Customer Service Chain Management

Sam Peou Version: V 1.3

All Rights Reserved

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Disclaimer: This document has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, Radius Market Cambodia Co, Ltd., its members, employees and associates do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it.

Learning Modules 1-Customer Service Chain Management Module

Definition of Customer Service Chain Management What Causes Customer Service Chain Reactions The Reality of Customer Service The View of Customer Service Perception The Different Between Supplier, Customer, Partner and Consumer 2 Type of Customer (External & Internal Customer) The Customer Chain Flow Charts What is a Good Customer Service? The Customer Service Quality

2-Basic Supply Chain Management Module What is Supply Chain Management? Why Supply Chain Management is Important? The Logics Behind Supply Chain Collaborative Strategy Key Management Engine that Fly Supply Chain Forward Supply Chain Perspective Reverse Supply Chain Perspective The Benefits of Supply Chain Management Focus Forces that Cause Supply Chain Reactions

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Learning Modules-continue

3-Challenges Resolution Management Module Challenges Resolution Model & Flow Charts Key Drivers for Challenges Resolution Challenging Behaviors Nature of Challenges The 4 Main Source of Challenges (Equipment & Facility, HR, Administrative and External Cause) Challenges Engagement Resolution Process Challenges Resolution Exercise

4- Time Allocation Management Module Time Allocation Management Concept Time Allocation Management Chart Your Personal Time Allocation Management Chart Professional Time Allocation Management Chart Personal Weekly Time Prioritizations Alternative Solutions Implementation Analysis Dr. Steve Covey-Time Management Matrix

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Learning Modules-continue

5- Exercise Module (based on actual business cases)

Identify Your Company’s Customer Service Chain Flow Charts

Assess Financial Impacts of Your External/Internal Customers, Raw Materials Supplier, Equipment Supplier, Internal/External Customers, Partners and Consumers if Affected by External Forces

Evaluate the Impacts to Your Customer Service Chain, Job, and Salary?

Identify a Real Case Problems and Offer Solutions for the Implementation and rollout

Learn How to Optimize Time Allocation Management

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Learning Objectives

Understand the Customer Service Chain from the Holistic Perspective Understand the Problem Resolution Strategy Understand the Essence of Time Management Improve the Knowledge of Supply Chain Management Improve Self Confidence, Self Discipline & Self Efficiency Improve Critical Thinking Reduce Stress & Conflict

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CUSTOMER SERVICE CHAIN MANAGEMENT MODULE NO. 1

Definition of Customer Service Chain Management • Customer Service Chain Management (CSCM) is the process of managing and

facilitating the interconnecting customer service related activities through a supply chain collaborative process from raw materials extracted points to end users

• CSCM allows an organizations to improve its customer satisfactions and communications which in turn, it reduces operational costs and lead times

• CSCM enable employees to better understand the holistic views of customer service chain reactions from start to finish

• CSCM allows both management and employees to improve and optimize its decision making process

• If Employees understand the interconnecting customer service chain activities, then he or she will be able to make better decisions, in turn customer will be happy

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What Causes Customer Service Chain Reactions?

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Consumer Demands

Supplier

Product

Offerings

Customer Demands

Customer Service Role Perspective Customer Service role is to facilitate and

coordinate the interconnecting activities and communications between supplier, partner, customer and/or consumer to ensure products and services are delivered to its final destination as promised or according to the purchase/sell contractual agreements

Note: Supplier can be also a manufacturer, distributor, wholesaler, retailer and service provider

Note: Customer can be classified as a CONSUMER or end user, its depending on your business model

Note: Consumer can be classified as a CUSTOMER or end user, its depending on your business model

YOU

YOUR STRATEGICPARTNERS

The Reality of Customer Service

Almost everyone on this planet who is working, communicating, dealing and engaging in day to day business activities whether it is financially or non-financially transacted are technically involving in some sort of customer service related activities regardless of his or her official title, profession or assigned tasks

