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ACCC Process Improvement Team1

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All contents within this document are HP Confidential.
Revision Date: 08/20/99
ACCC Process Improvement Team
Document Owner: Stacey Coseo, Janet Klepac
Please direct all questions or comments to Stacey Coseo (T: 278-7608) and Janet Klepac (T: 278-7560)

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ACCC Process Improvement Team
Table of Contents
CHARTER AND PROJECT SCOPE.................................................................................................................................................................................................4

ASSUMPTIONS ...................................................................................................................................................................................................................................4

TEAM COMPOSITION......................................................................................................................................................................................................................4

METHODOLOGY................................................................................................................................................................................................................................5

MAPPING PROCESS..........................................................................................................................................................................................................................6

PROCESS TREE..................................................................................................................................................................................................................................7

PURPOSE STATEMENTS..................................................................................................................................................................................................................8

RELATIONSHIP MAP SAMPLE......................................................................................................................................................................................................9

6.0 CCC SERVICE AND SUPPORT RELATIONSHIP MAP......................................................................................................................................................10

6.2 SERVICE AND SUPPORT STRATEGIC ALLIANCE RELATIONSHIP MAP.................................................................................................................11

6.4 SERVICE AND SUPPORT LOGISTICS MANAGEMENT RELATIONSHIP MAP..........................................................................................................12

6.5 SERVICE AND SUPPORT DELIVERY RELATIONSHIP MAP..........................................................................................................................................13

7.0 INFRASTRUCTURE SUPPORT RELATIONSHIP MAP......................................................................................................................................................14

7.2 BUSINESS SYSTEM AND PROCESS IMPROVEMENT RELATIONSHIP MAP.............................................................................................................15

7.3 IS/IT SOLUTIONS MANAGEMENT RELATIONSHIP MAP..............................................................................................................................................16

DEFINITION OF TERMS.................................................................................................................................................................................................................17

DISCONNECTS AND RECOMMENDATIONS............................................................................................................................................................................19

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ACCC Process Improvement Team

Charter and Project Scope

The purpose of this project is to provide a detailed analysis of the call center key processes to determine disconnects, overlaps, and inefficiencies that are
impacting the quality and cost of providing customer support within the Americas. The scope is:

Inclusive of Call Center processes.

Inclusive of Business Solutions Team functions.
Exclusive of Division and Technical Marketing functions.
Exclusive of onsite repair operations.
Exclusive of product distribution.

Assumptions

Assumptions included within this project are:

There are no areas or processes that cannot be improved upon.

Processes are connected and the business system is always changing.
Process analysis will build on the previous work completed by the ISG Supplies Organization Business System.
Processes will be documented using relationship maps & disconnects will be identified.
Sub-teams will be formed to correct disconnects that effect day-to-day job tasks.
A division QMS model has been extended to describe the regional group function of support.

Team Composition

Sponsors:
ISG 3SO CCC Manager Janet Klepac
Business Solutions Manager Roy Reinhardt
Members:
ISG 3So Americas Administrative Assistant Kristin Spohr
Support Delivery Assurance Business Analyst Lee Linebarger
ISG 3SO CCC PLE1 Manager Don Russell
ISG 3SO CCC PLAD Manager Gail DeMars
Learning Solutions Liaison Doug Sexton
ISG 3SO CCC Support Services Manager Brad Bates
Support Delivery Assurance Quality Consultant Stacey Coseo
ISG 3SO CCC PL3C/PL56/PL4N/PL6A/PL87 Phil Hughes
Manager

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ACCC Process Improvement Team

Methodology2

To provide a detailed analysis of the call center processes, the Process Improvement Team (PIT) used the process management methodology below.

Relationship Process Map/ Process Standardiza-

Process Tree Owner
Map Flow Metrics tion

Continuous Improvement

Within the methodology, a process is a series of value-added steps that convert an input into an output. For example, in delivering support to HP customers, a
customer request for information is an input. A problem resolution, or an output, is then delivered back to the customer.

