Transcript Presentation-CaPS New

Powerol –
Customer Care Telecom Service
CaPS - Action plan for Improvement
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Content
 Objectives and Methodology
 Summary
 F12 – Customer Voice
 F12 – Action Plan
 F13 – Customer Voice
 F13 – Action Plan
 F14 – Customer Voice
 F14 – Action plan
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Overview :
Objective
 To measure CaPS (Customer as Promoter Score) for Powerol - Customer Care
Methodology
 Survey conducted by Mahindra Corporate Office.
Target Group

Powerol customers –Telecom & Retail Customers
Sample Size (In Numbers)
F12
F13
F14
20
23
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Formula for CaPS Calculation:
Customers giving response ranging from ‘0 to 6’ are ‘Detractors’
Customers giving response ‘7 & 8’ are ‘Passives’
Customers giving response ‘9 & 10’ are ‘Promoters’
CaPS (%) = % Promoters - % Detractors
Result:
Above 50 is a GOOD score
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CaPS trend
100
96
Mean: 9.17
92
90
80
70
Mean: 8.45
60
50
40
66
Mean: 8.88
66
55
40
34
35
30
20
10
0
5
4
Survey 2012
Promoters
0
0
Survey 2013
Detractors
Survey 2014
Passives
CaPS
CaPS score has declined as compared to the last Year.
 After the comparison, we can see that there is an increment in Passives and there are no Detractors
 Focus should be on gaining more and more promoters by reducing Passives
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F12 CaPS – Strengths and Weakness
Customers Response
F12
Strengths/ Weakness
% Promoters
40
% Detractors
5
% Passives
55
Strength
1. Mahindra offers much better service compared to other
suppliers.
2. It is a supportive company
3. They have a strong dealer network
Weakness
1. Quicker services, accessibility of managers when required.
2.A more developed product emitting less sound should be
available at the same price.
3. They should conduct regular training at filed level to
reduce breakdowns.
CaPS Score
35
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F12 CaPS Action plan
SN
1
Weakness
Quicker services, accessibility of managers
when required.
Key action taken in F13
Monitoring of Service Level Adherence (SLA) Improvement action plan
•Developed process for Technology development
& technologies are developed on key success
A more developed product emitting less sound factors – Fuel efficiency, NVH(Noise), DG foot
2
should be available at the same price.
prints & Alternate fuels
•Example: Super Silent DG sets developed and
supplied in J&K and Assam NE states
3
They should conduct regular training at field
level to reduce breakdowns.
On site and classroom trainings carried out for
Customer and MAGIEC technicians
6
SLA Improvement Action
Issue
Activity
Result
Reference
Capability issue
resulting into high
fault count
Technicians training continued in F13 thru
intensive training programs.
73% trained technicians.
Special training batches
conducted for electrical
Training records
& presentation
TPM activities started in areas of West Bengal,
NESA, Bihar and continued already running
activity at J&K. These were the major concerned
areas as far as SLA /FC is concerned
With above activities
reduced FC to 5% in F13
from 7% in F12
Refer TPM
activity
High Fault Count
Service Level Adherence Telecom
92
90
88
86
84
82
80
78
76
74
90
85.98
90
89
87
85.1
80
84
80
F09
F10
Plan
90
89
85
84
F11
Achieved Major
F12
Remaining Issues Of F13
F13
Still FC high @5%. Since achieved 89%
UPE,UPW,J&K,AP,KE against 90%, need
R,NESA,BH,JH,WB to revise the targets
remained concern
in F14 as a
whereas other are
continuous
better off, though
improvement policy
still need
and deal with new
improvement.
challenges.
Achieved Minor
Learning in F13:
Based on feedback of MAGIECS in various state meetings, got understanding of reason
for delayed manpower deputation as complaint closing is clubbed with site PM.
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Development of new technology for innovative products
Structured Process followed for new technology development
Additional
Information
CFT INVOLVEMENT FOR INPUTS
Customer
Care
• Customer Satisfaction Index
• Customer as Promoter report
Sales
• Market Requirements, Surveys
• Win Loss Analysis
PSM
• Know your Customer
PAE
• Technology Trends
• Legislative Requirements
• Competitive Benchmarking
Technology
Readiness
Testing
and