For examples, an entrepreneur, corporate employees, lawyer, doctor, police officer, teacher, housewife, maid, civil servant, and many more are providing either products or services to people one way or the other

Customer service is not just making your customer satisfied with your products or services, in fact

your products or services MUST have great positive impacts to their end users. Thus, you need to understand their customers who also your consumers as well. Your service does not end with your immediate customers, it must be extended to the end consumers

Generally, many people do not realize that they are engaging in customer service activities, but in reality they are engaging on a daily basis

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The View of Customer Service Perception

Organizational Structure General Terminology

Business Entity Customer, Consumer, Supplier, Partner

Educational Institution (School) Student, Pupil, Learner, Trainee

Health Care Institution (Hospital) Patience

Accounting, Legal, Consulting Firms Clientele/Client

Professional Association Member, Associate

Social Enterprises People, Community

Household (domestics) Children, kid, Son, Daughter, Parents

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Regardless of the organizational structure or profession, you’re engaging or interfacing with customer service related activities without realizing it. The existence of an organization is to serve, nurture and support the customer despite of what we are calling them.

The Different Between Supplier, Customer, Partner & Consumer? Customer: A person, company , business entity or an organization who buys goods and services that are

produced or offered by another person, company, other business entity or an organization. Customer is generally buys goods and services from another person, company, business entity, or an organization for manufacture or resale to the consumers

Consumer: An individual who buys products or services from a company , organization or other business

entity for personal use and not for manufacture or resale purposes. A consumer is a person who can make the decision whether or not to buy an item or service from a company, organization, or other business entity for their personal consumptions or use. Consumers are those who can be influenced by marketing and advertisements for products and services offered by business entities

Supplier: A business entity that supplies goods or services to another parties for further use, consumptions, re-processing, manufacturing, or resale , i.e., manufacturers, service providers, wholesales , retails, distributors, and organizations. A supplier may be differentiated from a contractor or subcontractor, who commonly adds specialized services or goods to its deliverable products or services. Supplier can be also considered as manufacturer, wholesaler, retailer, and service provider

Strategic Partner: A business entity or a person who you or your company is collaborating and/or sharing core-competency resources with in order to deliver products or services to end consumers. You and your strategic partners must have vested interests through out the entire customer service chain i.e., financial, market , customer and consumer as well as your company’s financial performances, products, and services.

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2 Type of Customers (External & Internal Customer)

• External Customer: A person, company , business entity or an organization who buys goods and services that are produced or offered by another person, company, other business entity or an organization. Customer is generally buys goods and services from another person, company, business entity, or an organization for manufacture or resale to the consumer. There are financial transactions involved or product exchanging hands when providing services

• Internal Customer: An Employee of an organization whose main duties and responsibilities are to provide his or her services to other functional departments vertically and horizontally. For instance, a Customer Service Representative provides his or her services to other functional departments such as Sales, TS, NoC, OSP, and Finance etc. These functional departments are considered as your “internal customers”, except there is no financial transaction or product exchanging hands between internal customers where as external customer there are financial transactions (money offer for its products and services)

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Customer Service Chain Management

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INTERNET CAFE/ Mobile Operator

SUPPLIER/ Distributor

SERVICE PROVIDER “ISP” OUR CUSTOMER

CONSUMER/END USER

Manufacturer/ Equipment Maker

ASDL

OUR CUSTOMER Note: If we sell and provide products and services directly to consumers, then consumers will become our customers If we don’t sell and provide products and services directly to consumers, then they are not our customers, perhaps they’re the customers of our customer

Our Strategic Partners

What is a Good Customer Service?

