Transcript Document

New Service Delivery
Presented by Milton Russell
New Service Delivery
Scope
Team Members
Training
Methodology
Project Start Date
May 25, 2005
New Service
Delivery Scope
Beginning: Customer (builder, developer,
home and commercial owner, contractor,
etc…) contacts CPS Energy for new
service (electric and/or gas service).
Ending: Customer receives CPS Energy
services through gas/electric meter.
New Service Delivery
Scope (cont.)
Included in Scope:
• Distribution system electric and/or gas only
• Residential subdivisions Overhead (OH) and Underground Residential
Distribution (URD)
• Residential single family/multi-family dwellings,
• Commercial developments OH and Underground (UG)
• Mobile home lots
• Streetlights installed as part of residential subdivisions.
Not included in Scope:
• Customers with existing services from CPS Energy
• Civic and System improvement projects
• Overhead to underground conversions
• Transmission projects
• Downtown network projects
• Maintenance and Repair of existing infrastructure
Team Members
•
Julius Moore – Team Leader
– Years: 10
– Area: Transmission Planning/Underground Engineering
•
Duane Dugie
– Years: 29
– Area: Customer Coordination/ EDS East
•
Mark Barth
– Years: 34
– Area: Large Commercial Planning
•
Hubert Friesenhahn
– Years: 24
– Area: Underground Cable Splicer/EDS East
•
Floyd Haman:
– Years: 23
– Area: Underground Electric Distribution (UED)/EDS West
•
Charlie Martinez
– Years: 28
– Area: Overhead Construction/EDS West
Team Members
•
Jeanine LaRocque
– Years: 23
– Area: Administration/EDS East
•
Karrie Satcher
– Years: 5
– Area: Purchasing/Contract Services
•
Steve Blain
– Years: 10
– Area: Subdivision Planning
•
Curt Alexander
– Years: 13
– Area: Gas Marketing
•
Milton Russell
– Years: 14
– Area: Underground/EDS East
(cont)
Team Members
(cont)
• John Harnsberry
– Years: 1
– Background: HR and Training
– Note: recruited from outside of CPS Energy
• Glenn Frerich
– Years: 28
– Area: Underground Energy Distribution
– Note: Glenn replaced Floyd Haman in March 2007
TOTAL YEARS OF EXPERIENCE ON THE
TEAM: 243 Years
The NSDR Team received the
following Training
1. Work Style Inventory
2. Myers-Briggs Type Indicator (MBTI)
3. Accelerated Process Improvement
4. Guiding Team Performance
5. Influencing Without Authority
6. Business Process Reengineering
7. The New Leadership
8. Change Management
9. Process Design & Implementation
10. Essential Facilitation
11. Fish Training
12. Give’em the Pickle
13. The Leadership Pickles
14. The Fred Factor
15. 11th Annual Lean Management Conference
NSD Redesign
Reengineering approach
Approach
Key Activities
Decision Points
Project plan
Project Planning
Project Approval
Learning / Current State Assessment
Solution Design
Implementation
Continuous Improvement
Benchmarking findings
Customer and employee data
Technology reviews
Current process definition
Solution design
Business Case Development
Solution Development
Deliverables
Business Case
Approval
Business Case
Approval *
Full Deployment
Approval
Cost and benefit analysis
Gap analysis
Business case
Implementation plan
Detailed requirements
Change management plan
Operational transition plan
Pilot results
Performance results
Ongoing measurement
* Large projects may require
several stages of business case review
Key Activities
Timeline
•
•
•
•
•
Current State Assessment – November 2005
Conceptual Solution Design – December 2005
Business Case approved - March 2006
Design NSD Facility – July 2006
Detailed Solution Development – December 2006
–
–
–
–
–
–
Web Portal
Job Status Display Screen
Front Lot Construction standard change
Developer responsible for all utility coordination
Employee Selection for Pilot
WMIS Task Structure Changes
• NSD Pilot Training - November 2006 to January 2007
• NSD Pilot – March 2007 to September 2007
• Implementation – October 2007 and beyond
BUSINESS PROCESS MODEL
CUSTOMER APPLICATION
DESIGN
MARKET
Internet
INSTALLATION
CPS Energy Internet,
E-builder, Telecomm,
E-mail
CPS Energy
Internet, E-builder,
Telecomm, E-mail
INFORMATION
DEVELOPMENT
WMIS,
Obvient,
GIS
Gather applicable information
for the initiation of the w ork
request and establish the needs
of both the Customer and CPS
Energy.
Technology:
E-mail, Instant Message Tool,
SAP, WMIS, Web Portal, Obvient
(forecast scheduling), GIS
Pre-design
meeting
w ith CPS
Energy &
Developer
/ Customer
SAP, WMIS, Obvient, GIS
CPS Energy Internet,
E-builder, Telecomm,
E-mail
PLAN, DESIGN &
MATERIAL
RESERVATION
Plan, design and coordinate
infrastructure, facilities and
materials to manage and fulfill
the needs of the customer.
