Author: Tronserve admin
Monday 2nd August 2021 11:47 PM
Three Steps for Increasing Efficiency and Improving Customer Satisfaction
Customer satisfaction is increasingly essential in the manufacturing sector, just like it is in consumer-facing industries such as retail. Customer needs are increasing across the board, and manufacturers are demanding greater responsiveness and extra presence into the service of their equipment as they strive to maximize uptime. Typically, improving customer satisfaction has come at a cost, but new technologies that improve the customer experience have the additional advantage of actually increasing the efficiency of the service organization and bringing down the cost of service.
There are three main steps through which field service organizations can both increase efficiency and develop customer satisfaction:
Seasoned field service professionals know that successful execution on the day of service is the result of careful planning for days, weeks, or even months in advance. Establishing likely levels of demand for service, and ensuring the right sources are on a dime to meet that demand, are essential to meet the required standard of customer service. Having proper resources in the right locations with the right skills means that on the day of service, field technicians can minimize travel time, boosting resource utilization and enabling a faster response time for customers.
For manufacturers, data about machine performance is a key element in this process, supporting planners to understand the likelihood of specific machine failures. This not only helps adjust resources with demand, but also helps proactive service to prevent downtime altogether and eliminate any SLA penalties.
Even the best-laid plans are vulnerable to disruption due to external factors like traffic, extreme weather, or customer cancellations. Despite the fact that there is always a gap between the plan in theory and the execution in practice, organizations can minmise this by capitalizing on ‘actual intelligence’. This is the idea of constantly leveraging real time information to optimize the way in which service resources are allotted and making sure there is effective communication with consumers. Starting with the preliminary service level agreement committed to the consumer, through to successful completion of service and follow-up, every single step in the process provides an opportunity to delight customers and outpace competitors.
Diebold Nixdorf is the largest global manufacturer and servicer of financial self-service equipment, such as ATMs, and anyone who has ever experienced an out-of-order ATM understands the need for speedy response times. To satisfy these service level agreements, the company implemented technology to automate scheduling and improve operational visibility and control. As well as meeting customers’ high expectations, the company also enhanced scheduling efficiency and reduced mileage and travel time for technicians. After implementing field service management software, Diebold Nixdorf saw a reducing in total travel distances by more than 300,000 miles per year and a 33 percent increase in the number of calls per day per technician.
Delivering value through improved efficiency, that enhances customer experiences, is increasingly a core part of manufacturers’ strategies to be prominent from the competition in the eyes of the customer. In the execution phase, enhancing and automating technician scheduling is where much of this value can be realized’ combining sophisticated methods with actual intelligence and practical input from dispatchers, managers, and field personnel boost operational visibility and ensure a tightly run schedule that meets both business and customer requirements.
Real-time analysis of performance data towards key business indicators not only shows how a service operation is doing versus its targets but also delivers a blueprint for improvement that can be incorporated into the planning phase. Up-to-date business performance indicators enable manufacturers to better manage what is measured and either make realtime adjustments (e.g. reallocating resources to a different region) or make more wide-reaching changes in the future (e.g. growing training to deal with a particular service challenge). With a stream of operational performance data available at their fingertips, business managers have the proper data at the proper time to make the right decisions to push service excellence.
Planning, execution, and analysis represent a common-sense framework to consider a service operation as a strategical asset that underpins competitive differentiation in the manufacturing industry. As data grows rapidly, and enables both proactive service and real-time responsiveness, organizations that can effectively incorporate this information into the framework will not just reduce the cost of service but likewise improve consumer contentment levels along the way.
This article is originally posted on manufacturing.net