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Process defined by Karla Williams
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 ACCC Process Improvement Team

Mapping Process

Learned Mapping
Defined CCC Systems, Defined System Selection of Subteams
Concepts (Process Documentation &
Reviewed Existing ISG Supporting Systems, Subprocesses, Terms, to Continue Process
& Relationship Communication to
Process Tree Terms, & Relationship & Documentation &
Maps Sponsors Initiated
Maps Relationship Maps Improvement
Methodology)

Pinpointed & Current Progress

Prioritized Disconnects

Formulated
Recommendations

Assigned Owners

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ACCC Process Improvement Team
Process Tree

The PIT leveraged from previous process tree mapping performed by the ISG Supplies Organization Business System. This map details the key functions within
ISGs Business System and extends to a Quality Management System methodology.

1.0 Business Planning

& Management

2.0 Product
Generation

3.0 Order/Demand
Generation

ISG Supplies
4.0 Supply Chain
Organization Business
Management
System

5.0 Order/Demand
Management

ACCC Process
Improvement Team focused
on these two components
6.0 Customer
Services/Support

7.0 Infrastructure
Support

Customer Service/Support is function 6.0. It is supported by 7.0 Infrastructure Support. The purpose of 6.0 Customer Service/Support is to provide a complete
support solution to the customer (internal or external) that meets or exceeds their expectations. The purpose of 7.0 Infrastructure Support is to provide the
support and resources needed to efficiently and effectively run the business system, including its context, capability (people) and infrastructure (processes,
information systems, information technology, funding, and equipment).

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ACCC Process Improvement Team

Purpose Statements

As stated earlier, the PIT focused on processes within the Americas call center. Within the business system, several components comprise 6.0 Customer
Service/Support including:

Component3 Process Purpose Statement

6.0 Customer Service and To provide a complete support solution to the customer that meets or exceeds their expectations.
Support
6.1 Service and Support To provide product level lifetime support information and direction to worldwide HP partners.
Strategic Planning
6.2 Support Strategic To manage the suppliers of service, support, and materials to provide a competitive advantage for the division and complete solution for
Alliance/Supplier the customer.
Management
6.3 Service and Support To achieve or exceed fiscal year targeted warranty costs for the division.
Costing
6.4 Support Logistics To manage inventories of support materials to meet or exceed service level requirements by region for the division.
Management
6.5 Service and Support To provide convenient access to HP support services that provide a seamless solution for customer satisfaction and loyalty.
Delivery
6.6 Channel Returns To provide accurate channel return data to worldwide marketing centers and to minimize warranty exposure to the division.
Management
6.7 Support Change To identify, generate, and implement hardware and support changes to ensure customers receive division approved solutions that
Management maintain the quality and reliability of the product, service, and support.

6.8 Worldwide Warranty
Reporting and
Administration
7.0 Infrastructure Support
7.1 Human Resource
Management
7.2 Business System and
Process Improvement
Management
7.3 IS/IT Solutions
Management
7.4 Financial Analysis and
Decision Support
7.5 Facilities Management
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Shaded items fall outside of ISG 3SO CCC processes and supporting functions and were not addressed within this project.
To manage, measure, and communicate accurate warranty data to functional management, technical marketing, and current product
engineering.
To provide the support and resources needed to efficiently and effectively run the business system, including its context, capability
(people) and infrastructure (processes, information systems, information technology, funding, and equipment).
The organization has not yet defined processes using this methodology.
To provide evaluation, improvements, training, education and development that improves the efficiency and effectiveness of the support
organization.
To provide easy-to-use and cost effective tools for our customers.
The organization has not yet defined processes using this methodology.
The organization has not yet defined processes using this methodology.
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ACCC Process Improvement Team

Relationship Map Sample

To understand relationship mapping the following map is provided with explanations.

Organization/
Project Relationship Map Sample
Output from Entire System
1 Input to Entire System 3
Organization/ Organization/
Process 1 Disconnect (summary
Disconnect (summary Process 1
& recommendation
& recommendation
following subprocess
following subprocess
maps)
maps)

Input to System Subprocess/Element Output from System

Organization/ to Process Organization/
Input to/from System Subprocess/Element
Process 2 Process 2

Input to/from System Subprocess/Element

X.Y System
Subprocess 2
System subprocesses may be
Output from System
documented in subsequent
to Process
Organization/ Input to System maps Organization/
Process 3 Subprocess/Element Output from System Process 3
to Process
Shipping Requests

X.X System
Subprocess 1
Organization/ Input to Organization/
Output from System to Process
Process 4 Entire System Process 4
Output from System to Process

Organization/ Input to System Subprocess/Element Output from System to Process Organization/

Process 5 Output from Process 5
Input to/from Entire System
2 System
Subprocess
/Element
X.Z System
Input to Blue line signifies Subprocess 3 Output from
Organization/ System subprocesses or Entire System Organization/
Process 6 Subprocess/ elements confined Process 6
Element within a system Output from
Entire System

All inputs appear on All Outputs appear on

the left side of the the right side of the
map map
Purpose statement for process.

