core network field operations operating model business improvement interventions

Core Network Field Operations

Operating ModelBusiness Improvement Interventions

Presentation to CF28th February 2013

Telkom Proprietary and Confidential information – Limited distribution under NDA only 2

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National Initiatives Regional Initiatives

1) Consolidate and Reorganise the Regional Administration and Support

• Consolidate support functions within the regions• CNFO to validate all the functions being performed and map

it accordingly• Support functions to be centralised per region / nationally• Standardise dispatchable vs. non dispatchable functions

4) Review and realignment of the Shift operations in line with changing business circumstances (NER / GCR)

• Review and / or re-align the shift in line with changes in technology and business

• Review the shifts at JDF and PPR and Satellite operations

2) Mast and Tower

• Address the issue of climbing to ensure long term sustainability of the operations

5) Patch rebalancing in terms of workload / geographic / span of control (Western Region)

• Rebalance workload• Review the patches in terms of geographical area• Improved Span of control and distribution of staff

3) Satellite Operations Review

• The Satellite environment is evolving from voice and data into a NGN IP solution with the new network equipment and therefore the need to review the current operations to understand and align the new functions with respect to Operating Model.

6) Wall-to Wall Implementation (Southern Region (PE))

• Implementation of the wall to wall concept• Implement training plan to support wall to wall concept• Address current and future network changes that will impact

on WFM dispatching

7) Workload / Patch rebalancing of workload (Eastern Region)

• Optimise patches due the reduction in ops managers• Rebalance workload• Review the patches in terms of geographical area• Improved Span of control and distribution of staff

CNFO OPERATING MODEL – Initiatives

Change Management Intervention 1

Intervention: Consolidation of Regional Administration and SupportRegion/s: National ( All CNFO Regions )Area: All Regions


Intervention 1 – Regional Admin & Support (RAS)

Why the need for change Strategic Intent / Rationale ?

• Non-standard regional support• Non-standard dispatch functionality • Inconsistent implementation of MLO• Critical functions not catered in regions• Functions performed not supported by

appropriate JD (due to one size fits all)


What are details of FMO / Change ?• Re-focusing and consolidation of

regional support• Mapping of staff to appropriate JD• Standardized dispatch methodology• Implement a standardized urban /

rural enhanced MLO functionality• Re-focus legacy regional surveillance• Create focus on Service Delivery

performance, improvement plans & KPIWho is Impacted by the Change ?

• Current Maintenance Liaison Officers (MLO’s)

• Business Support Administrator's (BSA’s)

• Regional Spares Co-ordinator’s (RSA’s)• Regional Legacy Surveillance

How is this going to be implemented ?

• Mapping of staff to functional model• Define dispatchable vs non-

dispatchable • Finalise functional list for RAS• Create and validate appropriate JD’s• Follow due process to moved

identified staff to RAS

When is Change to be Implemented ?• Targeted implementation commencing

1st April 2013

Intervention 1 – Regional Admin & Support (RAS)


Action Step Who? When?1. Communication with Organised labour regarding the Operating Model and

CNFO initiativesExecutiveSenior Managers

06/02/2013 (Completed)

2. Clarification session - Follow-up session to further expand on the Operation Model and initiatives

ExecutiveSenior Managers

27/02 2012

3. Provide feedback to Company Forum regarding CNFO initiatives Executive 28/01/2013

4. Mapping staff based on current status in the regions Lucas van Aardt 01/03/2013

5.Consolidation of functions to align with Operating Model Senior managers 01/03/2013

6. Agreement and alignment of regional structure ExecutiveSenior Managers

31/03/2013

7. Finalise JD and investigate additional JD’s based on the consolidated functions HR 31/03/2013

8. HR provide a process for staff linked to the RAS to be identified and then populate structures

HR 31/03/2013

9. Draft a standard presentation to communicate to the regions Senior Managers 31/03/2013

10. Consult with staff regarding the RAS functions and obtain feedback Senior Managers 31/03/2013

11. Implement the RAS functions in accordance with the CNFO Operating Model Manager Q1 2013/14

Implementation Plan and Process Steps


Intervention: Mast and Tower ClimbingRegion/s: National ( All CNFO Regions )Area: All Regions


Intervention 2: Mast & Towers Climbing

What are the Operational challenges?• Faults or maintenance on towers require

double dispatch of 2 certified and competent climbers.

• Legal requirement for Fall Arrest • Higher Volume of climbing in certain areas• High number of exits due to job offers by

our competitors• Unable to climb due to ill-health• Climbers not motivated to climb due to lack

of differentiation

Who is Impacted by the Change ?• All Wall-2-Wall Field staff• All certified climbersWhat are the special skills of this job?