• Company’s ability to differentiate itself from its competitors in terms of product and service offerings to customers and/or end consumers

• Company’s ability to effectively fulfill customer’s needs and wants from start to finish

• Company’s ability to effectively fulfill customers’ demands better then its competitors

• Company’s ability to provide customer’s wants and needs at the right price, time, product, place, quantity and quality

• Company’s ability to deliver its products and services as promised and on a consistence basis

• Improving customer service involves making a commitment to learn and understand what our customers' needs and wants are, and implementing action plans that implement customer friendly processes

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Customer Service Quality

• Time is Essence. Do Not Allow Customer to Wait for Your Response • Offer Solutions to Customers, Before They Are Asking for One • Focus on Empathy (Not Sympathy). Ability to Listen to Customers’ Needs & Wants • Be Consistence With Your Customer Service Policy • Be Consistence With Your Statement. Do Not Flip Flop. • Don’t Give Answers, if Your Don’t Know. • Maintain Professional Attitude while Working Under Pressure • Deliver Products & Services as Promised. Don’t Promise if You Can’t Deliver • Response and Follow Up with Customers’ Requests as Promised Regardless of

Outcomes • Customer means both internal or external

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CSCM EXERCISE

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Identify Your Company’s Customer Service Chain Flow Charts

Assess the impacts of Your External, Internal Customers, Partner, Raw Materials Suppliers, Equipment Supplier and Consumers if it is Affected by Controllable or Uncontrollable Forces

Evaluate the Financial & Non-Financial impacts of YOU as an Employee

Identify Customer Service Chain Flow Charts

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Your Raw Materials Sources Your Equipment Maker (s) Your Equipment Supplier(s)

Your Internal Customer (s) Your External Customer (s) Your End Consumer (s)

Your External Forces Your Strategic Partner(s)

CSCM Impact Assessments

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Challenges Raw Materials Supplier

Equipment Maker

Equipment Supplier

Internal Customer

External Customer

Your End Consumer

Raw Materials Prices increased by 35%

? ? ? ? ? ?

Your company’s networks interrupted by heavy storm

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Demands for Internet service increased by 90%

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What will happens when you cannot support these demands?

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Impacts Assessment & Analysis

Financial Impacts Analysis Overall company’s financial performances Positive or negative impacts to financial results? Revenue increase or decrease? Profit margin increase or decrease? Service or selling prices will increase or decrease? Company’s stock price condition if applicable?

Non-Financial Impacts Analysis Number of customer subscribers increase or decrease, market shares? Number of customer orders increase or decrease? Number of customer satisfaction rates or dissatisfaction rates? Number of customer drop-out rates , renewal rates, or new subscribing rates? Will our product and service be sustainable in the long run? Number of product shortages or services interrupted for any given period? Company’s Human Resources Turn Over Rates? Do we meet or exceed company’s milestones, goals, and objectives?

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THE MONEY Easy to Measure

THE PEOPLE Hard to Measure

Impact Assessment Questions?

The FIRST 2 Big Questions? 1. What are the “financial impacts” to your raw materials supplier, equipment

maker, equipment supplier, partner, internal customer, external customer, and end consumer?

2. What are the “non- financial impacts” to your raw materials supplier, equipment maker, equipment supplier, partner, internal customer, external customer, and end consumer?

The NEXT 4 Important Questions? 1. What will happen to your entire customer service chain? 2. What will happen to your end consumer? 3. What will happen to your Company financial performances, products, services and reputations ? 4. What will happen to your job, promotion and salary?

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Basic Supply Chain Management

Module No.2

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Why SCM is Important?

Almost Everything that We Touch, Use, Work On, Consume and Perhaps Feel Are Driven By Supply Chain Management

Synchronized SCM Allows Companies to Accelerate its Processing, Manufacturing and Distributing Capabilities of Raw Materials, Good s and Services to End Customers or Point-of-Use More Efficiently and Effectively

Unsynchronized SCM Causes the De-Acceleration/Disruptions to its Processing, Manufacturing and Distributing Capabilities of Raw Materials, Goods and Services to End Customers or Point-of-Use

End-2-End Supply Chain Process Needs to be Synchronized to be Efficient End-2-End Supply Chain Process Needs to be Checked/Collaborated Regularly to be Synchronized

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The Logics Behind SC Collaborative Strategy

