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For industries that sell and service equipment with long product life cycles,
the number of field service technicians can be in the hundreds or even
thousands. These technicians are the front line in the post-sale process. How
well they perform their jobs can greatly influence both customer retention and
new business opportunities.
Before Wireless
A starts his day at the dispatch office. He picks up his list of service calls
and heads out to his truck where he looks over the list to figure out which call
is closest to the depot. He reviews the balance of the calls and mentally maps
them out to determine his route. He notices that one address is incomplete and
goes back to the office for clarification. He returns to his truck and sets off
for his first call.
When the technician arrives at his first call, the customer mentions that
he'd asked for an additional spare part. Checking his dispatch list, the
technician doesn't see a note to this effect. He apologizes to the customer and
checks his truck to see if one is available. It turns out he doesn't have an
extra part, but promises he will order one when he talks to dispatch. The
customer asks when it will be delivered. The technician tells the customer he
can't be sure until he checks the service parts inventory.
The technician finally gets to work and notices there is something else in
need of repair. He locates the customer at the other end of the plant to inform
him. The customer asks if the extra work is covered under warranty and if not,
how much it will cost. The technician doesn't have this information, so they
have to walk back to the office so he can call out on a landline to check with
the depot.
He is now running late and tells dispatch to call ahead and inform his other
customers.
While driving, dispatch radios to tell him that a customer is irate over this
delay, since the repair he needs affects a mission critical piece of equipment.
The technician heads to this customer even though it's out of the way. When he
arrives, he finds that the customers upset and refuses to pay for the service
call. Now the technician is even further behind,and dispatch informs him that he
has to work overtime to get his calls completed. The technician reluctantly
agrees. He finally heads home, where he fills in his manual time sheets and
updates the dispatch list with his start and finish times.
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Business Challenges |
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Without the means to deliver relevant information to the
technician when and where he needs it, he becomes less and less current the
longer he is on the road. This results in loss of productivity, inaccurate
information, reduced customer service, increased costs and reduced employee
morale. |
The next morning, a sales rep asks if the customer from his first call was
interested in the promotion they were offering. The technician replies that he
was not aware of any such offer. Dispatch informs him that the customer from
yesterday's first call is still waiting to find out when his part will be
delivered. The technician realizes he forgot to even complete an order request
form. Now he has to make an extra stop to pick up the part and deliver it.
During this stop he receives another call from dispatch.
The customer from yesterday's second call is furious that he has received an
invoice. The technician realizes that he also forgot to inform dispatch and
accounts payable about the special dispensation. He stops at a payphone to call
his wife and tell her he will be late for dinner again tonight.
Post Wireless
The service technician is at home with a cup of coffee. He checks his
mobile application and selects the 'Field Service' icon from a dashboard
display. He is presented with a sub-menu of options. He selects 'Today's Calls'
to access the up-to-date dispatch list and scrolls though a summary of his
planned service calls. He notices a customer that he hasn't called on before, so
he clicks on the listing to get more details. He sees this customer owns a
machine that he hasn't worked on in a while, so he selects "Technical Note" to
read a short summary of the key maintenance issues.
He selects 'Updates' to review any last minute product or service bulletins.
The 'Parts/Tools' feature gives him a summary of the service parts and tools he
will need for the day and confirms whether they are on his truck or pending
delivery. Thanks to this function, he rarely visits the depot since dispatch
lists trigger drop-shipments using low cost delivery services. He selects
'Directions' to get a routing summary and prints the itinerary on his wireless
printer. The calls have been automatically sequenced to optimize his travel
time.
At his first call, the customer asks for the spare part he had requested. The
technician confirms he has it and selects the 'Delivery' menu to pull up an
e-form already populated with the customer's name and address, as well as the
price of the spare part and part number.
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Benefits |
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Increased customer service (more rapid response, faster
reports to clients, improved first-time fix rates); Increased
competitiveness (better customer retention, improved brand recognition);
Increased revenue (win new customers, up sell potential); Lower service
costs (20-30% better efficiency, more calls per service person per day,
reduced service penalties, reduced operation costs/travel, lower overtime
costs, less service inventory, reduction in service related assets in
field); Improved Intelligence (better compliance with regulatory bodies,
Improved service level agreement compliance, better analytics to perform
depot analysis, increased community knowledge); and better worker morale
(reduction in paperwork, fewer complaints to manage). |
Using his wireless printer he provides the customer with written proof of
delivery while at the same time transmitting confirmation to dispatch, inventory
control, and accounts payable.
He begins the work and notices there is something else that needs repair. He
accesses the 'Warranty Status' for this customer and piece of equipment. Seeing
warranty doesn't apply he selects 'Get Quote', enters a time estimate and the
estimating function returns a quote which he prints. He accesses the customer's
cell phone number from his Mobile application and calls to tell him about the
situation. He also lets him know there is a written quote waiting on his desk.
The customer OK's the work.
Prior to leaving, the technician updates his call status report on his Mobile
application. A reminder asks him to confirm whether he explained the latest
upgrade offer. He informs the customer, who asks the technician to place an
order. The technician selects 'Order' to access an e-form with the details of
the offer already populated. He transmits the order request and within seconds
receives a delivery date. He prints the order for the customer and transmits
order confirmation back to the sales and invoicing functions.
He realizes he is running slightly behind due to the extra work but he is
confident he can make up for lost time since the next job is routine. The rest
of the calls are completed as planned. He even fits in one additional call.
Since his reports have already been completed as he worked, the technician calls
his wife as he heads home and asks if she wants to go out for dinner tonight.
Back of the Envelope RoI
In industries that manufacture and service high-ticket capital equipment,
field service costs can account for 10-40% of revenues. A workforce of 500 field
service technicians with annual labor costs of Rs 5 mn could save Rs 25 lakh
annually with a 5% increase in service efficiency. This doesn't include
additional savings in supporting assets and operation costs or any additional
business won through better customer service.
Ravi Subramanyam
maildqindia@cybermedia.co.in
The author is director, mobileOne Infocom
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