Validation
Build
Prototype and
prepare DVP
Identify Key
Success Factors
(KSF)
Prepare current
Technology table w.r.t
competition
Identify Options
Make Technology
Development
Plan
Prepare
Technology
Road Map
Evaluate Options
Customer & Emerging Customer Needs → Long Term Technology Roadmap
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Development of Ultra Super Silent DG
Development of 25 kVA Ultra Super Silent DG
58dB
Thought for lateral
industry where low
noise required
Ideation
“DG for deployment in
Noise Sensitive areas”
Automotive Cabin Noise
Regulatory requirement:
75dB
Approached
25kVA Ultra Super Silent DG
Mahindra Research
Valley
Foam testing Lab
Technology
Developed
Technology
Deployed
1st in the world, Patent
Filed
Insight
Customer Need :
Additional
Information
Developed
Absorption
Barrier
Absorption
Technology
One of the best NVH facilities in Asia
Competitors do not have such facilities in India
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F13 Action plans
Customer Trainings – Conducted in F13
Programme name
Programmes
DCDG Training
2
Product, Genset Basics,
Operation & Maintenance
8
Grand Total
10
Bharti Infratel
Indus Towers Reliance Jio Participants
10
10
10
13
36
49
13
36
59
10
F13 Action plans
Customer Trainings
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5.3.3 a. Taking responsibility for ‘end to end’ services for DG sets
Service Technician Capability Improvement
• Service Technician Capability Improvement
Additional
Information
• Dedicated Training Team & Training Centers (8 locations)
• Customized training modules as per Skill Matrix
• Training through class room sessions & working on Practice Models
• Training effectiveness measurement
• Self Learning through online training modules (need based)
Step 1
Identify Skill gaps
& prepare
training plan
PLAN
Step 2
Step 3
Step 4
Release annual
Training
Calendar
Execute training
with Pre & Post
training assessment
Overall
Training
Feedback
DO
Step 5
Training
effectiveness - 90
days
CHECK & ACT
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Improve DG Availability
Effects: Service Technician Capability improvement
% Technicians Trained
Better
80
77
73
75
70
% Trained
manpower
62
60
55
44
40
34
22
40
30
20
F09
F10
F11
F12
F13
F14
Year
Plan
Actual
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Improve DG Availability
Effects: Service Technician Capability improvement
Service Technician Capability Improvement
38%
36%
34%
32%
31%
28%
25%
25%
23%
11%
10%
5%
F12
L0 (Beginner / Untrained)
F13
L1 (Learner)
F14
L2 (User)
L3 (Expert)
User & Expert increased to 64% from 30% → Improve Service Quality
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F13 Action plans
F13 CaPS – Strengths and Weakness
Customers Response
F13
Strengths/ Weakness
% Promoters
96
% Detractors
4
Strength
1. Good Services provided by the company.
2. Good Staff, co-operative,supportive and committed
Weakness
1.Better servicing needed - timely, quicker, more
efficient, regular, proactive 2.Technologically advanced
- faster website, use soft copies in billing instead of
hard copies
% Passives
0
CaPS Score
92
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F13 CaPS Action plan
SN
Weakness
Action plan for F14
1 Better servicing needed - timely, quicker,
more efficient, regular, proactive
Ensure better PM quality through eFSR
implementation and horizontal deployment of TPM
in 981 sites
Technologically advanced - faster website,
2 use soft copies in billing instead of hard
copies.
• eFSR and eCONNECT launched, enabling us to
provide reports in soft copy
• Quicker response
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Concerns in Pre-eFSR System
 FSR Quality gaps : Incomplete details; Illegible writing;
illegible Customer reps signatures; Lack of authenticity
(Photograph); Technician tracking; Use of local language
 Gaps & Lack of Trust of Customers due to poor FSR
quality
 Huge paper usage for FSRs i.e. 4 X 3 lac A4 size sheets
+ Photocopying, courier & handling cost etc.
 Human dependency since data is not available
centrally & Data quality is depends on technician skills.
 FSR Management is difficult since whether effect (Rain
/ humidity); Site condition (Oil / Dirt etc.)
 Non Standard report format.
 Huge Efforts to Compile, Validate & manage service
details.
?
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eFSR
Brainstorm