• Climbing re-certification every three years

• Training provided by vendor cost of R1.2m

• Compulsory medical every year• They have to keep trim and fit !• Technocrat and a value add of being a

“bunging jumper”

Why the need for focusing on “ Mast & Towers Climbing “ Skills ?

• Skill is essential for maintenance of the core network and servicing our customers.

• Increasing relevance in mobile domain• History of wall-2-wall implementation –

combined Transmission, Switching, Telematics and Microwave skills into one JD ( only microwave teams climbed )

• No differentiation on the wall-2-wall JD• Effective management and skills retention• Ageing workforce• Loss of staff to competitors

What are the risk profile and hazards of this work environment ?


Consultation and Approval

•Consult with Line, Corporate HR & OL CF•Obtain approval from ME/MD, Group HR to continue with Investigation•Target Date – by 31st March 2013•Jay Naidoo

Data Mining and Scenario

Compilation

•Source Manual Data on Climbing•Build Scenarios Based on Sourced Information•Target Date – 22 March 2013•Lucas van Aardt, Senior Management

Final Approval and Implementation

•Present Findings•Final Approval/ Way Forward•Target Date – June 2013•Jay Naidoo, Lucas van Aardt


What are the next steps and implementation plan ?


Intervention: Satellite Operations ReviewRegion/s: NER


Intervention 3 – Satellite Operations Review


• The Satellite environment is evolving from voice and data into a NGN IP solution with the new network equipment(SSH Hub)

• Investigate the current operations to understand and align the new functions with respect to the NCO Operating Model.


What are the next steps?• NCO Executives to align the Satellite

assurance and fulfilment functions currently performed by Hartebeeshoek with the NCO Operational Model.

• A Senior Management task team to investigate the impact to Satellite operations in the assurance and fulfilment value chain as per Executive decision taken.

• Task team to present findings to NCO Executives.

How is this going to be implemented ?• Consult with OL and present findings at

CF on new operational model for Telkom SA Satellite.

• Follow due HR processes if any staff will be impacted.

Who is Impacted by the Change in CNFO?

• Satellite Staff

When is Change to be Implemented ?

• Pending investigation in Q1


Intervention: Review and realignment of the Shift operations in line with changing business circumstancesRegion/s: NER / GCR


Intervention 4 – Review and realignment of the PPR Transmission Shift operations in line with changing business circumstancesWhy the need for change Strategic

Intent / Rationale ?• Maximizing operational efficiencies • Rebalancing of resources in Pretoria

due to overload areas.• Transformation of Transmission Network to

NGN resulted in less than 10% legacy equipment left in equipment rooms.

• Less critical failures due to NGN equipment and customer redundancy configuration.


What are details of FMO / Change ?• Investigation on financial and

wellness impact on affected staff.• Investigation into workload and work

management of shift environment.• Investigation into functions performed

not dispatched via Advantex in shift environment.

• Investigation on the impact for CNOM (NNOC) wrt service delivery on FCON failures.

Who is Impacted by the Change ?• 1 OPS Manager• 11 x OP1 staff – 3 staff working normal

day and 8 staff working shift.


• Design new resource model for PPR transmission patch based on workload during normal work hours.

• Follow due HR process to moved staff as per options available for staff after agreement between all parties.

When is Change to be Implemented ?• Management to set date after due

consultation process

Intervention 4 – PPR Transmission 24hr Shift


Action Step Who? When?

1. Communication with Organised labour regarding the Operating Model and CNFO initiatives





27/02 2012

3. Provide feedback to Company Forum regarding CNFO initiatives

Executive 28/01/2013

4. Investigation Results, Shift Proposal, and Change management options meeting between Management, Organized Labour and Human Resources.

Antoinette Stopford 14/03/2013

5. Brief all CNFO briefing on the Operating Model Antoinette Stopford 08/03/2013

6. Staff Briefing on the Shift investigation results and implementation process (as agreed HR/Unions/ER/Line Management)

Antoinette Stopford 18/03/2013

7. HR to chair meeting to address Staff /Union concerns after Staff Briefing.

Louis Fouche 25/03/2013

• 8. Management to set date after due consultation process

Antoinette Stopford Q1 2013/14



Intervention: Review of Shift and Re-alignment with changes in the technology and business

Region: Gauteng Central Area: JDF Exchange Transmission Room 7th Floor and IMC Room 11th Floor


• Intervention 4 – Review of Shift and Re-alignment Background on Shift The transmission shift environment in JDF was introduced approximately twenty

years ago. There is transmission shift environment on the 7th Floor and the IMC (International

Maintenance Centre) on the 11th floor Shift work was implemented mainly to deal with high priority faults in

relation with the then risks associated catastrophic failures Shifts were required in the past as the legacy equipment was not managed

from a central point and staff was needed on site to do surveillance and maintenance.