Technology:
E-mail, Instant Message Tool,
WMIS, GIS, Designer, Obvient,
GPS (hand held design tool)
WMIS, Obvient, GIS
WMIS,
Obvient
, GIS
CPS Energy Internet,
E-builder, Telecomm,
E-mail
CONSTRUCTION FOR
NEW SERVICE
DELIVERY
Construct and install CPS
Energy's infrastructure and
facilities to meet the
Customer's need by date.
Technology:
E-mail, MDS, Instant Message
Tool, WMIS Obvient, GPS, GIS
SAP, WMIS, Obvient, GIS
CONSTRUCTION COORDINATION, ALLOCATE RESOURCES & SCHEDULING
Simple
Service
CUSTOMER
Allocate and schedule the resources needed (manpow er, equipment & materials) for the installation
of CPS Energy's infrastructure and facilities to meet the Customer's need by date.
Technology:
E-mail, SAP, WMIS, Obvient, GIS, Instant Message Tool
NEW SERVICE DELIVERY TEAM
ENABLERS
(Team Support)
Sub-processes not
included in the core
process of NSD, but
provide the support
needed to make
possible the
performance of
delivering new
service.
Technology, Purchasing,
IT, Stores, Fleet, Training,
Engineering,
Telecommunications,
Human Resources,
Budget Coordination,
Process Improvement,
Addressing, Standards,
City Entities, Gas
Marketing, Retail Energy,
etc.
CUSTOMERS
NSD
Subdivision
Team
Representation
from:
Subdivision Planning,
Gas & Electric
Construction
(7-8 People)
NSD
Commercial
Team
Representation
from:
Commercial, Large
Commercial Planning
Gas & Electric
Construction
(7-8 People)
ENABLERS
(Team
Support)
NEW SERVICE DELIVERY
Leadership Team
NEW SERVICE DELIVERY
Process Owner
Ron Schaefer
SR VP Energy
Delivery Services
Al Lujan
NSD
Residential
Team
Representation
from:
Residential,
Gas & Electric
Construction
(7-8 People)
NSD
Accelerated
Service
Team
Representation
from:
Customer
Coordination,
Gas & Electric
Construction
(7-8 People)
NSD Pilot Details
Front Lot
Construction
Advantages
•
•
•
•
•
Cost Savings utilizing front lot
Reduce time frame of construction
Shorter service length
Easier access for Transformer
Simplified and Streamlined platting
process
• Reduces the amount of service re-routes
Front Lot
Construction
(cont)
Advantages
• Use fewer, but larger Capacity
transformers (Not Physical Size)
– Reduces conflict with other construction
– Improves Aesthetics
– Transformer Study
• Eliminates the need for future alleyway
repairs that occur with rear lot
construction
• Supports tree preservation ordinance
– Fewer trees destroyed or disturbed
– Transformer Shared across two property Lines
Front Lot
Construction
(cont)
Advantages
• Reduced outage time to customer
– Crews do not disturb customer during outages
– Customer can see crews working
• Less cost for future encroachment
– Removes encumbrance of customer’s backyards
• Transformer shared across two property
lines where applicable
Developer Installed
Infrastructure
The Process
–
–
The Developer’s contractor that installs
sewer and water can also trench and install
the infrastructure conduit for electric and
gas*.
The Developer’s engineer is now the Joint
trench coordinator for all utilities. (AT&T,
Time Warner, Grande Communication,
Guadalupe Valley)
* If on CPS Energy’s approved contractor list.
Developer Installed
Infrastructure (cont)
Advantages to Developer
• Decreased time between the installation
of wet and dry utilities.
• Developer controls their timeline up to
the point of pulling cable and setting
transformers.
Developer Installed
Infrastructure (cont)
Advantages to CPS Energy
• Now we are focusing on CPS Energy’s
core business; energy delivery
• No longer acts as the project manager for
the Developer. That responsibility is now
with the Developer’s engineer.
• No longer responsible for coordinating
pre-construction meetings.
All-in-One Meter
Main
Advantages to the Developer
and/or CPS Energy
• Safety
– Eliminates temporary meter pole
– Eliminates conduit and cable running across yards and
streets
– No exposed service entrance conductors
– Reduced customer complaints on Temporary Meter
Loop removal (TML)
• Reduced Timeline
– One trip at the beginning of project
– Should cut construction time for developers due to
availability of power
– Eliminate coordination to install and remove temporary
meter loop
All-in-One Meter
Main (cont)
Advantages to the Developer
and/or CPS Energy
• Cost Savings
– Expedites service installation
– Reduces Builder’s cost
– Less permits
– Cost of permanent vs. temporary to final equipment
cost
– Reduce number of turn downs due to poor
construction
– Initiating 1 work order vs. the potential of 4
– 1 piece Module Meter
Additional
Initiatives
• Elimination of supplying all self-contained single phase
meter cans
• Correcting and Standardizing CAM units to reflect the
appropriate material (prerequisite to VMI)
• Empowering our construction crews to participate in
decision making regarding the reduction of trips to the
jobsite
• Right-sizing transformers
• Integrated Supply/Vendor Managed Inventory
Questions?