4. Problem Analysis
4
We have 4 types of QS alarms represent Problem Elements.
1. MS: this is minimum service alarm and normally is due to
payphone faults that is technician responsibility.
2. OOI: this is out of order incidence alarm and normally is due to
payphone faults, that is technician responsibility also.
3. OOS: this is out of order supervisor alarm and normally is due to
the exchange or the PMS faults, that is S/W or system responsibility.
4. NK: this is not connected alarm and normally is due to
communication link between the payphone and the PMS is cut, that
is line, cable, production, technician, Telecom Egypt network, or
PMS responsibility.
5. Problem Analysis
5
Using cause/effect fishbone analysis, the findings were :
o 50 % due to PEOPLE.
o 30 % due to PREVINTIVE MAINTINANCE.
o 20 % due to P.M.S PERFORMANCE
OOS (10%) NK (67%)
PMS
Exchanges
10%
5% People
S/W
PMS 27%
Preventive Maintenance
5% 30%
Installation
QS
Tools Skills
People
People
Spare
Parts
Controlling
MS (3%) OOI (20%)
6. Problem Analysis
6
By using gap analysis to see the strength of available resources to execute the an effective solution.
Items Menatel model Cairo Alex. Canal Delta MUE SUE
Average Q.S 98 % 97.80 % 98.32 % 98.34 % 96.56 % 98.37 % 98.75 %
Technicians 120 47 18 15 19 10 8
Vehicles 60 21 10 10 8 5 7
Exchange 480 93 62 63 88 54 35
Lines IO 30,000 12000 4739 4054 4150 2555 2150
Supervisors 10 4 3 2 1 2 3
Average calls 45 42 31 38 37 47 40
Tech./line 250 255.3 263.2 270.2 218.4 255.5 307.1
Tech./exch. 4 1.97 3.44 4.2 4.63 5.4 4.3
Veh./tech. 2 2.2 1.8 1.5 2.3 2 1.1
Veh./exch. 8 4.4 6.2 6.3 11 10.8 5
Sup./tech. 12 11.75 6 7.5 19 5 2.6
Tech. / Line
Delta
Sup. / Tech.
MENATEL Model
Tech. / Ex.
Veh. / Ex. Veh. / Tech.
7. Conclusion
7
Delta Business Unit is 1.43 % below the targeted Q.S
(1,000,000 LE annual loss).
Cause :
o 50 % due to PEOPLE.
o 30 % due to PREVINTIVE MAINTINANCE.
o 20 % due to P.M.S PERFORMANCE
Effects:
o 67 % is (NK) incidences.
o 20 % is (OOI) incidences.
o 10 % is (OOS) incidences.
o 3 % is (MS) incidences.
8. Action Plan
8
People
replace the current maintenance supervisor with one that is more
skilled in terms of time management and planning.
provide the necessary training to all the involved persons to in
reach there skills.
Program Name Duration Target Audience Objective Cost
Basic Communication Understand the important of
2 Days All Levels 225 LE/day/person
communications in the organization.
Teamwork Getting around obstacles that prevent
1 Day All Levels 225 LE/day/person
team success and build an effective team.
Problem Solving Improving analysis skills for identifying
2 Days All Levels problems and recommending creative 225 LE/day/person
solutions that help the organization.
Customer Orientation 3 Days All Levels Understand customer satisfaction. 225 LE/day/person
Negotiation Skills Understand the important of effective
2 Days Commercial persons 225 LE/day/person
negotiation to the organization
Supervisory Skills Understand the role of supervisor,
4 Days Supervisors understand people, how to manage 225 LE/day/person
people.
Service Quality Understand quality and quality process;
2 Days Technicians understand the important of customer 225 LE/day/person
satisfaction.
9. Action Plan
9
Preventive Maintenance
schedule technician’s time to cover different routes in Delta every
48 hours, and assigned a car per governorate.
Assign one of the technicians for workshop to be responsible for
testing new and repaired spar parts, repairing faulty spar parts.
Design a process for quality operation
Civil, Booth, P
ayphone & Payphone Cleaning &
Line PMS Line Maintenance & Booth
Cabling
Installing Spare Parts Maintenance
Request Installing Received
Quality Chick Quality Chick Quality Chick Quality Chick Quality Chick Quality Chick Quality Chick
Test Test Test Test Test Test Test
Reporting System Reporting System
Reporting System Reporting System
Deviation Control
Reporting System
10. Action Plan
10
PMS, performance.
The modem line should be 100 % isolated and effectively
connected between the PMS and the modem to insure no miss
communication.
All the illogical faulty payphones data are to be collected and
reported directly to HQ to be analyzed and solved if possible.
11. Results
11
Continues improvements of the process
month by month, Delta QS average 2004
is 99.2%, above the targeted QS by 1.2%.
Delta QS
Delta QS Linear (Delta QS)
99.8 99.8
99.5 99.6 99.6
99.4
99.1 99.2
99
98.7
98.2 98.3
jan feb mar apr may jun jul aug sep oct nov dec
12. Process Monitoring & insuring continues
improvements
12
Weekly KPIs reporting system,
measures the QS related to each exchange and PMS according to alarms
category (NK, OOI, OOS, and MS), and categorize the network to three
categories:
1. More than 98 %
2. Less than 97 %
3. In between.
Allows the branch to evaluate & measure weekly the QS operation output.
provide a guided figure as for the next week target for improving.
matching the branch philosophy to improve step by step,
bushing category B to A, and C to B,
we are on the track to maintain Branch objective.
