting capabilities by December 17th.
Increased ability to identify performance issues and opportunities to improve performance toward to KPI targets.
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Business Improvement Plan - Update
Completed Tasks– Proposals- review & standardization– Risk mitigation & missed service asset protection– Field supervision efforts– Construction service issues– Work order process flow
In Progress– Organizational changes (team building & training)– Communication & team building– Reporting improvements- operations & field– Training of Trades team– System upgrade opportunities (Service Channel & USM)– General trades mark-up – Vendor ranking & procurement initiatives
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Business Improvement Plan
October 15th Phase 1
LegendAccount Management Structure Communication Systems Service Delivery
Performance Reporting established
Critical mass of key vendors establishedFirst Draft
Performance reporting established
New Organizational structure in place
Second Governance Meeting
Initiate additional vendor sourcing
November 19th Phase 2 December 17th Phase 3
Vendor Ranking System Complete
January 21st
Initial Governance Meeting held All initial regional field
team meetings complete
Second set of regional field team meetings complete
Third set of regional field team meetings
completeWESTS
Enhancements Complete
Meeting with Service Channel
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Gaining Gap’s Confidence
Provide weekly updates to Gap on state of USM’s Business Improvement Plan.
Keep Gap informed on any changes that might affect USM’s ability to meet their commitments.
Inform Gap leadership of any personnel changes that might impact Gap but have a long term benefit.
Share internal communication related to process change with Gap to ensure alignment and avoid any unintended consequences.
TMD-8303-PL-0001 Rev. 0, Date: July 2010
Summary
Through the successful implementation and execution of the Business Improvement Plan, Gap will realize the following benefits:– Service Delivery Consistency– Clear defined communication– Single point of contact with accountability – Transparency– Timeline based action plans with proactive suggestions– Integration of Governance committee that will continually stride
to enhance our partnership– Complete transformation from Business as Usual to
Performance as Envisioned – Stabilize Work order Management and IVR