Transcript No Slide Title

Quality at Westel
08 May 2003
Endre Hercz
Executive Director - TQM
Westel Mobile Telecommunications Co. Ltd.
Budapest, 08 May 2003
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Westel: The Market Leader
The Company:
• GSM penetration:
69,6% (March 2003)
• Stakeholder:
MATÁV
• Equity:
457,809,370 EUR (2001)
• RPC:
3,401,770 (March 2003)
8000
Westel
Pannon
Vodafone
7000
RPC (000)
6000
5000
4000
3000
2000
1000
0
Budapest, 08 May 2003
1995
1996
1997
1998
1999
2000
2001
March 2003
Westel
48,17%
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Pannon
38,40%
Vodafone
13,43%
2
2002
Westel Vision
We believe that everyone needs a lifeline to
their
world
to
give
them
the
security,
confidence and inspiration to venture out and
seize the opportunities that make life more
rewarding and enjoyable.
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Westel Mission
• We
•
•
are dedicated to connecting our customers
with every aspect of their world - personal,
professional, human and institutional.
We will give them the power they need to take
advantage of all opportunities as they present
themselves and help them work, learn, think and
communicate in more interesting ways.
We know that we can only do this when our
stakeholders, first of all, feel a connection to us
that they can trust and rely on.
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Quality Milestones
1993:
1994:
1995:
1996:
1997:
1998:
1999:
2000:
2001:
2002:
Foundation
Malcolm Baldrige survey
Establishment of TQM strategy
ISO 9001 Quality Certification
Winning the National Quality Award
Integration of Self Assessment
Winning the Marshall Award
Applying for the European Quality Award
Establishing the integrated management method
European Quality Award - Finalist
ISO 14000 Environmental Management System setup
European Quality Award - Prize winner
Deutsche Telekom Top Team Award Winner
Start to implement Balanced Scorecard
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Quality strategy
Satisfaction
survey
Employees
Satisfaction
survey
QUALITY
Sponsorship
Environment
Communication
Selection
Assessment
Training
Network
Customer
satisfaction
•Improved voice
quality
•Indoor coverage
•Advanced frequency
planning system
•Billing system: JAZZ
•Latest technologies
(W@P)
•Dual band service
(900&1800 Mhz)
•Customer service
•Wide ranging
value-added services
•Distribution
•One-stop shopping
•Loyalty program
–Gold card
–Gold partner card
•Tariff strategy
Quality Plan
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Society
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Shareholder
Value
•EBITDA
•Profitability
•Return on
• investment
Business Plan
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• Main
System supporting
the systematic approach
process
structure
and
process
management system based on expectations of
stakeholders
• Assessment and review system
• Continuous measurement and integration of
quality parameters into the business plan
(Quality Plan)
• System of integrated customer surveys
• Integrated Performance Evaluation System that
support the development of human resources
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Main processes
Customers’
needs
Understanding
and segmenting
market needs
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Managing
finances
SUPPORT
PROCESSES
Business
planning and
controlling
Developing brand
and image
MANAGEMENT
PROCESS
CORE
PROCESSES
Employees’
and partners
needs
Developing vision,
mission and strategy
Service
development,
pricing and
operation
Sales to
customers and
partners; billing
and collection
Customer care
and customer
retention
Planning, building
and operating
the network
Managing HR
Managing data
and information
Managing
partners
Managing quality
and environment
Managing
facilities
Administration
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SATISFIED
SHAREHOLDERS
AND SOCIETY
ASSESSMENT AND REVIEW
Shareholders’
needs
Understanding
shareholders’ need
SATISFIED
CUSTOMERS
SATISFIED
EMPLOYEES
AND
PARTNERS
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Assessment and review system
Development of improved approaches and/or
more systematic/extensive Deployment
Management
review
Weekly
management
meeting
Management
information
system
Implementation
External and
internal
benchmarks
Self
Assessment
EFQM
Assessment
ISO 9001,14000
external,
internal
audits
Surveys
Financial
audits
Learning (eg.
conferences,
training)
RESULTS
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Structure of the quality plan
•
•
Parameters
- Definitions
- Method and frequency of measurement
- Targets
Attachments
- Detailed description of measurement
- Development goals
•
•
•
•
•
•
Coverage
Basic service quality
indicators
Call Center indicators
Waiting times
Customer complaints
Customer satisfaction
Churn
Quality of billing
QUALITY PLAN
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Customer surveys
Ad hoc surveys
* efficiency of advertisement
Annual surveys
* customer satisfaction
survey
* image survey
* surveying potential market
* analysing the purchase
process
Still image
* reviewing demand for services
* satisfaction survey
* preparation of programmes
Monthly reviews
* TRI:M
* customer management
Moving
picture
* special answer to
special situation
* interesting and
important topic at
the given time
Focus on all significant topics!
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Performance evaluation system
MISSION
Performance
planning
Corporate Strategic Objectives
Performance
coach
Performance
evaluation
Functional Area Objectives
Performance expectations
Specific
Result oriented
Committed
Measurable
Action Plans
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Important Quality Projects 2002-2003
Development of improved approaches and/or
more systematic/extensive deployment
Management
review
Weekly
management
meeting
Implementation
External and
internal
benchmarks
Self
Management Assessment
information
EFQM
system
Assessment
ISO 9001
external,
internal
audits
Surveys
Financial
audits
Learning
(eg.
conferences,
training)
RESULTS
+BSC
Budapest, 08 May 2003
New
method
ISO
9001:2000
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ISO 9001:2000
Main aspects:
• Customer focus: The process of customer
surveys are integrated into the system.
• Objectives - measurements - actions:
Quality Plan.
• Process orientation: The ARIS process
management tool is integrated.
• Competency: Personal performance
appraisal.
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Maximising the
company value
Improving
cost
efficiency
Improving the
effectiveness of
the assets
Increasing
the income
Increasing the
customer
satisfaction
Efficient
organisation
and process
management
Balanced
ScoreCard
System
Critical
Success
Factors
Innovative, and
change oriented
company culture
Improving the
employee's
commitment and
satisfaction
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Ensuring the
access to the
necessary
information
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Financial Perspective
Strategy
Parameters
Financial
1.
Maximising
the company
value
4.
Improving
cost
efficiency
2.
Increasing
the income
3. Improving
the effectiveness
of the assets
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1. ROE
2. Income increase
3. Current asset
turnover
3. Total asset turnover
4. EBITDA ratio
4. Operational cost
per customer
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Learning and Improvement Perspective
Learning and improvement
Strategy
Parameters
13.
Innovative,
and change
oriented
company
culture
14. Improving
the employee’s
commitment and
satisfaction
Budapest, 08 May 2003
15.
Ensuring
the access to
the necessary
information
13. Fluctuation of key
employees
13. Ratio of training
costs vs general and
administrative costs
14. Fluctuation
14. Employee satisfaction
15. Index of access
to information
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Some factors of the success
•
•
•
•
•
Leaders’ commitment
Stakeholder approach
Balanced approach
Step by step progress
Focusing on area for improvements, not on
weak points
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Thank you for your attention!
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