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When Information Systems Mislead

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| MSOCs affect on AT&T | When Information Systems Mislead | | Yondondo Stewart | |

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Table of Contents
Background…………………………………………………………Page 3
Leveling the Playing Field………………………………………….Page 3
Business Applications………………………………………………Page 4
Developed Applications…………………………………………….Page 5
Impact of MSOC……………………………………………………Page 8
Recommendation for the use of MSOC…………………………….Page 11
Bibliography………………………………………………………….Page 12

Background
AT&T was once the parent company the Bell System. In 1984, Bell System was forced to divest there company into eight smaller companies, in reaction to the United States versus AT&T Anti-Trust suit. As a result of the separation and some misguided acquisitions, AT&T saw its value drop drastically. In 2005 Southwestern Bell Corp. (who had changed its name to SBC) purchased AT&T Corp. who in turn changed its name to AT&T Inc. AT&T Inc. is the largest provider of fixed telephony in the United States. They also provide broadband and subscription television services. (en.wikipedia.org/wiki/AT&T)
By the end of 2008, AT&T had discontinued and removed all of its pay telephones. With the decline in phone services, including traditional home phones, the company needed to develop new technologies. The company had to strategize a way back into the consumer’s residence. So, AT&T deployed a new media called U-Verse and extended its high-speed internet into rural areas. ( en.wikipedia.org/wiki/AT&T)
Leveling the playing field
AT&T quickly realized that the competition for high-speed internet involved completing six to ten jobs a day, where as U-Verse technicians were struggling to complete one or two a day. Management needed to determine a way to increase productivity and efficiency and decrease short comings. The company had to answer these key questions: * Does more training of service technicians mean more installations? * Is the difference in the amount of installs being complete a result of training? * Are the efficiency short comings related to the technicians’ behavior? * Are the issues due primarily to equipment malfunctions?
Business Applications
AT&T has decided to undergo a Time Study and Motion project. A Time Study and Motion project is a business efficiency technique. Time Study and Motion projects can help to reduce the number of movements needed to complete a task or adjust allotted times given to perform a job. Simply put, taking a sample of a day in the life of a technician while they are performing their work. Motion study improves methods. It measures distance or how much you move to perform a work task at normal speed and how much work you get done in a period of time. With Time studies standards can be established. It looks at the median time it takes an average employee to complete the same task. This will enable the organization to pinpoint the productivity and efficiency short comings. Conducting a Time study and Motion project can be an overwhelming undertaking. With the number of time studies needed, the variety of the studies needed to be performed, and the need for a quick turnaround, a regular stopwatch method wouldn’t work. AT&T looked to Quetech’s for a software solution.
Quetech Ltd. is a leading software development company specializing in industrial engineering measurement and other productivity improvement software solutions. There version of Time and Motion study is called Workstudy+. (Quetech)
Workstudy+ makes time and motion studying easier with the use of a handheld device that displays an organized set of task associated with the work type. (Quetech) Below is a sample of a typical handheld device and display:

Diagram provided by Quetech Ltd.
One of the many ways in which AT&T plans on using Workstudy+ is in the U-Verse installation process. AT&T is planning a major rollout of U-Verse across the nation in selected areas. Workstudy+ will be used to perform the Time and Motion study. Actual work tasks and technician movements will be separated to get a better reading of how long a work process takes. This information will assist in finding the efficiency short comings. The data that Workstudy has provided AT&T has led to the development of a system called Engineered Service Measure or plainly put ESM.
Developed Applications
ESMs’ are scientifically derived times that it should take to perform a measurable element of a given task using approved methods, exercising normal skills, exerting normal effort, and working under normal conditions. AT&T used the ESM data to develop a Management system and Operating control or MSOC.
MSOC seeks to combine process management, work measurement, management controls and people development. MSOC uses the same techniques as Lean which is a production system. Lean seeks to improve and speed up production by eliminating quantifiable waste as far as production is concerned and Six Sigma, which is a business management strategy. Six Sigma improves the quality of process output by identifying and removing the causes of errors in variability in manufacturing and business processes. But MSOC adds performance management at the individual level to address the behavior aspects of the employee. Performance qualities, service and effectiveness are combined into a MSOC metrics or scorecard. (Dunphy and Lewis August 2006 pp. 24-29) Below you can see how a MSOC scorecard looks. Diagram provided by AT&T
MSOC has a sustainability component to ensure continuous improvement. It is made up of two elements: (Dunphy and Lewis March 2007 pg.4) * Change control * Certification
First are the change controls which state that all new products, service modifications to standard practices, and other process improvements must first be submitted to management for review and approval. This ensures that the processes stay current and align with the operations of the organization.
Next we have the certification element which has two separate steps. Certification is the complier element that ensures that the mechanic and the MSOC behavior are in place at the organization or center. First, is the review step. In this phase an on-site review is conducted by a certification review team, which is in accordance with the review schedule developed by the process improvement engineering group. After the review, the review team provides a detailed list of areas for improvement for each site or management team. The site or management team must then develop a plan of action for the improvement and request a step two review and this process takes 90 -120 days. The second review is done by the certification review team after completion of step one’s review. Sites or workgroups are rated on a scale of 0 – 100, with 100 being the best possible score. A site or workgroup that receives at least a 90 in the step two reviews will be designated MSOC certified. (Dunphy and Lewis March 2007 pg. 5)
The diagram below shows the flow of the MSOC Certification process:

