Rogers Cable Case

Rogers Cable: First Time Right Program
CASE STUDY ANSWER GUIDELINE

A. Defining the Issue(s):
-Eliminate the repeat effort currently required to successfully install and service customers during the 1st visit by Rogers Cable service technicians. B. Analyzing Case Data:
(Option One)
-1993 Canadian Telecommunication Act 1993 opened competition.
-Cable companies have typically focused on growing rapidly.
-Establishing a large subscriber base is key for pay-off to high investment cost.
-Focus on revenue growth NOT cost reduction is the industry mandate.
-20/100 installations have required repeat service calls.
-Performance evaluation initiatives are not managed.
-Service (or called TRUCK ROLL) is not provided by Roger employees
-36 companies are outsourced (700-800 contractors) & these companies are not evaluated on their performance

(Option Two)

IMAI’s 5 WHYS

Why does the issue occur? Because neither service technicians nor automated directory staff were properly trained to address this issue of ‘First Time Right’ program.

Why is the staff not being properly trained?
Cable companies focused on revenue growth rather than cost savings as was dictated by the cable market.

Why would this initiative struggle to be properly addressed? Proper training and communication services are not being provided, in particular to the 700-800 contractors used in outsourcing this service requirement. Service technicians are not being informed on the reason for their service call; namely are they the 1st visit OR are they being sent to correct a previous poorly performed service.

Why would the introduction of proper training / communication overcome the monopolistic marketplace syndrome? Promoting, developing and managing strong training and communication initiatives (complete with KPIs) which will deliver reduced repeat services as well as lower service requirements while always delivering strong customer service will result in mitigating excessive operating expenses and enhance further market growth for Rogers Cable.

C. Generating Alternatives:
(Focus on Pro’s & Con’s and / or ‘FISHBONE ANALYSIS’ Cause & Effect)

1. Perform all services with Roger Cable
employees
PROS: Roger Cable employees understand the ‘First Time Right’ program
CONS: Outsourcing this service requirement to sub-contractors who have no commitment to Roger Cable’s ‘First Time Right’ program.
It is impractical to hire full time employees for a seasonal requirement 2. Address performance evaluation reports
PROS: Clearly hi-lites the ‘root causes’ for short-falls
CONS: Requires time to capture and interpret information followed by proper training to all staff.

3. Introduce service training programs, complete with KPIs for both service providers (technicians & automated directory staff)
PROS: Further promotes the opportunity to successfully practice ‘First Time Right’ program
CONS: Requires management time to properly gauge the performance of the service technicians

FISHBONE ANALYSIS:

-The Fishbone Analysis (cause & effect) will be spearheaded by the defined issue: Eliminate Repeat Business
The causes to this spearheaded issue are: a. People b. Communication c. Culture d. Mkt Competition Environment
-The effect of addressing these ‘causes’ will be the reduction / elimination of repeat business.

D. Selecting Decision Criteria:
Any preferred ‘alternative’ (mentioned above) needs to encompass some or any of the following criterions, as these factors would lend themselves to correcting the defined issue acknowledged in this case study. These are all measureable, which is imperative to recognize when selecting decision criterions.

-Reduction of repeat services resulting in operating cost reductions
-Introduction of training initiatives
-Improvements to customer service
-Maintaining and possibly improving market share
-Enhancement of communication channels
(REFERENCE KPIs)

E. Assessing Alternatives:

As a continuation to the ‘selection decision criteria’, the SWOT Analysis will recognize the attributes to contribute to the ‘preferred alternative’.
In this assignment, how do the various alternatives support: recruiting practices, training initiatives, developing First Time Right training programs while evaluating performances.

REFERENCE SWOT ANALYSIS

Strengths: How can the alternative mitigate escalating operating expenses while promoting and delivering quality customer service.

Weaknesses: The cultural mandate of the industry promotes generating revenues and not the reduction of operating expenses; accompanied with quality customer service

Opportunities: The positive impact to the net income of the company as a result of reducing operating expenses and improving the level of quality customer service will enhance the growth of Rogers Cable Company while supporting continued growth in the ‘now’ open market.
Threats: The on-going cultural market attitude of generating revenues can prove to be an obstacle to overcoming this mindset.

F. Selecting the Preferred Alternative:
-It is essential to battle and win over the telecommunication’s open competition market.
-Develop and promote a training, evaluation and KPI program.
-Outsourcing may remain a real requirement for Rogers Cable Company in order to address the full time versus part time employment requirements for seasonable demand.
-Ensure all service technicians (Roger employees and sub-contracted) as well as automated directory staff are properly trained to deliver and support the ‘First Time Right’ program.
-Feedback from the customers need to be obtained, communicated to the service technicians and automated directory staff as well as used to improve existing training programs. Communication is KEY in this
exercise.
-There is a philosophy which states employees want to deliver quality performance and when this does not occur, it needs to be addressed with management; as management may not have provided the proper tools for successful performance.
-Specific and documented requirements for the First Time Right program must be clearly communicated to all service technicians as well as the Automated Directory Staff.
-Training programs need to be delivered and the participants must be tested to ensure they completely understand the requirements of the program. This includes the Automated Directory Staff who have a responsibility to promote self service by the customers thereby reducing the required capacity.
-As a result KPIs need to be clearly identified, communicated and captured. Samples of these KPIs are:
a. number of repeat service
b. operating cost of the service team
c. level of quality customer service provided
d. level of market captured by Rogers Cable Company
e. Customer Service Evaluation Program results

G. Developing an Action & Implementation Plan:

WHO will develop and deliver the training programs? (ie. Technician Supervisors / Mgrs)
WHAT will the training program promote? (proper communication & First Time Right program)
WHEN will the training programs be developed and delivered? (immediately, within the next 2-3 weeks)