Process Owner: Date: Page

Job Title: Revision: File Name/Location:

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ACCC Process Improvement Team

6.0 CCC SERVICE AND SUPPORT RELATIONSHIP MAP

Inputs 6.0 Service & Support Outputs

Non-HP Metrics Reports

Alliance/Supplier Product Replacement
ISG Division
Product Requests
(ISV,IHV, Business Systems
Outsourcers, 3rd
Party Consultants)

HP Product Fulfillment Status

6.4 Miscellaneous Shipper Shipping
Alliance/Supplier Metrics Reporting
(PSD, Site IT) Service & Support
Process Implementation Plan Logistics
Division Requests Order Status Info Management Shipping HP Alliance/
ISG Division Request Supplier
Product Support
Business Plans (PSD, Site IT)
Systems Support Customer Refund
NPI Deliverables Service Requests Request
6.5 Shipping Requests
Customer Information Service &
End Users Support Delivery Financial
Customer Requests Refund Requests Service Center

6.1 (Both HP & Alliance/ Product Line Top Issues Report

Service & Suppliers Delivery)

Business Support Customer Problem Resolution End Users
Support Strategy
Strategic
Planning Non-HP
6.2 Alliance/Supplier
CCC Alliance Strategy (ISV/IHV, Outsourcers,
1.6 Service & Support Requirements
3rd Party Consultants)
Alliance Strategy & Metrics
Management Reports Support Strategic Equipment
Alliance/Supplier Requirements
IS/IT Service 7.0
Management Requirements Infrastructure Support
IS/IT Strategies Consulting
Requests
7.0 IS/IT Services
Infrastructure Tools/Equipment 7.2
Training
Support Requirements
Business System &
NPI Training
Process Management
IS/IT Consulting

The purpose of the Customer Service & Support Process is to provide a complete support solution to the customer that
meets or exceeds their expectations.
Process Owner: Janet Klepac Date: 08/06/98 Page
Job Title: ISG 3SO CCC Manager Revision: 1 File Name/Location:

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 ACCC Process Improvement Team

6.2 SERVICE AND SUPPORT STRATEGIC ALLIANCE RELATIONSHIP MAP

Inputs
6.2 Service & Support Strategic Alliance/ Outputs

Supplier Management ISV/IHV

Requirements
ISG Division
Hot Site Strategy Business Systems
1.6
Alliance Strategy & Training
Management 6.2.1 Requirements 6.2.3 Solution for Hot Site End User
Outsourcing
Contracts ISV/IHV TQS Report Card Hot Sites
Management ISV/IHV
Expectations Management Field Sales
Force/
CARS
6.5 3
Service & Support
Delivery
TQS Report Card
Non-HP
TQS Report
Card
6.2.2 Outsourcer Expectations
Alliance/Supplier
Outsourcing Training Requirements (ISV,IHV, Outsourcer,
Management Forecasts 3rd Party Consultants)
Training/Courses Outsourcer
7.2
Requirements
Business System &
Process Improvement Outsourcer
4 Service
Requirements
ISV/IHV Repair/
ISV/IHV Exchange
Strategy
1 6.2.4 Requirements
ISG Division
Unit Projections
Repair/
Business Systems
Repair/Exchange
Exchange Outsourcer Repair/
Exchange
2 Requirements Requirements

7.3
IS/IT
System Solutions Management
7.3 Requirements
IS/IT
Solutions Management

The purpose of the Support Strategic Alliance/Supplier Management Process is to manage the suppliers of service, support and materials to
provide a competitive advantage for the Division and complete solution for the customer.

