11 End-to-End Process Improvement Initiative Connecticut Natural Gas and The Southern Connecticut Gas Company Northeast Gas Association Sales & Marketing.
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11
End-to-End Process Improvement Initiative
Connecticut Natural Gas andThe Southern Connecticut Gas Company
Northeast Gas AssociationSales & Marketing Summer Seminar
August 27, 2015
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Highlights• Connecticut’s Growth Opportunity• UIL’s Management Response• Process Improvement Initiatives
– Our Process for Process Improvement– Sample Process Mapping– Recommendations– Results to Date
• Role of Technology• Conclusion
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Gas Expansion in Connecticut• Governor Malloy’s “Comprehensive Energy
Strategy” (“CES”)– Multi-faceted energy plan for electric, gas,
renewables, transportation and buildings– CES spurs enabling legislation, including the
requirement for the LDCs to file a Joint Natural Gas Expansion Plan
• 10-year plan• 900 miles of new mains• 280,000 new heating customers• 50% market share
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The Opportunity to Grow is Apparent…
SCG Total
MileageTotal
Services
2010 6.3 1011
2011 8.9 1508
2012 22.2 2456
2013 26.6 2987
2014 26.2 2725
CNGTotal
MileageTotal
Services
2010 3.7 1004
2011 3.8 1294
2012 13.9 2106
2013 16.1 2477
2014 22.6 2572
SCG: 315% Mileage170% Total Services
CNG: 510% Mileage156% Total Services
Total % Growth from 2010 through 2014
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Expansion Opportunities
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UIL’s Management Reaction to CES Opportunity
• Realign and enhance the organization to meet the needs of the Plan– Create separate Construction organization
• Focus Process Improvement efforts on gas growth– Dedicated resource to lead effort
• Invest in technology to support it
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CEOJim Torgerson
Sr. VP Business Services
Anthony Marone
Sr. Director Sales & Marketing
Roddy Diotalevi
Director Residential Sales
Chris Ehlert
Director C&I Sales Terri Eller
Manager, Business Development
Jane Lano
Manager, Marketing Barb Roderick
Sr. Director Customer and Business Services
Rita King
Process Improvement Lead
Vincent Lam
CT Gas PresidentRobert Allessio
Sr. Director, Gas Engineering
Robert Jalette
Manager CNG Engineering
Paul Querfeld
Manager, SCG Engineering Kevin Gerety
Director Corporate Engineering CNG/SCG
Amos Barnes
Director Gas Construction
Gregg Therrien
Manager CNG Gas Construction
Rick Dion
Manager SCG Gas Construction
Bob Turley
Manager Construction Planning CNG/SCG
Cely Vano
Manager Construction Resources CNG/SCG
Jay Fletcher
Sr. Director Gas Distribution Chris Malone
Sr. Director Gas Supply John Rudiak
CNG/SCG Gas Expansion Plan Organization
Customer Acquisition Design Build Serve
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Our Process for Process ImprovementRecruit TEAM MEMBERS
Define SCOPE
HIGH LEVEL FLOW
BENCHMARK the Current Process Against Best In Class
Map the “As-Is” Process
Compare the “As-Is” Process between UIL Operating Companies
Map the “Perfect World” Process
Create a List of Action Items and Sub-teams to Achieve it
Monthly Progress Reports and Meetings
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High Level Flow: New Business Services
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“As-Is” Process Review: “Make it Ugly”
“As-Is” Work Flow
Manual Work Package
Systems
Engineering Construction
• Multiple system are utilized (iAve / SAP / Mapping Software (LifeCycle / GIS / Document viewer) / CS-10 (Filing Software))
• Processing time are slow• Multiple system approval needed to process work orders• SCG / CNG has various differences on cross functional users utilizing different
systems• SCG / CNG process has various differences• Engineering tasks are assigned to sales team• Engineering is utilizing sales system (iAve)• Lack of documentation • Manual tracking for work flow status• Long Lead time to process work orders
• Work Package is physically hand off from department to department• Risk of mis-handling and losing package is high• Consist of multiple touches and handling• SCG / CNG work package has various differences & requirements
Sales Operations
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“As is” Detailed Steps
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• Sales agreement / Site Visit
• Gather Customer information
• Property Sketch• Mark Meter Location• Generate Lead in iAve• iAve Approval status
from Internal Sales Reps
• Obtain any mapping from customer as needed (e.g. Sewer, Skeptic, etc)
Sales RepsA
B• Validate Sales agreement data in iAve• Request Strip Map from engineering• Create Business Partner Number (BP) in SAP• Create SAP notification number• Write BP # on sales agreement sheet• Approve all iAve status Manually
Internal Sales Reps
Construction• Daily – review open order report from
internal sales team• Assign new construction date &
work order to contractor crew and email status to sales / marketing team