Speed up support
document compilation



FSR Quality
Transit delay
Data compilation
Data Storage
FSR handling @ site
environment
Analytics not
available
No Tracking of Service
delivery team
Training
Awareness
Online bill processing
Major Issue Identified
 FSR quality
 Direct Online
 Technician
tracking
Mobile
application
to capture
FSR.
 Real Time
 Photographs
Project Selection
Prioritization /
Focus
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Alternative Thinking : eFSR
FSRs to be …


Electronically made


Multi-language display capability



FSRs to be virtually loaded in M&M Web system directly from field

Based on eFSR data report should be available on portal, for Income billing
legible & uniform
All data / values of FSR / PM check sheet to be captured
Validation through photographs , Time & Date of work start & completed, Customer signatures, Location Tracking.
Provision for spare part entry.
POWEROLSUVIDHA
Infrastructure
GPRS
Mobile Application
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Major TQM Activities
eFSR
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4.5.2 d. eFSR & eConnect
IT enabled Complaint handling (eConnect) & eFSR Process
Key Features
IT enabled eCONNECT & eFSR
 IT enabled Complaint tracking system –
Assignment of
Technician @
MAGIEC
Customer Logs
Complaint
through SMS at
eCONNECT
Complaint
Closure
Intimation mail
to customer
Through
eCONNECT
eConnect
Actual job
carried out
with on job
recording
through eFSR


Prompt & Quality
Escalation mechanism
 IT enabled Field Service Report – eFSR



Error free eFSR
Quality of PM
Ensure adherence to PM
 Real time compliant registration &
Submission of
eFSR
acknowledgment to Customers
 Reduction in delay in payment
 User-friendly & available 24*7
Leveraged IT for enhancing Customer Satisfaction & Business Benefits
DTQMP reference page : 40
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Major TQM Activities
Field service performance and quality up-gradation - TPM
 Based on Learning Systematic three Step approach initiated for TPM at Field
 Step 1 – Initial Cleaning
 Step 2 – Counter measures against source of contamination & hard to do CLITA
 Step 3 – Prepare Standards - SOPs (719/SOP/14a) & based on ongoing learning CLITA
Check sheet revised.
 Further to be ensure standardization and horizontal deployment of learnings, Training
module was developed.
 Programs – 12 nos.
 Customer Care Managers (CCMs): 47,
 MAGIEC technicians : 66.
 981 Sites across India are covered through this approach in F14, with a plan to
increase to 8000 sites in F15.
DTQMP reference page : 49 & 50
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F14- TPM HORIZONTAL DEPLOYMENT
RESULT OF SERVICE EXCELLENCE THRU TPM
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F14 CaPS – Strengths and Weakness
Customers Response
F14
% Promoters
66
% Detractors
0
% Passives
34
CaPS Score
66
Strengths/ Weakness
Strength
1.Product quality, customer services are good. They
have good engines.
2. Mahindra offers much better service, compared to
other suppliers.
3.Supply is good and delivery is always on time.
Weakness
1.Better servicing - Timely, Quicker, Proactive, etc.
2.Should improve after-sales services
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F14 CaPS Action plan
SN
1
Weakness
Better servicing - Timely, Quicker, Proactive,
etc.
2 Should improve after-sales service
Action plan for F15
Increased Coverage of TPM
Started monitoring of DG Uptime for
DG sets in District head quarters
and state capitals.
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Thank you
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