AT&T TICKET SYSTEM IMPROVEMENT PROCESS:

Michelina WalcottPriscillah Mogaka

Joseph Wireko

BUSINESS CONTENT:• The overall purpose of this business is to assist customers

with issues in a timely and organized manner.

• The process is located in the AT&T Enoc Center and this is the circuit management department

KPIs:

• Issue Resolution

• Agent Performance

• Ticket Queue

SERVICE/ PROCESS METRICS:

• Process/operational metrics is related to the average handle time and the number of

tickets resolved.

• Customer/value is related to first response time and the average resolution time per

case.

AT&T “AS IS” PROCESS:

CUSTOMER FACING SIDE1. Customer calls into the call

center2. Customer expresses issue

CALL CENTER3. Call center takes customers

info/issue4. Generates ticket

AUTOMATED SYSTEM

1. Ticket enters pending pickup state for 30

minutes

2. Automated testing begins

3. The system assigns ticket to technician based

on priority

TECH

4. Starts troubleshooting: MTTR- 4 hours

5. Field tech is dispatched if tech fails to

resolve issue

AS – IS MODEL:

IMPROVEMENTS:• Automation can't place a ticket in restore status or

close a ticket if it finds no trouble after testing

• It will now have to place the ticket in CP (Confirmation Pending) status

• Then, assign the ticket to an ELD manager to verify with the customer if their issue has been resolved

• With the use of lean, we can reduce the amount of time it will take to rework an issue that may or may not be completely fixed by utilizing our employees

IMPROVEMENTS:

TICKET HOLDING:• Before, ELD Manager confirms that the customers issue

was resolved.

• Once the ticket was resolved, the ticket was closed

• Now, once the ELD Manager confirms that the customer issue is resolved, they hold the ticket for 24 hours

• This allows the customer to call back in if they have any issues in those 24 hours without having to resubmit a

ticket and go through automation

TO- BE MODEL

CHALLENGES: Making individuals take on more responsibility has a negative impact on

their performance and take on the company

Getting the BPMN model to flow correctly, eliminating redundant steps and making sure not to put too much

work on one area/individual These improvements will face some

disapproval from the Union ELD managers may have trouble finding

the time to take on extra responsibilities

IMPLEMENTATION:

• The main challenge that should be addressed is disapproval from the Union. We propose to have a meeting with all the employees, head managers and CEOs to explain benefits of the new improvements to both employees and the company

• Also, having our employees resent their work because of the additional responsibilities can be explained through utilizing our resources (e.g. Employees)

and not wasting time and efforts that can be used on other customers

• Originally one of the responsibilities of the ELD manager is to update the tickets that Techs failed to update, however, if we can get the Tech to update the ticket

that reduces the ELDs work load allowing them to take on the new responsibilities without being overworked