Telecom operations are mix of manufacturing and service industry

Telecom operations are mix of manufacturing assembly line departments functioning in auto mode and quick service response industry

Now telecom companies need to follow as an analogy of manufacturing companies .It cannot be like a service industry but telecom companies need to see all parts of their operations as part of assembly line that produces only what customer wants. Each process from sales calling to PO to execution to finance and HR support to quality to customer handing over and billing with collection must add value to the over all product like various process of assembly line .

In a company burdened with flat structure with bureaucracy at all level is difficult to archives the services provided as there will be simultaneous production and consumption of mobile communication unlike in a manufacturing industry where production and consumption will be at different stage.

Hence if all processes have to be followed in a leaner way of an assembly line in auto mode , the execution part will be like a spontaneous service to the customer.
Solve the customer’s problem completely by insuring that all the goods and services work, and work together.

Don’t waste the customer’s time,
Provide exactly what the customer wants,
Provide what’s wanted exactly where it’s wanted,
Provide what’s wanted where it’s wanted exactly when it’s wanted,
Continually aggregate solutions to reduce the customer’s time and hassle.

How do we make telecom operation leaner?

Focus on Processes from start to end of an assembly line of all department integration with service delivery. Identify all processes stops, unnecessary delays and bottlenecks. Processes under different roof , not formalized to integrate with operations will create bottlenecks , frictions .


Focus on what product will get us good customer response in terms of delivery and commercial angle .Many telecom companies sales people fail to asses the incremental value/sales volume associated with the product ,price and other issues of cash in and cash out process to be leaner and quick.


Make organizational interface leaner and responsive to quick delivery. Usually we see that organization is bulky, over fragmentation, duplication of responsibilities, too many sitting idol, and not doing much to reduce gaps between operation oversight .There are too many handover of various kinds of control on operation teams to complete one process and no body is aware of who has the responsibility of overseeing the operation from end to end .


System to be very responsive. They usually fail to identify mission links, area of responsibilities , products manger and interconnects of all stake holders. There is routine power struggle of HR and Fin department to have their say in daily and routine issues operation without clear cut boundaries laid down . The whole process of execution is a wasteful exercise to request., delayed response , ego issues and satisfying irrelevant whims of routine issues rather decentralizing the authority to operation to conduct operation fast with fund and team delivery within their own area of responsibility.

Strategy

Use business Tools; Six sigma and ISO processes and utilize resources including man power with expertise are a start point .

Identify someone for processes from end to end , CEO to decentralize and have faith on someone to push the processes like an assembly line to quick finished product.

A clearly defined process governance frame work , a systematic lean approach audit process, and best practice management capability to identify areas for improvement and measure process measurements.

The work force be also empowered to make leaner improvements on going basis ,decision rights what makes it easy to improve without excessive approval layers.

Cost saving incentives to contribute an execute cost saving idea.

Training and skill level improvement to bring right level of lean know how and methodology at all level .


Operators that do not undergo this lean transformation in stage wise between short term—six to 12 months—will be unable to compete. The decision to adopt a lean and keen approach needs to be made now. That will reduce operation cost by one theirs and provide better and timely customer service.