• Weekly – Provide start date “Week of” to sales team on communicate to new signed customers
F Construction
H
• Print out latest & closest gas installation work order
• Add in any additional information or services records as needed to work package
• Add prefab header in SAP• Schedule jobs to contractor • Provide basic start date to contractor for new
jobs• Update SAP work order with work center &
assigned contractor• Update work order status in SAP
ContractorG• Construction of new services• Obtain permits & police requirements• Email previous day completed job to
construction team• Email to construction team on where they
will be working today• Fill out completed work order sheet
Construction
I
• Field inspector inspect contractor work during construction
• Field inspector review accuracy of completed work order sheet from contractor and sign off final work order sheet
• Dispatcher update equipment record in SAP & update work order status in SAP
Engineering
• Engineering scan final completed work order sheet into filing system
Internal Sales Reps
• Run daily open order & work order due data report (email to contractor & construction team)
• Weekly send out email communication to sales / marketing team on new construction date for new signed customers
Sales Internal Sales Engineering Internal Sales Field Inspector Construction Contractor Construction Engineering
C• Print out strip map for Sales• Confirms all permits & easement• Field visit - Gather information on service length,
meter locations & landscaping information• Designer create work order in SAP
• Input iAve Business ID into SAP PO field• Enter compatible units & parts
• Engineering manager / supervisor review and approval work order in SAP
• Change SAP status
Engineering
D Internal Sales Reps
• Change iAve status (Wait for SAP to iAve batch job to run )
• Run CAP model• Wait for Sales manager approval in iAve• Identify any easement (If easement put contract
on HOLD and send out easement to associated homeowners and UIL legal department)
• Identify any CIAC• If no CIAC – have customer sign sales
agreement• If CIAC contact customer if they would
like to paid CIAC and sign contract (Cancel contract if customer does not want to proceed paying CIAC)
• During customer sign contract, sales rep field visit to refresh riser marker location
• Create BP # & Premise # for meter set in SAP and input BP# & Premise # into iAve, create quote in SAP
• Work with construction to get Basic Start date, write basic start date into sales agreement and enter into SAP work order.
• Release work order in SAP• Scan Sales Agreement into CS-10
E Field Inspector
• Goes out for pre-inspection for new construction
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“As-is” Process Flowchart
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“As-is” Systems Map
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Automatic “As-Is” Flow – SCG / CNG Comparison – ConstructionInternal
SalesSales RepsField
Supervisor (SCG Only)
Construction Contractor Construction Engineering
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“Ideal” Workflow
Electronic Work Package
Web Browser based interface runs on PC or mobile device
Simple Work Package
Creation Wizard
Integration with legacy systems
Workflow inbox to facilitate
reviews, revisions, and assignments
Work package format that
mirrors paper-based tab
binders
Electronic forms
Electronic notification
Electronic work package delivery
Electronic track notes and changes
Photo, signature, text data capture capabilities
Electronic work package
assignment / routing
Archive capabilities for original work
package and all completed documents
Dashboard to monitor work package status
changes
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Recommendations
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Recommendations (continued)
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Monthly Progress Reports
• Make process improvement activities part of the corporate goals
• Complete benefit statements when process improvements are completed
• Monthly Progress reports and working meetings
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Invest in Technology• Implementing changes in existing systems may not
be enough. System upgrades may be necessary
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Some Real Results….• Sales Agreement Contract Enforcement• Digital Sales Agreements, including meter
location picture (replaces hand-drawing)• Contractor white-line, CBYD and initial site
visit• Main and Stub approach to Work Order
generation• Resource Planning and Scheduling• Backlog reporting
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Summary• Have a process for process improvement• Have a dedicated process leader / coordinator• Make Process Improvement a part of
Corporate goals• Make the “As-is” process ugly – “get real”• Break recommendations down into
manageable action items• Dedicated and scheduled follow-ups• Invest in people and technology
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Questions Questions
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