ARCHIVE FOR THE ‘first-time-fix’ CATEGORY

The balance between achieving high levels of customer experience and delivering operational excellence that will drive service revenues forwards is a finely nuanced one. In this first excerpt from a video presentation run in partnership with Outsystems we heard from Rachel Brennan, who spoke about the importance of getting this balance correct. Now in the second excerpt from this presentation Phil Bartholow gives a tour of the Outsystems platform to show us how their customers are using the tools to improve their own service delivery

The balance between achieving high levels of customer experience and delivering operational excellence that will drive service revenues forwards is a finely nuanced one. In this first excerpt from a video presentation run in partnership with Outsystems we hear from Rachel Brennan, who goes into greater detail about the importance of getting this balance correct...

Is investing in service execution solutions enough to improve first-time fix rates and achieve high levels of equipment uptime? Chris Mitchell from PTC explains more...

Improved asset uptime, first time fix rates, repeat visit avoidance; all are undoubtedly some of today’s OEM’s most relevant metrics and challenges: revenues from service offerings, whether it be PBL contracts or more traditional service models, are too significant to be ignored.

Not least through industrial applications of the IoT we see an abundance of applications and use cases relating to operating and servicing equipment, whether in the field or in the factory. The way we can now easily connect to assets and operate, monitor and diagnose them remotely is simply fantastic.

Many also focus on applications of augmented reality to not only improve the way equipment is maintained in established markets, but also how it can be maintained in emerging markets, where experience and training is simply lacking.

The trap many OEMs fall into, however, is the notion that investing into the improvement of such service execution challenges is sufficient.

Improving asset uptime in this way has certainly never been easier to accomplish -  all the enabling technology is here today! Adopting these new technologies to improve the service experience are essential. However, there is a huge aspect to servicing assets, which is still widely ignored: Spare parts inventories are not optimised – so the right part is too often not available at the right time, place and cost: Companies’ investment in their spare parts inventories are simply too high.

Balance sheets are laden with huge amounts of cash that are tied up in incorrect inventories and need to be freed up to be spent in other areas of the business or to simply improve operating margins. Bills for expediting shipments and cannibalising production inventory are largely too high.

The challenge is that unlike production inventory planning, spare parts demand, and therefore inventory, is much more difficult to predict. Too often historical demand is used to forecast but, in most cases with low levels of accuracy.

Not often enough is spare part demand forecasted by employing causal factors, where forecasts are calculated based on your equipment usage rates and average values for casuals, such as meantime between failure rates. OEMs would now able to use real-time usage data and predicted failures of the asset to further improve forecasts and therefore optimising parts availability further.


"Too often historical demand is used to forecast but, in most cases with low levels of accuracy..."


Regrettably the required information is often not provided by other parts of the organisation, the negative consequences of which are not addressed in the organisation. Levels of equipment uptime and part availability are far lower than they should be. Brand loyalty suffers, customers buy parts (and equipment) elsewhere and revenues are impacted.

So how do we solve the conundrum of keeping inventories low whilst exceeding customer expectations in terms of equipment uptime and part availability?

The approach needs to be all encompassing if you really want to offer first class service to your customers at the lowest possible cost and should incorporate the following:

1. Improve parts availability by improving forecasting, inventory optimisation and supply planning - this will drive immense value within a few months of implementing and will drastically reduce inventories, equipment downtime and improve first time fix rates. You now have a parts supply chain, which perfectly supports an optimised service and repair network.

2. Automate field service operations by ways of a connected optimisation solution wherever possible, by leveraging exception monitoring and failure prediction from connected assets - let the asset tell you it’s failing rather than the customer when it’s too late - this will further reduce downtime and speed up repair time frames.

3. Enable the field technician (or customer) in the most effective way, by leveraging digital service content delivery through phones, tablets or VR, AR or MR headsets, leveraging augmented and virtual reality technologies. This will speed up repair or maintenance steps and ensures technicians operate effectively and based on the most up to date information available, information that is delivered from downstream CAD and PLM solutions.

4. Ensure service contracts and parts are priced correctly. This way you ensure sales are profitable and customers return to you time and time again for repeat business. This is also the ultimate way to combat the threat from copy pars.

