Meter Reads-Optimum Calling Process Project Number Black Belt Rob Zinsky Northeast region

2 Project Definition n Problem Statement: Meter collection performed by the various methods within IBS - call, web, fax, IVR, technician, 3rd party, vendor download, or AMR - are not meeting expectations. Meter collection agings reflect 34,500 meters uncollected, resulting in $5-6M in base billing revenue not being generated on a timely basis. This project will focus on the optimum method for the calling process. n Project Objective: To improve meter collection utilized for billing on a daily basis from 38.5% to 50% and increase the calls made on a daily basis from 65 to 100. This project will additionally focus on which meters to call on. n Project Benefits: Timely revenue billing, reduced unbilled contracts, improved cash flow and customer satisfaction while reducing customer calls into the CIT. Accountability Inspection Measurement

3 Big Y/Primary Metric n Y 1 Increase the number of meters collected daily. n Y 2 Increase the number of calls made daily.

4 DPMO for Percentage Collected

5 DPMO for Calls Made

6 Meter reads August (Atlanta)

7 Meters Reads August (Houston)

8 Meter reads needed by date Houston

9 Time Series Plot Houston Meters Needed Houston Meters Collected

10 Meter Collection Capacity n Number of Agents working on Meter Read Collection = 29 n Average Call Time for Successful Call = 5.5 minutes n Average Call Time for Unsuccessful Call = 3 minutes n Percentage of Successful Calls = 35% n Number of Calls that can be made per day per agent = 104 n Total number of expected successful calls = 29*40 = 1160 n Maximum time was consumed by customer on meter read recording (4 minutes average) n Number of meters that can be collected per month = Based on Houston CCC, sample size = 150

11 Current Meter Read Process

12 Scorecards Contracts Metric ReferencePrior WeekDate at beginning of measure mentEnding ##8/48/58/68/78/8 # Missing Meters Current* 1,2453,4082,1111,7701, # Missing Meters Past Due* 8,7827,1046,9686,8236, # Missing Meters (Oracle) 10,02710,5129,0798,5938,4818,472 # Florida Missing Meters Current* 1725,1274,8874,5464, # Florida Missing Meters Past Due* # Total Missing Meters19,03210,22115,66513,96613,13912,82911,837

13 Detailed Process Map

14 Detailed Process Map

15 High Level Process Map w/ X’s & Y’s

16 Detailed Process Map

17 Cause & Effect Matrix

18 Cause & Effect Matrix Results

19 Fishbone Diagram

20 FMEA

21 Average Cycle time for Collection

22 Time & Motion Study

23 Aging Contracts Comparison Bad Contact

24 Meter Read Aging Analysis Based on Atlanta CCC for the month of August, 2003 Current Proposed Oct.

25 Unbilled Root Causes Current Read, prior billing issue

26 Related Recommendations n Facilitate faster customer search for getting meter reads by posting meter “Flash cards” n Service technician “On site Customer” training n Enable estimations on all non-vendor contracts with selective exclusion capabilities n Groundwork for meter collection by Sales Force n Customer Orientation n Identification of contact, contact points for meter collection

27 Meter Collection Campaign n Prioritization decision parameters: n Estimation allowed n Contract Start Date n Availability of Average Daily Copy Volume (ADCV) n High Average Daily Copy Volume (results in erroneous estimation) n Base billing Amount n Key Accounts n Specific customer requests n Available meter collection capacity (time/manpower) n Final meter collection on contract terminations/upgrade n Number of equipment on contract n Machine Segmentation and color n Parameters change over time due to addition of contracts, equipment, product rollouts, consolidation etc.

28 Potential X’s n Generate a “Must Have” missing meter data based on prioritization parameters and distribute in a timely manner n Generate Total Meters list needed in the beginning of the month n Ranked Collection Campaign n Oracle Screens n Clean up unbilled list n Structured Meter Teams n Daily Inspection n Parameters change over time due to addition of contracts, equipment, product rollouts, consolidation etc., need flexibility

29 Training Thoughts n MR employees Why is it important, how to sell alternate, follow up training, SOP’s and SPIFFS. n Sales & Service Why and how, possible SPIFFS, training for our customers and ground work for collection of contacts and possibly reads.

30 Next Steps n 2 Sample t test n Design of Experiment n Clean Up Unbilled n Collect Detailed Data on X’s n Implement Quick Hits