Regardless of Company’s sizes, technological advances, financial strengths, skilled resources and core-competency capabilities; Not a single company in the world who can extract raw materials, produce, and deliver its finished products and services to end-users/processors and/or point-of-consumptions without utilizing external collaborative channel’s efforts and supports 24

Core-Competency Focus Management Focus Long Term Supplies Visibility Long Term Supplies Security Risk Mitigations & Sharing Knowledge & Info Sharing Financial Leveraging Flexibility Management Market Regulations Advocate

Key Management Engines That Fly SC

The Corporate Cockpit

Management

The Navigation

Management Systems

The Cabin Crews

Management

On-Ground

Strategic

Management

Vision, Mission, Values, Strategy, Goal s& Objectives Executive Management & Leaderships Financial Management Product Research, Innovation & Development HR Development & Nurturing Business & Market Development Corporate Compliances (Procedure, Policy) Environmental Management

Access /Acquire External Resources Outsourcing Strategy Management Supplier & Customer Relations Management Knowledge Exchanges & Collaborations Risk Leveraging Management Market Development ,Targets & Penetrations Marketing Strategy Strategic Brand Development

Shop Floor Layouts & Production Flow Control Management

Efficiency & Productivity Focus Planning & Scheduling Production Measuring & Controlling Processing & Conversion Warehousing & Distributing Quality Control Management Customer Services Procedure, Policy & Work Instructions

Corporate Navigation Systems Communications Management

Systems MIS (Management Information

Systems)- ERP, MPS, MRP, CRM

Information Tracking & Tracing Control Management

Reporting Management Information Transfer

Management KPIs Dashboard

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Corporate Affairs Operational Affairs

Information Technological Affairs Collaborative Affairs

Forward Supply Chain Perspective Raw Materials Plantation & Production Finished Goods Production & Manufacturing

Finished Goods Distribution & Logistic Center Wholesales & Retails Outlet

Waste Management Household & Commercial Consumptions Waste Containment

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Reverse Supply Chain Perspective

Household& Commercial Point of Use Repair Centre /Recycling Facility

Scrap Component Processing Facility Raw Mats Processing Facility Electronic Component Manufacturing

Computer Manufacturing Wholesales & Retails Household/ Commercial

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Benefits of SCM Focus Customer Support Services Long’s Term Customer Order Commitments Great Market Access Opportunity Increase Sales & Revenues Visibility of Sales & Financial Forecasting Brand Awareness & Recognitions Brand Loyalty

Obtain Reliable Materials Sourcing & Supporting Services Increase Visibility of Sales & Financial Forecasting Secure Better Prices, Quality, & Quantity Needed Control Procurement & Sourcing Activities Better Leveraging & Sharing Risk Establish Long Term’s Partner Commitment to Align Corporate Vision, Mission, Value, Goals & Objectives

Improve Product Efficiency & Quality Low Turn Over/Attrition Rates Improve Working Environment Attracting External HR Resources Improve Commitment, Focus, Team-Work Increase Knowledge & Responsiveness Encourage Innovation & Pro-activeness Boosting Employee’s Self-Confidence Strengthen Key Resources

Improve Overall Company’s Bottom Line Increase Sales & Profit Margins Reduce Unnecessary /Overlapping Costs Reduce Inventory Carrying Costs Reduce HR Training & Development Costs High Visibility of KPIs and Performances 28

Forces That Cause SC Reactions

Internal Forces

Natural

Forces

External

Forces

Changing in Corporate Vision, Mission, Value Objective, Goals, Policy, & Procedure Employee’s Morals & Working Conditions Corporate Strategy & Tactical Approaches Financial Capability & Control Management (Positively & Negatively) Management Information System (MIS) Internal Core-Competency, Skilled Resources/Capabilities Employee’s Strikes & Demonstrations

Change in Weather Climates Fires, Floods, Droughts, Storms, Rains Earthquakes, Tsunami, Hurricanes Tornados, Volcanoes Disease & Virus Outbreaks Other Accidental Incidents or Disruptions

