Steps to Success for Service Management Companies

Steps to Success for Service Management Companies

These actions are sequenced so as to provide an organization at the beginning of its resource optimization journey with a scalable roadmap towards eventually attaining Best-in-Class performance.

Map the entire service delivery process. Whether developing new scheduling processes or retooling existing processes, it is important to map out the entire lifecycle of a service ticket, from creation to scheduling to dispatch and finally to completion. A map of the overall processes and the resources that are tied to every node of the process will assist the organization in understanding which component of the entire processes needs the greatest amount of attention and investment. While Best-in-Class companies have shown excellence in the delivery of service, 54% of these firms continue to map out and evaluate the lifecycle of the service ticket so as to weed out inefficiencies in the system.

Involve the right stakeholders in the development of the process. It is vital to ensure that all impacted stakeholders are involved in the development on the optimal service delivery process. For beginners, a service executive with oversight of and accountability for service-related profitability can bring in a comprehensive view of the desired result of a process mapping, ranging from operational, financial and customer-facing components. Only 16% of Laggard organizations currently have such a leader in place as opposed to 50% of the Best-in-Class. Other stakeholders that would play an integral role are the customer service representatives, dispatchers, technicians and IT personnel and a lack of involvement of anyone of these parties can greatly compromise the optimal process.

Raise visibility. Best-in-Class companies are actively taking steps to raise their real-time visibility into the location, status and capacity of their field resources (Figure 3). Only 26% of Laggards consider this to be a strategic action in addressing resource management and customer satisfaction pressures. The efficacy of an optimized scheduling process is greatly reduced if there isn't sufficient visibility into the resources that need to be scheduled. An algorithm that runs on incomplete or inaccurate data will only yield incomplete results. Centralize the scheduling process with Service Management Software. In the process mapping stage, the presence of a service executive will also help in centralizing the scheduling process. Centralization is also made possible with greater visibility into service resources. Once the scheduling organization has visibility into the entire pool of resources, and visibility into service needs and demand on an overall scale, they can allocate these resources accordingly to ensure improved performance. Thirty-nine percent (39%) of Laggards currently follow a centralized scheduling model, compared to 62% of the Best-in-Class. However, 25% of Laggards are looking to centralize in the next 12 to 24 months.

Do away with paper-based and manual scheduling. With a wider range of resources and customer needs at stake in a centralized scheduling operation, the margin for error is greatly reduced as any mistake in the overall process is magnified on a larger scale. As such, to supplement the organizational shift, Laggard organizations should consider the automation of scheduling process. Currently a third of these organizations rely on manually created paper-based schedules, as compared to 12% of the Best-in-Class.

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