Case 2 Performance Management of Customer Processes in Utility Company

The provision of services to the consumer market at this multi-service Utilities Company, which has been temporarily but completely disrupted by the market liberalization, needs to be straightened out in order to make performance management possible. This implies that all contract change management, such as new contracts, contract terminations, or updates of new products, must lead to correct monthly invoicing and payments through the streamlining of (back office) processes. So-called product packages are also being introduced within the framework of a loyalty programme. Using performance management, these extra customer processes must be fit into the existing customer processes which have been altered by the liberalization.

The realization of the proper cooperation between the supplier and the network company is also of crucial importance. The implementation of new ERP (Enterprise Resource Planning) systems has just been completed, but these systems still have a lot of bugs to iron out because information concerning the process was lacking during the design phase. The challenge presented by the client for Levelt Interim Management is to return the customer processes to 100% (measurable) working order in cooperation with line management and employee task forces. Read also: publications.

Performance Management Objectives

To prepare a complete description of the customer processes for the consumer market
To enable performance management by making customer processes measurable and operable
To bring customer processes such as ‘moving’ and ‘switching’ up to the performance levels as prescribed by the Ministry and DTE under a predetermined deadline
To get the invoicing for the consumer market in order

Utility Company Results

The stated objectives were achieved within the deadline
(Back office) processes were drawn up and implemented
Invoicing of monthly and final invoices are in order
Operable customer processes achieved through the implementation of chain management and new stoplight reports
By mid-2005 (standard set by the Ministry and DTE), a formal approval was given by the DTE for the performance achieved by DELTA in the area of consumer customer processes, based on scores determined by the chosen performance indicator (KPI)