Market Competitions Change in Raw Material Prices Shifting in Partner’s Corporate Vision Mission, Value, Objectives, Goals, Procedure & Policy Changing in Partner’s Financial Capabilities & Control Management Consumer Behaviors & Demands Market/Economic Conditions Partner’s Employee Strikes/Demonstrations Shift in Political/Social Climates Government Regulations Technological Evolutions Stock Markets Global Financial Environments Environmental Implications Terrorist Attacks/War Outbreaks Shifting in Religion Beliefs

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Beyond Corporate Controls

Within Corporate Controls

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CHALLENGES RESOLUTION MANAGEMENT MODULE No.3

Challenges Resolution Model

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Identify Challenges

Validate &

Clarify

1st Impact Assessment

Root Cause Analysis

2nd Impact Assessment Offer 3 Possible

Solutions Offer

Recommendations Seek Management

Approvals

Employee’s Communications Rollout Strategy

Set Implementation Strategy & Schedule

Testing & Validating (Sandbox)

Execution & Operational Strategy

Control Management

Monitor Implemented Activities

Measure KPI s

Fine Tuning

Key Drivers for Challenges Resolution

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Self-Initiate

Your Assessment &

Analysis

Your Supports & Supporting Materials

When you’re encountered any challenges, you need to initiate or willing to solve the problem and find best solutions, otherwise, you will continue to face chronic issues within your organization and ultimately will affect your working environment, profit, morals, job, and salary and among other things

To move forward effectively with problem solving, you need to have supports from management, co-workers, and suppliers, partners, customers, and may be consumers You must have supporting materials or supports to substantiate your resolutions strategy in order to move forward

You need to conduct analysis based on facts, supporting materials as well as management supports and others Your analysis MUST be presented with CORRECT information Your supports & supporting materials MUST be validated to ensure its correct before presenting to others

Challenging Behaviors Challenges Type Definition Examples

Short-Live Problems occur during any given business process, cycle, period and disappeared within a short period of time and reoccur sporadically or periodically without any or little explanations

An interruption occurs for a short period of time within minutes, hours, days and weeks

Short live occurrences Minor impacts to business

process, cycle, and period An interruption caused by

internal or external factors

Chronic An interruption which is considered as a prolonging and repetitive during the entire business process, cycle, and at any given period

An interruption which is prolonging and dragging on for months, and perhaps years without corrective actions or fixable solutions

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Nature of Challenges

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Challenges Control Elements Examples

Self-

Inflicted Challenges

Controllable

An interruption occurs which are caused by an individual, employee, or a person intentionally and knowingly

Preventable interruptions Sabotaged by a person, employee, and contractor For example, you were upset and decided to destroy your mobile phone or computer as a result of your angers

External-

Inflicted Challenges

Un-Controllable

An interruption occurs which are caused by external elements such as natural disasters, change in government regulations and policies

Wars, embargoes, sanctions Shifting in Supplier, Customer, and Consumer policy,

strategy, process and/or demands

Internal-Inflicted Challenges

Controllable- Uncontrollable

Shifting in Corporate policies, regulations, vision, mission Shifting in capital resources, financial, HR, equipment,

accessories, facility etc. Some cases, the shifting is caused by external forces

4 Main Source of Challenges Main Sources Check List

Equipment & Facility

Building conditions, and accessibility Equipment, Vehicle & Accessory Equipment Functionality The ergonomic, layout of equipment, accessory &

building

Human Resources Management & Employee Competencies Employee’s Morals, Treatments, Communications

External Cause Government Rules & Regulations Consumer, Customer, & Supplier Process,

Procedure, Policy, People, Equipment, Accessory Supply & Demand Conditions Natural disasters

Administrative Corporate Vision, Mission, Objective, Goals Process , Procedure, Flow Charts Policy, Work Instructions, Job Descriptions

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Challenges Resolution Engagement Process Challenges Engagement