There are many more applications of the above technologies, not least training and enablement, but hopefully it becomes clear that implementing one technology without the other will only unlock some of the value.

So in summary: the key to an optimised field service operation is not just the use of best of breed execution tools such as AR, Field Service Management and Service Parts information. The technician visit can only be successful first time if the correct spare part is made available, i.e. if the demand for the spare part has been predicted as accurately as possible and has been made available to the technician!

Chris Mitchell is Director Business Transformation - Servigistics Business Unit at PTC.

AnswersAnywhere a provider of knowledge management solutions for field service organizations has announced the release of AnswersAnywhere for ServiceMax v2.0.

Claudine Mosseri outlines how in an age of increasing consumer power it is critical field service engineers are able meet SLAs and explains how technology in service logistics is making that happen...

News headlines would suggest that the high street is fast heading to a retail graveyard, with longstanding titans like Debenhams and House of Fraser the latest to face tough times.

Yet only after a period of turmoil, only one in 10 shops is vacant.

Factors such as the need to try before you buy, instant gratification and the convenience of returns are just a few of the factors that keep consumers returning to the high street.

The most successful stores are not only driving e-commerce, but also optimising the in-store experience by implementing new technologies and interactive features for customers.

We are starting to see the emergence of brand leaders such as Amazon Go, whose model is being mimicked by Tesco in its cashless store trial.

Whistl also discovered that over half of shoppers prefer unmanned tills to deal with cashiers, as it’s faster. As retailers become ever bolder in their use of tech, they rely more heavily on those integrated devices working flawlessly.

But as the old adage says, the best-laid plans often go awry. At some point, technology will fail, whether it’s a shopper-facing device or the datacentres serving them. When this happens, problems result for both consumer and retailer.

"ByBox recently surveyed 1,000 shoppers, two-thirds reported they had experienced problems and breakdowns in-store. For one-third of these dissatisfied consumers, this meant they were unable to complete their purchase at all..."

ByBox recently surveyed 1,000 shoppers, two thirds reported they had experienced problems and breakdowns in-store. For one third of these dissatisfied consumers, this meant they were unable to complete their purchase at all.

What was designed to be a positive customer experience can quickly turn into a negative with long term consequences when the technology fails.

Over a third (38%) of shoppers told us they felt angry or irritated because of these breakdowns.

Over a fifth complained to store staff about nonfunctional devices. And for a very angry one in 10, their opinions of the store were damaged in the long term.

With revenue and reputation at risk, it is vital that retailers implement strategies to limit risk and ensure rapid response times when the inevitable does happen and their tech lets them down.

It starts with making sure service providers are equipped to manage speedy same-day fixes.

Ensuring this needs to be the norm when it comes to setting service-level agreements.

There are new technologies that can support this requirement. For example, creating micro-FSLs (forward stock locations) by combining sophisticated software and smart locker technology, means repair items can be prepositioned using overnight or through the day deliveries. Shortening the mean time to repair (MTTR) can also limit the risk to retailers.

The world of retail is moving at a swift technological pace – but this isn’t the only sector where the support services for connected devices must move with the times.

If networks and other background tech systems fail the entire customer experience is interrupted, and it’s often the front-end business which bears the brunt of customer dissatisfaction and lost revenue.

Modern retail is all about convenience and ease for the consumer, delivering the fastest way to shop in the most seamless and engaging way.

As we see one ‘rush’ to improve the shopping experience by implementing new technologies, retailers should prepare for another – maintaining these innovations.

This will keep the high street alive and kicking.

Claudine Mosseri, is General Manager, ByBox 

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Ensuring your field service engineers are best positioned to deliver a first-time fix becomes a moot point unless you have an efficient service supply chain.

Claudine Mosseri, General Manager, Field Services, ByBox outlines the benefits of outsourcing this critical function...

Running an effective supply chain can seem like a necessary evil for many businesses.

With multiple touchpoints and high margins for error, supply chain management requires a comprehensive and considered approach.

Running an effective supply chain can seem like a necessary evil for many businesses.After all, being unable to successfully deliver goods to customers is detrimental to both service and reputation. For many companies, a solution to the supply chain conundrum is to outsource the operation – either in its entirety or in parts – leaving them to focus on the day-to-day running of their operation and growing their business.