All technologies except for the Transmission technology on the 7 th floor and IMC on the 11th floor are manned during the normal week day and faults at night are attended to by a staff on standby

All technologies except for the Transmission technology on the 7 th floor and IMC on the 11th floor are manned during the normal week day and faults at night are attended to by a staff on standby

JDF building houses Switching, Transmission, Non Voice, IP, Converged Network and Mobile equipment on the various floors.

IMC was manned by RTS only and therefore do not provide support the OP1s


Current Mode of Operation


Current Mode of Operation 11th Floor : JDF IMC (International Maintenance Centre) presently has one OP1 technical

officer and five S6 specialists performing a 24 x 7 shift. They are stationed on the 11th floor and from there are dispatched to 11th floor and

JS in Hillbrow exchange. A six week shift cycle is in operation with one staff per shift. The shift consists of a day shift, afternoon shift, and night shift with rest days

between shifts.

Current Mode of Operation 7th Floor : JDF Transmission presently has seven OP1 technical officers performing a 24 x 7

shift. They are stationed on the 7th floor and from there are dispatched to 7th and 6th floor in

JDF as well as MMJ, KSD & HRI being part of the section.

A five week cycle shift is in operation with one or two staff working per shift on a rotation basis.

The shift consists of a day shift, afternoon shift, and night shift with rest days between shifts.

Why the need for change?


Why the need for change Strategic Intent / Rationale ?• With the present NGN, the surveillance and restoration capabilities, configurations and

patching of traffic can be done remotely by the NNOC via the management platforms.

• . Following the recent resignations on JDF 7th Floor ( 2 and 1 demise) Shift – positions could not be motivated for back fill due to reduction of workload numbers.

• Rebalancing of resources due to the reduction in work load as per Advantex data during office hours and after hours.

• Staff experience is only limited to the transmission equipment more experience is needed on all the equipment in the NGN toolbox.

• Staff working for long periods(years) shift and this is not conducive for our staff health • Align with the CNFO Operating modelHow is this going to be implemented ?• Design new resource model for JDF transmission/ IMC based on workload

during normal work hours.• Follow due HR process to moved staff as per options available for staff after

agreement between all parties.

Intervention 4 – PPR Transmission 24hr Shift


Action Step Who? When?

1. Communication with Organised labour regarding the Operating Model and CNFO initiatives





27/02 2012

3. Provide feedback to Company Forum regarding CNFO initiatives

Executive 28/01/2013

4. Investigation Results, Shift Proposal, and Change management options meeting between Management, Organized Labour and Human Resources.

Gabriel Ramosolo 14/03/2013

5. Brief all CNFO staff on Operating Model Gabriel Ramosolo 08/03/2013

6. Staff Briefing on the Shift investigation results and implementation process (as agreed HR/Unions/ER/Line Management)

Gabriel Ramosolo 18/03/2013

7. HR to chair meeting to address Staff /Union concerns after Staff Briefing.

Louis Fouche 25/03/2013

8. Management to set date after due consultation process

Gabriel Ramosolo Q1 2013/14



• Intervention: Patch rebalancing in terms of workload / geographic / span of control

• • Region/s: Western Region• Area: South Peninsula

Intervention 5 – Workload / Patch rebalancing Why the need for change Strategic

Intent / Rationale ?• Review the patches in terms of

geographical area• Improved Span of control• Review distribution of staff between

the current ops manager• Review workload


What are details of FMO / Change ?

• Relocation of staff• Change in reporting lines i.e. reporting to

different ops managers • Continuous up-skilling of staff to meet the NG

NEC changes to ensure that the staff remain relevant in the changing environment

• No change to JD• MDF staff impacted by reporting lines

Who is Impacted by the Change ?• Technical Officer (OP1)• MDF staff (OP2)• Operations manager (M6)

How is this going to be implemented ?• Review the proposed patches vs. WFM

areas• Consult with Regional OL / operational

staff and deal with queries • Facilitate the staff movement process • Redistribution of resources i.e. test

equipment• Ensure and track the up-skilling of staff• Review to process quarterly

When is Change to be Implemented ?• Targeted implementation commencing 1st

April 2013

Leeusig Patch

11 x Technical Officers

Barrack Patch


Wynberg Patch


Mitchell’s Plain Patch


CNFO WR South Peninsula – Current Structure

Barrack Patch


Wynberg Patch


Rondebosch Patch


Mitchell’s Plain Patch


CNFO WR South Peninsula – Proposed Structure

Intervention 5 – Workload / Patch rebalancing


Action Step Who? When?1. Review the proposed patches vs. WFM areas RSA 28/02/2013