Steps Your Supporting

Materials Your

Analysis

Identify Your Challenges? Nature of Challenges, Source of Challenges? Yes, networks interrupted 5 times in 8hrs

Validate & Clarify Double checks, check your reports, KPIs NoC , TS and customer had confirmed

1st Impact Assessments Compile all required info & documents customer service, financial, reputation

Root Cause Analysis Determine root cause based on info & docs HR, Equipment-Facility, Admin, Ext Cause

2nd Impact Assessments check with experts and other sources customer service, financial, reputation

Offer 3 Possible Solutions understand root cause based on info & docs generate 3 solutions with pros/cons

Offer Best Recommendations based on your info & docs, generate solutions analyze and recommend best solutions

Seek Management Approval provide management with evidences based on your analysis, seek approvals

Testing & Validating (Sandbox) test your proposed model/process/charts conduct your testing analysis/correction

Set Implementation Strategy define your strategy in writing/document analyze impacts on rollout strategy

Employee’s Communications Rollout send information to employees analyze employee’s feedback/concerns

Execution rollout your final process/model/charts analyze results and outcomes

Control, Monitor, Measure & Fine Tune document all activities/results take appropriate steps and measures 36

Challenges Resolution Exercise

Pick 3 Challenges based on real business cases 1 Problems must be chronic & uncontrollable

1 Problem must be chronic & controllable

1 Problem must short-live & controllable

Why are you picking these 3 challenges?

How do you know they are real problems?

Follow The Challenges Resolution Engagement Process

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Time Allocation Management

Module No.4

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Time Allocation Management Concept

Time Allocation Management (TAM): Simply, is a process of allocating times for specific needs and requirements for any given period, i.e., tasks, projects, and activities

Time Allocation Management, the same as Budget Allocation Management Corporation tends to focus on Budget Allocation Management as it has real financial values TAM allows employees and organizations to better manage its times for specific tasks,

assignments, projects and other activities which are considered as imperative to the organization TAM should be managed the same manner as a corporation or a person manages its budget and

financial resources Organizations need to focus on the development of TAM TAM is as important as MONEY, except generally it does not have financial values assigned to it at

least from an internal organizational perspective TAM is very effective and powerful if you’re engaging with external firms such as legal, accounting,

and management consulting and so forth. These firms will charge clients by the hours, therefore, times can not be wasted when engaging in meetings or conversations

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Time Allocation Management-Sample Weekly Activities (Monday-Sunday) Time Allocated (Hrs.) Time Allocated (%)

Weekly Sleeps (8hrs/day X 7 days) 56hrs 33.3%

Weekly Personal hygiene (shower, brush teeth, dress up) 14hrs 8.3%

Weekly Breakfasts (prepare & eat) 3.5hr 2.0%

Commuting Time (Travel to and from work-4 days/week) 4hrs 2.4%

Working at the office (7hrs X 3.5days/week) 24.5hrs 15.0%

Lunches (1hr/day X 7 days) 7hrs 4.2%

Prepare dinners & eat (0.5hr X 7 days) 3.5hrs 2.0%

Housekeeping (cleaning, laundering, and gardening) 0hrs 0%

Weekly Leisure (Relax, socialize, entertaining, reading, music, watch TV, etc.) 21hrs 12.5%

Weekly Study & Homework 0 hr. 0%

Total Weekly Times Allocated 133.5hrs 80%

Total Weekly Unallocated Times (Free Times) 34.5hrs 20%

Weekly Grand Total Times Available (24hrs x 7 days) 168hrs 100%

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Your Personal Time Allocation Management Weekly Activities (Monday-Sunday) Time Allocated (Hrs.) Time Allocated (%)

Weekly Sleeps (8hrs/day X 7 days)

Weekly Personal hygiene (shower, brush teeth, dress up)

Weekly Breakfasts (prepare & eat)

Commuting Time (Travel to and from work-4 days/week)

Working at the office (7hrs X 3.5days/week)

Lunches (1hr/day X 7 days)

Prepare dinners & eat (0.5hr X 7 days)

House works (cleaning, laundering, and gardening)

Weekly Leisure (Relax, socialize, entertaining, reading, music, watch TV, etc.)