Supply chain collaboration goes beyond transactional relationships in warehouse management and transportation to encompass value-added processes, such as demand planning, configuration and returns management. At ByBox, we have made significant investments into effective parts management and increasing stock visibility.

Our approach is to move the data, not the part.

What does this mean?

It enables us to take a holistic view of where all spare parts are, whether they are with an engineer, in a warehouse or stock holding facility, or in a secure location such as a locker bank. This view of the supply chain provides customers with new ways of getting an item from A to B.

Establishing a dramatic improvement in inventory visibility is at the heart of next-generation supply chain methods.Establishing a dramatic improvement in inventory visibility is at the heart of next-generation supply chain methods. Historically, pallets of parts have been moved blindly through distribution networks, only to be moved somewhere else the following day. Our approach exposes that data, helping customers make informed management decisions.

All movements can be traced in real-time online to see at precisely what stage of the supply chain a customers’ part is located. As a result, businesses spend less money on same-day transport and unnecessary stock holding.

Modern logistics is constantly moving forward, with businesses trying to stay on top of the latest trends and technologies while satisfying customers. Re-evaluating supply chain partners can help businesses to speed up service, improve customer experience and review costs.

There are additional reasons for reviewing visibility within a supply chain:

1. Increased Efficiency:

Working with a partner that understands the need for efficiency can help you increase it within the business. By exposing real-time data and full visibility of stock movements, your technicians always know what parts are available for collection.

Visibility in a supply chain not only reduces stock loss but also provides clarity over what jobs can be completed.

2. Saves Time and Money:

When you outsource to an external partner, you can save a great deal of time and money by cutting down on wasted stock. Finding suitable space to store your products, a means for transporting them, and qualified staff to carry out the dispatch process can quickly add up.

Outsourced providers can leverage economies of scale, and scope, to provide compelling value-added services.

3. Consultancy:

Exploring more effective ways to manage and improve the supply chain could take up a great deal of time.

The same goes for hiring a team of staff and providing them with necessary training. Working with a business that invests in spare part visibility can provide you with the information needed to reduce stockholding, while also increasing efficiencies and SLA performance.

4. Scalability and Flexibility:

Outsourcing some of your supply chain management needs can lead to more flexibility to scale up or down, accommodating your current, and future, business requirements. As your business needs change, you’ll need to be able to adapt accordingly.

Not having enough space, manpower, or transportation could prove detrimental to your business.

By working with an outsourced company, you have access to their knowledge and resources, which means expert help in developing a more extensive and appropriate infrastructure.

5. Adapt to Customer Demand:

Customers now demand 100% uptime of technology in the field and are intolerant of failure. To achieve this, businesses are required to get vital spare parts to field engineers as quickly as possible. At ByBox, we don’t believe this should come at a higher cost, which is why we don’t rely on same-day deliveries.

Our unique technology is paired with app activated locker collection, so engineers can access parts delivered overnight, whenever they need them.

Outsourcing your field service supply chain, focusing on stock management and visibility can mean you’re better equipped to cope with changing business requirementsIn conclusion, outsourcing your field service supply chain, focusing on stock management and visibility can mean you’re better equipped to cope with changing business requirements, shifts in customer demands and changing market conditions.

Using a supplier that offers full visibility and flexible solutions - such as locker delivery - can reduce cost on stock, transportation and overheads. It’s not just about reductions, the right partner can also increase efficiency and customer satisfaction, adding value to your business and reducing the bottom line.

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Resource Type: White Paper
Published by:  Astea International Ltd
Title: Standing alone or part of a bigger picture?

Click here to download the white paper

By downloading you agree to the T&Cs listed available here

Synopsis:

Click the links at the top or bottom of the article to download this white paper

First-call resolution or first-time fix rates have become a critical key performance indicator (KPI) for field service organisations interested in gaining a competitive advantage.

While historically automation efforts in field service have focused on improving efficiency and productivity in an effort to reduce costs or complete more work orders each day, they have not necessarily had a direct impact on customer satisfaction.

This white paper looks at the importance of first-time fix rates when it comes to customer satisfaction and explores means in which you can improve your own first time fix rates.