Process Owner: Gail DeMars Date: 08/06/98 Page

Job Title:Travan Tape Manager Revision: 1 File Name/Location:

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ACCC Process Improvement Team

6.4 SERVICE AND SUPPORT LOGISTICS MANAGEMENT RELATIONSHIP MAP

Inputs
6.4 Service & Support Logistics Outputs
Management
Process
7.0 Consulting
7.2.3
Infrastructure Tools/ Training, Education
Support Equipment Request & Delivery
For
Training
6.4.4 4
ISG Support
Service Process
ISG Division Business Request Financial Service
Systems Development/ Center
Refund Process
3 Implementation
Exchange Process
Part #'s & Prices

Refund Request
Repair/Exchange Feedback 6.5
HP 6.4.3 Service & Support
Part #'s & Data
Alliance/Supplier Delivery
(PSD, Site IT) Stock & Inventory Info 5 Order Order Status
Fulfillment Info

Refund Order Status Request

Request Order
Status Shipment Requests
Request Shipping
6.5 2
Service & Support Upgrade Exchange
6.4.1 Non-Standard Product/Part
Misc. Shipping Request
Delivery Miscellaneous Misc. Shipper
Shipper Request
1
HP
Alliance/Supplier
(PSD, Site IT)
Request for In-
6.4.2
House Product Supply
Product & Supply
In-House
ISG Division Business
Call Center Product
Request
Systems

The purpose of the Support Logistics Management Process is to manage inventories of support materials to meet or exceed service level
requirements by region for the division.

Process Owner: Gail DeMars Date: 08/06/98 Page

Job Title: Travan Tape Manager Revision: 1 File Name/Location:

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ACCC Process Improvement Team

6.5 SERVICE AND SUPPORT DELIVERY RELATIONSHIP MAP

Inputs 6.5 Service & Support Delivery Outputs

Refund Request
Replacement Product
5 HP Escalations Request
Replacement Shipment of Missing
Kit
Other HP Business
Systems Service Request ISG Division
Beta Tests Fulfillment Business
Requests 6.5.5 NPI Checklist
Systems
Market Analysis Completed
Requests
ISG Division Support Impact
Assessment
1 Feedback

Product Support
Plan
Product 7.2
ISG Division Business
Systems
Programs Strategy Request 6.5.4
Business System &
Enhanced Service Process Improvement
Requests Escalations HP
2nd Tier 3 Alliance/Supplier
7.2 2nd Support
Business System & Training
6.5.6 Requests (PSD, Site IT,)
Process Improvement Customer 2nd Tier Non-HP
Voice 6.5.3 Requests
Alliance/Supplier
4 Ownership (ISV,IHV,
7.3 Fax 6 Request
IS/IT Solutions Parts & Equipment 2nd Tier ISV/IHV Outsourcers, 3rd
Management Tools
Request Party Consultants)
Resolution
Replacement Product Alternative Support
Consulting/ Request Requests
Services
Request Shipment of Fax Resolution
6.5.1 End User
Non-HP Missing Kit Alternative Support
8 4
Alliance/Supplier Customer Survey Call Requests
(ISV,IHV, Outsourcers, Call
6.5.2
3rd Party Consultants)
2 Ownership Handling Electronic 6.4
E-Mail Resolution Service & Support
Logistics
End User Customer Request Refund/Exchange/ Management
Customer Request Fulfillment Request
Call Resolution
Customer Request
6.2
6.4
Order Status Info Service & Support
Service & Support
Product Info
Strategic Alliance/
Logistics
Supplier
Management Support Service Processes
Voice of the Customer
Management
7
Feedback
The purpose of the Service & Support Delivery Process is to provide convenient access to HP support services that provide a seamless
solution for customer satisfaction and loyalty.
Process Owner: Managers Date: 06/05/98 Page
Job Title: Product Line Manager Revision: 1 File Name/Location:

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 ACCC Process Improvement Team

7.0 INFRASTRUCTURE SUPPORT RELATIONSHIP MAP

Inputs 7.0 Infrastructure Support Outputs

2 NPI Deliverables
Product
Support
ISG Division
Strategy End User
Business System
Program
Support Tools/Equipment
Strategy