Weekly Study & Homework

Total Weekly Times Allocated

Total Weekly Unallocated Times (Free Times)

Weekly Grand Total Times Available (24hrs x 7 days) 168hrs 100%

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Weekly Activities (Monday-Sunday) Time Allocated (Hrs.) Time Allocated (%)

Weekly Sleeps (8hrs/day X 7 days)

Weekly Personal hygiene (shower, brush teeth, dress up)

Weekly Breakfasts (prepare & eat)

Commuting Time (Travel to and from work-4 days/week)

Working at the office (7hrs X 3.5days/week)

Lunches (1hr/day X 7 days)

Prepare dinners & eat (0.5hr X 7 days)

Housekeeping (cleaning, laundering, and gardening)

Weekly Leisure (Relax, socialize, entertaining, reading, music, watch TV, etc.)

Weekly Study & Homework

Total Weekly Times Allocated

Total Weekly Unallocated Times (Free Times)

Weekly Grand Total Times Available (24hrs x 7 days) 168hrs 100%

Professional Time Allocation Management Weekly Activities (Monday-Sunday) Time Allocated (Hrs.) Time Allocated (%)

Weekly Sleeps (8hrs/day X 7 days)

Weekly Personal hygiene (shower, brush teeth, dress up)

Weekly Breakfasts (prepare & eat)

Commuting Time (Travel to and from work-4 days/week)

Working at the office (7hrs X 3.5days/week)

Lunches (1hr/day X 7 days)

Prepare dinners & eat (0.5hr X 7 days)

House works (cleaning, laundering, and gardening)

Weekly Leisure (Relax, socialize, entertaining, reading, music, watch TV, etc.)

Weekly Study & Homework

Total Weekly Times Allocated

Total Weekly Unallocated Times (Free Times)

Weekly Grand Total Times Available (24hrs x 7 days) 168hrs 100%

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Weekly Activities (Monday-Sunday) Time Allocated (Hrs.) Time Allocated (%)

Committed assigned tasks and duties

Internal Meeting-within an organization between colleagues & bosses

External Meeting-outside of an organization between customer, supplier, & partner

Commuting Time-To and from work

Problem solving-expected or unexpected challenges

Unexpected interruptions-controllable or uncontrollable

Training & Development-internal or external

Personal telephone conversations & face-to-face interactions

Computer & telephone work related activities

Lunch, breaks, miscellaneous idle times-intentionally or unintentionally

Total Weekly Work Times Allocated

Total Weekly Work Unallocated Times (Free Times)

Grand Total Times Available (8hrs x 5.5 days) 45hrs 100%

Personal Weekly Time Prioritizations Weekly Activities (Monday-Sunday) Want Need Necessity Alternative Solutions?

Weekly Sleeps X Reduce sleep hours from 8hrs-7hrs

Weekly Personal hygiene

Breakfasts

Commuting/Travelling

Committed Job & Project

Prepare lunches & eat

Prepare dinners & eat

Housekeeping activities

Weekly Leisure

Weekly Study & Homework

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Want: is something you want to do but it does not has major impacts to your life, it may creates short-live challenges Need: is something you need to do because if you don’t do it, it creates chronic challenges in your life or health Necessity: is something you MUST do, or die or affecting your life or health severely

Alternative Solution Implementations Analysis List

Alternative Solutions Impact Assessments

(Advantages/Disadvantages) Final

Recommendations

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Try your best to analyze based on the current market environment and not for future considerations Advantages: state minimum 3 advantages whether it is financially or socially beneficial to your professional or personal life Disadvantages: state minimum 3 disadvantages whether it is affecting you financially or socially Recommendations: Prioritize your best solutions that are best suitable for your professional or personal life for the current environment. Try not to focus on future considerations

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