Overview:

Customers don’t necessarily measure field service effectiveness in terms of efficiency. Yes, they want a technician to arrive as quickly as possible, but they also want their problem solved quickly and, preferably, in a single visit.

If a repair can’t be made because of a missing part or lack of expertise on the part of the technician, customers experience costly downtime as well as frustration.

That’s why first-time fix rates should be a top priority for companies interested in improved customer retention.

There is significant room for improvement in many organizations. According to data from The Service Council, the average first-time fix rate for service companies is just 74%, while failure to resolve an issue on the first visit was a top customer complaint according to 34% of respondents.

In an Aberdeen Group survey, first-time fix rate was cited as a critical service metric by 38% of respondents, just below service profitability (41%) and customer satisfaction (68%). (Source: “Evolution of the Field Service Business: Optimizing the Field Service Chain,” Aberdeen Group).

First-call resolution plays a critical role in improving customer service and profitability. However, improving first-call resolution rates is not a simple proposition. There are a number of different factors that play a role, including parts availability and logistics issues, technician training, vehicle management, optimised scheduling, diagnostic tools, and dynamic dispatching capabilities. Without the right systems in place and without proper process design, it can be difficult or even impossible to improve performance.

Tackling any one of these elements individually won’t solve the problem. Service organisations have to take a systemic and holistic approach that will enable them to get the right technician to the customer site, equipped with all of the necessary parts and technical know-how in a timely fashion. This is crucial to ensure successful customer interactions.

This white paper looks at:

• The high cost of return visits
• A fix for first time fix rates
• Integrated Service Management
• Preventative measures
• Continuous improvement

Click here to download the white paper

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Improving first-call/visit resolution rates can be challenging and frustrating for field service organisations, because there are so many factors and variables that prevent technicians from completing a repair on the first visit writes Astea's Debbie Geiger...

Find out more about this subject in Astea's latest white paper here

The customer may not provide enough information to the call center representative, or that information may not be accurately relayed to the dispatcher or tech; the technician may need assistance with the repair; the parts might not be available, or the tools may not be on-site; the dispatcher may not allot enough time for the repair in the schedule.

There are ways to improve first-call resolution rates, but they require a shift in strategy and an investment in work order, dispatch, and scheduling automation solutions.

We recently held a webinar in conjunction with RTM Consulting. During this webinar we presented some operational and technology strategies for improving first-time fix rates in our webinar “First Call/Visit Resolution: Getting it Fixed the First Time.”

Yet, according to The Service Council (TSC), average first-time fix rates are just 74 percent; that means more than a quarter of all calls require multiple visits.

Those additional visits come at considerable cost. Aberdeen found that service calls that aren’t resolved in a single visit require an average of 1.5 additional visits to complete. Even for small organisations, that can result in thousands of dollars in additional costs per day. And that doesn’t even include the cost of lost business from those disappointed customers, who are more likely to look elsewhere for their service needs.

The key to addressing the problem is to take a more disciplined, holistic approach, and RTM has outlined three critical planning components for addressing first-time fix rates:

Prevention:

Improved training of call centre staff and technicians, increase use of remote diagnostics and Internet of Things (IoT) technology, and improved preventive or predictive maintenance approaches can reduce the number of equipment failures that need fixed in the first place.

Triage:

Carefully outline incident handling, support tiers, parts management, and other processes that affect the likelihood of having the right technician and the right part at the customer site.

Continuous Improvement:

Institute knowledge management, variability analysis, root cause analysis, and process improvement strategies so you measure, track, and log information that will help make your service organization a little smarter after every incident.

Clearly outline what you want your first-call resolution processes to look like, and implement the technology needed to manage and support delivery of those services. Create a gap analysis so you know how you are performing now, and how you’d like to be performing in the future.

Through collaboration and improved data visibility, your team can find better solutions for each customer problem, and do so more efficiently and likely at a lower cost.

Remote monitoring of assets helps capture service diagnostic information that can be provided to field technicians in advance. Giving call centre staff more guidance through question trees and full access to customer history data can help resolve more calls over the phone (without costly truck rolls), and provide better information to technicians when they do have to go on-site.

Find out more about this subject in Astea's latest white paper here

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