7.3 Support
IS/IT System HP Alliance /
Service IS/IT Solution Requirements Supplier
Requests
6.0 Management IS/IT Service
(PSD, Site IT)
Service & Support Troubleshooting
Techniques Requests
3 Support
Requirements
Non-HP
IS/IT Consulting
Alliance/Supplier
Requests 7.2 (ISV,IHV
Business Business
Outsourcers, 3rd
Non-HP Party Consultants)
Consulting/Services
System Requirements
Alliance/Supplier Alliance / Supplier Data / IS/IT
(ISV/IHV, Outsourcers, Information Process Training Strategies
3rd Party Consultants) Service Contracts Improvement Requirements
Training
Management Standard Reports Service 6.0
Request Service & Support
HP Alliance/Supplier Service
Fulfillment
Process IS/IT
(PSD, Site IT) Request Implementation
Fulfillment Consulting

Support BSS / Business

6.1 Objectives ISG Division
Service & Support 1 Business Systems
Strategic Planning

The purpose of the Infrastructure Process is to provide the support and resources needed to efficiently and effectively run the Business System
including its context, capability (people), and infrastructure (processes, information systems, information technology, funding, equipment).

Process Owner: Roy Reinhardt Date: 08/06/98 Page

Job Title: Business Solutions Manager Revision: 1 File Name/Location:

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 ACCC Process Improvement Team

7.2 BUSINESS SYSTEM AND PROCESS IMPROVEMENT RELATIONSHIP MAP

7.2 Business System &

Inputs Process Improvement Outputs

Programs
5 Objectives
6.1
Future Programs
Service & Support Plan
5 Consulting
Process
Strategic Planning Support BSS/Business 2 Documentation
Objectives
7.2.2 Process 6.0
Non-HP 7.2.1 Process
Business Implementation Service & Support
Consulting/Services
Alliance/Supplier Business Implementation System
(ISV,IHV,Outsourcers, Contract Plan
3rd Party Consultants) Deliverables System/ Process
Process Metrics
Requirements
Implementation
Division Approved
5 Program Planning & Business
ISG Division Requirements Non-HP
Business System
Agreement
Decisions
Evaluation Training Alliance/Supplier
Requirements
(ISV,IHV,
Call Center Approved Outsourcers, 3rd
5
Programs
Course Content 7.2.3 Courses/Products Party Consultants)
Input Strategy
Training, Communications

Training Education & 3 Training Evaluations

6.0 Requirements
Delivery 4 Course Requirements
Service & Support 7.2.5 ISG Division
Report
Report Impact Assessment Business Systems
Requirements
Production
7.2.4
7.3.3 Standard
IS/IT Reports Customer 1 Survey Results

Project Management Systems Implementation

Voice
Plan

End User Customer Feedback

The purpose of the Business System and Process Improvement Management is to provide evaluation, improvements,
training, education and development that improves the efficiency and effectiveness of the support organization.

Process Owner: Roy Reinhardt Date:08/06/98 Page

Job Title: Business Solutions Manager Revision: 1 File Name/Location:

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 ACCC Process Improvement Team

7.3 IS/IT SOLUTIONS MANAGEMENT RELATIONSHIP MAP

Inputs 7.3 IS/IT Solutions Management Outputs

Support BSS/

6.1
Business Objectives
7.3.1 6.0
IT
Service & Support IS/IT Roadmap
Service & Support
Strategic Planning New Business
Strategic Disaster Recovery

Consulting Planning Plan

Serivces Equipment Project Updates

Non-HP Alliance / Equipment Fulfillment
Project
Supplier Service Requests Needs/
Plan
Requirements
(ISV,IHV, Outsourcers, Fulfillment
ISG Division
3rd Party Consultants)
Business Systems
7.3.2 7.3.6
7.2.1 Project IS/IT Project IS/IT Capability
Business System/
Charter
Launch 7.3.4 &
Process Planning & IS/IT Arc
Evaluation
Process
Implementation
Capacity
Plan Support & Management HP
Systems
Implementation
Enhancement Alliance / Supplier
System
Plan Service Request Enhancements
Equipment (PSD, Site IT)
HP Requests
Fulfillment
Alliance/Supplier
(PSD, Site IT) 7.3.5
7.3.3 IS/IT Release to
IS/IT Project Support System Production End User
Requirements
6.0 Project Updates Management Test
& Document
Service & Support Plan Control Process
Implementation
Systems
Implementation
IS Service
Requests

The purpose of IS/IT Solutions Management is to provide easy-to-use and cost effective
tools for our customers.