2. Validation of force to load per OVP Line Management 13/03/2013

3. Identify impact of staff changes Line Management 15/03/2013

4. Consult with Regional OL / operational staff John Thomas 19/03/2015

5. Consultation period for staff HR related queries Operational staff 22/03/2013

6. HR to facilitate to process with respect to staff movement between new patches

HR 28/03/2013

7. Redistribution of resources i.e. test equipment Manager Ops Manager

29/03/2013

8. Implement training plan to ensure the skilling of staff for technology changes

Manager / Ops Manager

Ongoing

9. Implement changes – movement of staff into patch Line management 01/04/2013

10. Review to process quarterly Manager Ops Manager

On-going



• Intervention: Wall-to Wall Implementation• • Region/s: Southern Region • Area: Port Elizabeth

Intervention 6– Wall-to Wall ImplementationWhy the need for change Strategic

Intent / Rationale ?• Impact on WFM dispatching • Changes in the technology (NG NEC) • Up-skilling staff to ensure relevance

during network transformation• Effective utilisation of current workforce• Alignment to CNFO Operating Model


What are details of FMO / Change ?• Relocation of staff• Change in reporting lines i.e. reporting to

different ops managers • Continuous up-skilling of staff to meet the NG

NEC changes to ensure that the staff remain relevant in the changing environment

• No change to JD as all staff on current 220 JD• No re-location / job changes for MDF staff

except for reporting lines changes

Who is Impacted by the Change ?• Technical Officer ( 41 x OP1’s )• MDF staff ( 9 x OP2 )• Operations manager ( 3 x M6 )


• Reviewing the proposed patches vs. WFM areas• Consult with regional OL / operational staff and

deal with queries • Facilitate the staff movement process• Redistribution of resources i.e. test equipment• Ensure and tracking the up skilling of staff to

meet wall-to-wall requirements• Split the PE area into two patches• Review to process quarterly

When is Change to be Implemented ?• Targeted implementation commencing 1st

April 2013 with a phased approach taking into account upskilling


Action Step Who? When?Review the proposed patches vs. WFM areas RSA / BOSA 28/02/2013

Validation of Force to load per OVP Line Management 13/03/2013

Consult with ops managers and operational staff regarding splitting of the PE urban area into patches with involvement of regional OL / HR

John Thomas 19/03/2015

Consultation period for staff HR related queries Operational staff 22/03/2013

Finalise selection and staff movement process between ops managers HR 28/03/2103

Redistribution of resources i.e. test equipment etc Manager Ops Manager

29/03/2013

Draft to training plan for wall-to-wall and track progress monthly Manager Ops Manager

On-going

Implement staff changes into patch Line management 01/04/2013

Review to process monthly / quarterly Manager Ops Manager

On-going

Review the integration of microwave staff into the patches and review the ops manager requirements

Managers 01/04/2014


Intervention 6– Wall-to Wall Implementation


Intervention: Consolidation of Patches to cater for reduction of Ops Manager due to resignationRegion: Eastern RegionArea: Durban North, Phoenix, Mount Edgecombe, Tongaat, and Stanger DSSU areas


Intervention 7 – DNN & PHX Restructuring


• Reduction of Ops Manager due to resignation

• Business decision not to backfill• Patch consolidation and reduction by

one• Alignment to span of control• Force to workload balancing


What are details of FMO / Change ?

• Investigate current patch workloads

• Consolidation and create 3 patches

• Change in reporting lines of Operational staff with some rebalancing and office relocation

• No change in JD• KWM & DC Power ( 15 x OP1’s & 1

x OP2 ) not impacted

Who is Impacted by the Change ?• 2 x Ops Managers in respective

patches • MEC/PHX ( 10 x OP1’s & 1 x OP2 )• Patch rebalancing of 4 x OP1’s • TO & SNG ( 11 x OP1’s ) • DNN ( 8 x OP1’s & 2 x OP2 )


• Mapping of operational staff• Consult and present proposals with

OM & Operational Staff with involvement of Regional OL & HR

• Brief all impacted staff• Facilitate staff movement with HR• Review impact of change

When is Change to be Implemented ?• Targeted implementation commencing

1st April 2013


Action Step Who? When?Review the proposed patches vs. WFM areas RSA / BOSA 28/02/2013

Validation of Force to load per OVP Line Management 13/03/2013

Consult with ops managers and operational staff regarding the patch consolidation and resource plan with involvement of regional OL / HR

Jay Ramlal 19/03/2015

Consultation period for staff HR related queries Operational staff 22/03/2013

Finalise selection and staff movement process between ops managers HR 28/03/2103

Implement staff changes into patch Line management 01/04/2013


Intervention 6– Wall-to Wall Implementation

Q & A

End

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