By integrating concepts such as six sigma and lean to its MSOC technique, AT&T has been able to reduce cost and improve service and quality margins. According to Ted Jordan, area manager of an MSOC-installed center at BellSouth, "MSOC structures the supervising manager's day and helps focus him or her on planning, executing, reporting, following up, coaching/training, forecasting, and sustaining. (Dunphy and Lewis March 2007 pg. 5)
I have been able to see how the process affects the work process from a variety of areas. I have ridden along with the U-Verse technicians, shadowed the Central Offices technicians, and had the pleasure of riding with the network specialist group. So I have a working knowledge of how the system works or appears to work.
Impact of MSOC
MSOC is transforming AT&T in many ways. In our text we read about sociotechnical changes. These are changes that affect both social and technical elements of an organization. MSOC has streamlined the work process, or has it? Let’s take a look.
It’s been said that numbers don’t lie but when the people entering the numbers don’t report correct information or the information is tainted the end result becomes corrupt. See, I ask myself how is it possible to operate at more than one hundred percent?
Somehow you see technicians operating at percentages over one-hundred percent. At AT&T work types are given an allotted amount of time to be completed. At the end of the day the time allotted for work is calculated and then divided by amount of hours worked and that’s how they get the efficiency score on the MSOC scorecard.
Time allocated/amount hours worked= MSOC efficiency score | Units | Minutes | Task 1 | 10 | 10 | Task 2 | 2 | 2 | Task 3 | 2 | 2 | Total | 14 | 14 | For example, a technician is given a high cap order (to install high capacity circuits), in which three tasks will need to be completed to close out the order. Each task has a specified time of completion in minutes. AT&T intended to group the three tasks into one high cap order. By doing this AT&T could reduce the time in which units were being completed. When grouped together, the job should be completed in fourteen minutes which equals fourteen units. So it looks like a minute a unit right? Wrong. The first task is worth ten units and they are required to complete it in ten minutes. The other two tasks are four units and they are required to be completed in two minutes. This equals fourteen units in twelve minute.
s.Grouped High-Cap

Now I’ve witnessed technicians dividing the high cap orders differently than intended. Instead of grouping the tasks together, they open the tasks as individual high-cap’s.
This increases the intended Service Level Objective (SLO) of the units and minutes. Instead of both measurements being completed by fourteen, they are now extended to thirty. When opening classifying the order in this fashion, it gives them ten minutes per high cap order.
Individual High-Caps | Units | Minutes | Task 1 | 10 | 10 | Task 2 | 10 | 10 | Task 3 | 10 | 10 | Total | 30 | 30 |

Another example is from the U-Verse world. A technician is given eight hours of work for the day and when they complete eight hours, they receive 100% for the day. If they finish their work and pick up and complete a job valued at four hours they will have completed 12 hours of work in eight hours. That would give them 150% efficiency for the day. Consequently, if that job isn’t complete the technicians’ efficiency will drop. So you find technicians playing the numbers, meaning once they achieve a good percentage for the day they stop working. So you can see how the number can be misleading.
MSOC is supposed to change the process of performing a work related task to reduce numbers, but the way in which AT&T is using it, the numbers are driving the changes in work related tasks.

Recommendations for the use of MSOC
AT&T needs to reevaluate the way they are utilizing ESM and MSOC. There is one key factor they are over looking, professional development. With better professional development in place, technicians can be better trained and better prepared to perform the daily work assignments. This would help them to achieve the same goals without having to sacrifice cost and productivity. Work smarter not harder it what I was always told. Don’t get me wrong, AT&T is a great company, it’s just that there blinding attention to numbers is not letting its’ employees take advantages of their many resources.

Bibliography

AT&T - News Room (December 3, 2007). AT&T Announces Intention to Withdraw from Pay Phone Business by End of 2008. Press release. Retrieved on July 16, 2010
Dunphy, M, Lewis, R (August 2006).” Answering the call”. Gpworldwide.com. Retrieved August 2, 2010
Dunphy, M, Lewis, R (March 2007). Answering the call “Bellsouth tailors Lean and Six Sigma to fit the service industry.” AllBusiness.com. Retrieved July 21, 2010
En.wikipedia.org/wiki/AT&T. Retrieved August 1, 2010
Quetech .com. Retrieved August 4, 2010

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