Process Owner: Roy Reinhardt Date: 08/06/98 Page

Job Title: Business Solutions Manager Revision: 1 File Name/Location:

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ACCC Process Improvement Team

Definition of Terms

Agreement Decisions: Representation and facilitation of Support requirements for ISV/IHV, division, and partners.
Alternative Support Request: Message provided to the customer using electronic services to reroute them to an on-line agent for problem
resolution.
Business Process Documentation: The documents needed to explain and improve the processes and procedures used to support call center
activities.
Business Requirements: The plans and information needed from the call center to determine equipment, software, processes, and tools necessary to
the business operations (includes Non-HP Alliance/Supplier).
Call Center Approved Programs: Initiatives created by the call center to enhance business or offer additional services.
Call Center Product Request: Products and supplies used for agents to learn and support products.
Consulting Services: Tasks performed by call center support groups including: facilitation, service request fulfillment, contract and project
management.
Customer Request: Presales request (product information) and Post-sales request (troubleshooting).
Disconnect: Anything that takes away from, degrades, or negatively impacts the effectiveness or efficiency of a Business System or one of its
processes.
Division Request: nontraditional services requested by the division of the support center such as beta testing.
Enhanced Service Request: Activities needed by marketing centers and division such as beta testing, market analysis, needs assessment, and
specialized services that are typically not offered or modify existing support offerings.
Escalations: Call center function providing 2nd tier call handling including troubleshooting and communication of issues (resolved or unresolved)
to divisions.
Feedback: Tracking of product trends experienced by the customer reported to the division for future product improvements.
HP Alliance Supplier: An organization that is partnered or provides a service used within the call center system such as Product Support Divisions
(PSD), Customer Information Systems (CIS), HP Corporate, and any other HP division or function.
IS/IT Strategies: Plans needed to communicate resource, equipment costs, and future needs to the call center.
ISV/IHV Expectations: Items needed to fully comply with the support strategy requirements including 95% services level, database entry, reporting,
etc.
ISV/IHV Requirements: Tools/equipment needed by call center to comply with support strategy developed for ISVs/IHVs.
Non-HP Alliance Supplier: An organization that is partnered or provides a service used within the call center system such as Aspect, third party
training suppliers, telecom consulting, and negotiated vendor.
Non-standard Product/Part Miscellaneous Shipping Request: A consumable or product unavailable from distribution centers need by customer.
Typically shipped from the call center via a miscellaneous shipping process.
NPI Deliverables: Division, Marketing Center, and Call Center designated tasks or documents required for a new products release including the
Technical Content Model, Product Support Plan, Technical Reference Manual, training and support units.
Order Status Information: Reporting of inventory available to customers obtained through the COPS system and PACO/CREW to the ACCC.
Outsourcer Expectations: Items needed to fully comply with the support strategy requirements including 95% services level, database entry,
reporting, etc.
Outsourcer Requirements: Tools/Equipment needed by call center outsourcer(s) to comply with support strategy.
Ownership Request ISV/IHV: Call center request to an ISV/IHV to own and resolve customer issue.
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ACCC Process Improvement Team

Process Implementation: Resources provided to the call center that facilitates effective and efficient business operations such as programs,
applications, and tools.
Programs Support Strategy: The plans and information needed from the division, call center, marketing center to determine equipment, software,
processes, and tools necessary to implement programs.
Request for In-house Product: A consumable or a product used in the call center as a resource or tool to satisfy customers.
Standard Reports: Data used to report business status and analyze performance within the call center such as the Call Center Operations Report,
Call Center Summary Report, and the Worldwide Report.
Stock Inventory Information: Data used to set delivery expectation to customer.
Support Business Support Strategy (BSS) and Business Objectives: The fiscal strategy and objectives used to guide business decisions and planning
includes hoshins, business fundamentals and deliverables.
Support System Requirements: Information and specifications needed from the call center to determine equipment, software, processes, and tools
necessary to the business operations (includes Non-HP Alliance/Supplier).
Tools: An application, system, or equipment used in performing an operation that is necessary to the business such as reporting and analysis
software, call tracking databases, Internet and fax systems.

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ACCC Process Improvement Team

Disconnects and Recommendations

Process Disconnect Summary Recommendation Owner/Accountability/Deliverable

Map
Disconnect
6.2-1 Insufficient call center involvement in the strategy for ISG More buy-in and involvement of Owner: Janet Klepac and Roy
management. ISG 3SO CCC managers and SDA. Reinhardt
Accountable to: PIT
Deliverable: Joint planning sessions.
6.2-2 Exchange/Repair provider has no incentive to correct issues Support Service Manager must be Owner: Brad Bates
causing repair/exchange dissatisfaction (varying degrees of given authority to be a division Accountable to: Gail DeMars, Don
dissatisfaction dependent on product line) (Example: support advocate for Russell, Phil Hughes
Relationship needs to have accountability to the call center.) representation. Deliverable: Plan to address process
and communications.
6.2-3 Roles and responsibilities in the outsourcing contract are not clearly Define and document roles and Owner: Janet Klepac and Roy
defined. responsibilities within contracts. Reinhardt
Accountable to: Gail DeMars, Don
Russell, Phil Hughes
Deliverable: Plan to address process
and communications.
6.2-4 Security, audit issues, and limited logins are the reasons HP Liaison needed to address security and Owner: Roy Reinhardt
information is not available to Outsourcer and ISV/IHV (i.e. Internal access for call centers. Accountable to: Gail DeMars, Don
web site, DLS, etc.). Russell, Phil Hughes
Deliverable: Plan to address process
and communications.
6.4-1 Cannot rely on distribution centers to provide the items necessary Distribution centers must offer Owner: Divisions
for miscellaneous shippers (Example: Firmware tapes). flexible distribution pipelines for Accountable to: Gail DeMars, Don
specialized parts. Russell, Phil Hughes
Deliverable: Plan to address process
and communications.
6.4-2 Misship information is not readily available for PLE1 and PLAD Proactive communications must be Owner: Brad Bates
agents (not all agents have access to this information due to a available, enabling agent to set Accountable to: Gail DeMars, Don
limited number of logins effecting the accuracy of information proper delivery expectations for Russell, Phil Hughes
given to the customer). customers. Deliverable: Plan to address process
and communications.

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ACCC Process Improvement Team

Process Disconnect Summary Recommendation Owner/Accountability/Deliverable

Map
Disconnect
6.4-3 One source for part number entry is needed (preference: automated Develop an effective plan or process. Owner: Brad Bates, Mike Gates
process). (SWISE), Todd Rutherford (CCS)
Accountable to: Gail DeMars, Don
Russell, Phil Hughes, Technical
Marketing Managers
Deliverable: Plan to address process
and communications deficiencies.
6.4-4 Learning Solutions (LS) does not currently own training on new Institutionalize processes and changes Owner: Brad Bates, Doug Sexton
processes coming out of 6.4.4 Process Development/Implementation. within all training content including Accountable to: Gail DeMars, Don
outsourcers. Russell, Phil Hughes
Deliverable: Plan to address process
and communications deficiencies.
6.4-5 Repair/exchange status information is not readily available for agents Customer satisfaction needs to be Owner: Brad Bates, Doug Sexton
(not all agents have access to this information due to unmet clearly documented and agreed upon Accountable to: Gail DeMars, Don
expectation of Alliance/Supplier communications affecting the (needs should be classified). Russell, Phil Hughes
accuracy of information given to the customer). Deliverable: Impact assessment for
division review and decisions.
6.5-1 Division response to call center feedback on top reported issues is Call center management support is Owner: Phil Hughes, Gail DeMars,
inadequate to facilitate changes and further process needed to drive the division Don Russell, Technical Marketing
improvement. communications and responses. Managers
Accountable to: PL agents
Deliverable: Statement of division
intent or resolution by issue.
6.5-2 HP support expectations differ from Non-HP Alliance Define deliverables and ownership Owner: Colleen Jensen
(outsourcers) support expectations. within outsourcer contracts. Accountable to: Gail DeMars, Don
Russell, Phil Hughes
Deliverable: Deliverable criteria
summary.
6.5-3 Non-HP Alliance Suppliers do not consistently report escalations data Define and document escalations Owner: Roy Tomalino
into the call center for trend analysis and tracking. process with Non-HP Alliance Accountable to: Gail DeMars, Don
Supplier (including metrics). Russell, Phil Hughes
Deliverable: Mapped process and
communications.

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ACCC Process Improvement Team

Process Disconnect Summary Recommendation Owner/Accountability/Deliverable

Map
Disconnect
6.5-4 Message provided to the customer using electronic services to re- An electronic service agent should Owner: Brad Bates, Janet Klepac
route them to an on-line agent for problem resolution (email cannot also perform all processes that can be Accountable to: Gail DeMars, Don
collect fee for out-of-warranty support contacts). done by an on-line agent. Russell, Phil Hughes
Deliverable: Plan to address process
standardization.
6.5-5 Customers do not have a well-defined path for product, process, or Reduce redundancy in escalation Owner: Roy Tomalino
logistics dissatisfaction and exceptions. process. Accountable to: Gail DeMars, Don
Russell, Phil Hughes
Deliverable: Document improved
process.
6.5-6 ISV/IHV response to call center escalations is inadequate to facilitate Ownership and consequences defined Owner: Colleen Jensen
changes and further process improvement. in the contract for non-compliance. Accountable to: Gail DeMars, Don
Russell, Phil Hughes
Deliverable: Contract template
designed and communicated.
6.5-7 Partners do not have a full understanding of Total Quality Support Communicate to partners. Owner: Stacey Coseo
(TQS) report card. Accountable to: Gail DeMars, Don
Russell, Phil Hughes, Divisions, and
Marketing Centers
Deliverable: Communications plan.
6.5-8 Support parts missing at new product introduction. Checklist developed, agreed upon, and Owner: David Gladis, and Corey
status communicated at T-2. Jackson
Accountable to: Gail DeMars, Don
Russell,
Deliverable: Checklist and
communications plan.
7.0-1 Insufficient Support Delivery Assurance Team (SDA) More support and involvement of Owner: Janet Klepac and Roy
involvement in the strategy for ISG management. SDA contributors. Reinhardt
Accountable to: PIT
Deliverable: Joint planning sessions.

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ACCC Process Improvement Team

Process Disconnect Summary Recommendation Owner/Accountability/Deliverable

Map
Disconnect
7.0-2 Accountability for missing NPI deliverables needed. Impact assessment and Owner: Doug Sexton, Gail DeMars,
recommendation for addressing Don Russell, Phil Hughes
missing components. Accountable to: Gail DeMars, Don
Russell, Phil Hughes and agents
Deliverable: Impact assessment and
communications plan.
7.0-3 Report requirements are not communicated or documented. Report objectives need to be clearly Owner: Gail DeMars, Don Russell,
stated. Metrics need to be defined for Phil Hughes
showing measurability for meeting Accountable to: SDA reporting
objectives. representatives
Deliverable: Support objectives with
requirements defined.
7.2-1 Electronic Services survey results are not included in the Voice of Merge results. Owner: Stacey Coseo and Janet
the Customer reports. Klepac
Accountable to: Division
Deliverable: Coordinated reporting.
7.2-2 Processes are not documented, communicated, or supported by Obtain buy-in from support partners to Owner: Roy Reinhardt, Lee
our partners. enable consistent process Linebarger, Janet Klepac
management. Accountable to: Gail DeMars, Don
Russell, Phil Hughes, Divisions
Deliverable: Process documentation
minimums defined and agreed to.
7.2-3 Training evaluations and histories need to be available on-demand Automate evaluations and histories. Owner: Doug Sexton
through automated systems. Accountable to: Gail DeMars, Don
Russell, Phil Hughes and agents
Deliverable: Automated reports.
7.2-4 HP support training expectations differ from Alliance support training Define deliverables and ownership Owner: Colleen Jensen, Doug Sexton
expectations. within outsourcer contracts. Accountable to: Gail DeMars, Don
Russell, Phil Hughes
Deliverable: Deliverable Criteria
Summary.
7.2-5 All planning for programs do not flow through one source. All programs should be communicated Owner: Mick Harris
through 6.1 Service and Support Accountable to.: Division, Customer
Strategic Planning. Care Center
Deliverable: Communications of
programs, impacts, and metrics.

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