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Transformation of the Service Business

Transformation of the Service Business. Operational & Remote Center – sinergies FSS & BAU. Motivation: Very competitive market – hourly rate of competition is 60% less than Siemens. 4 fundamental questions: How can we improve competitiveness?

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Transformation of the Service Business

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  1. Transformation of the Service Business

  2. Operational & Remote Center – sinergies FSS & BAU Motivation: Very competitive market – hourly rate of competition is 60% less than Siemens 4 fundamental questions: How can we improve competitiveness? How can we fight against new competitors (FMS, installers)? How can we intensify our relationship with customers? How can we generate new business?

  3. Management & Mobile Services Value Added Integrated Processes Technological Platform that communicate with the installations of our customers Financial Administration: Maintenance contracts invoicing. • “On call” intervention invoicing Product Managers Team • Technical support at “high level” • Hot Line with HQ Centralize Services • Technical call clarification. • Planning of service team. • Planning of subcontractors companies for services. • Intervention orders Experts team: • Operate the system • Detect Faults or malfunctions • Give support to the customers • Give support to our Technician. • Start intervention Process immediate with customer call • Detect business opportunities for serv. Sales • Do commissioning Call Center Global Service Industry: • Open tickets • Route cust. callto the right place • Repair process Mobile ServicesMCompanion Used by: - 70 technician , - 35 project mgr. - 35 subcontractors Intro in Global Service Industry in process Installation type: • Fire systems • Building Control • Energy Efficiency Service Centre - all in the same room The new Heart of the Service Business!

  4. Knowledge and know-how in the same room • Combine technologies and expert knowledge in the same room allows us: • To provide New Business Models (e.g. “Assisted Products”) to provide Added Value Services to our Customers • using new technologies & reduce cost with service optimization HQ Support Product Managers Technical Experts Serv. Mgr. Finance Admin. Dispatching Remote Experts

  5. What are the challenges? Technical problems and missing documentation from HQ at the beginning Find a good technician willing to work in the remote service center No one wanted to be the first to offer a connection Not integrated in service processes How do we tackle them? Test and document locally all configurations & make pilot installations Mgt. Decision: Each project with a volume > 20k€ must have a remote connection Go personally with sales to sell the first connections, Nº of connections in the objectives ... Promotional packages “for free” for branches and customers Integrate the remote center completely in the service process Challenges of Remote Service

  6. Our pillars for implementation to get here … C u s t o m e r Services > > > > > > Analysis > > > > > > > > Implementation > > > > >

  7. Jan 2007 Pillar I:Involve key people - Brainstorming What we did: - Simplify - Accelerate - Unify - Normalize - Automate - Modernize - Meet deadlines - Meet requirements „Analysis and revision of the processes BY USING: - Spiridon - Synergies - Technologies - Existing Corp. Tools - Communication Tools - Knowledge - Analysis - Monitoring - Statistics „Analysis and revision of the available tools”

  8. May 2008 Pillar II:SERVOR Process AnalysisIdentified Improvement Levers to allow prioritization Remote Service €€ €€€ Application of Mobile Front-end with Real-time Task management €€€ … Mio € Lead management & Incentive system €€€ Total average annual gross savings (DI2) Subcontractor Management … Mio € Improve clarification Total average annual additional sales (DI2) €€ Financial control Legend: € Calculated lever Implementation of Planning and Dispatching Tool(s) € Enabler/not calculated Prioritized lever Standard procedures and work instructions € Average annual gross savings Integrated service management information system € Average annual additional sales 6 18 Strong impact customersatisfaction 12

  9. May 2008 PillarIII: Remote Business Plan supported by HQ - Goal Internal Benefits • Increased service efficiency through: • Improved service processes • Optimized commissioning processes External Benefits • Generate additional sales through: • Extended service level in the classical re-active service business • Additional services, like pro-active monitoring, service reports, energy services • Gain a more intensive customer retention

  10. Pillar VI: New technologies  Bye, bye paperIntegration in Spiridon, Mobile solution, HR-System & Sharepoint Transfer / Generate electronic information

  11. Oct 2008 Pillar VII: Integrated Mobile Services & installed base& push Integration into Industry Sector Tecn. clarification Administration and Dispatching Call Center Global Service Industry … allows on-time management with-out paper of: Preventive Maintenance Checklists Notifications Service Reporting Hours & Travel Expenses Material, Spare-Part and car stock …

  12. Oct 2008 GIJON   BILBAO SANTIAGO d. C. VALLADOLID  BARCELONA  MADRID PALMA  VALENCIA  SEVILLA 9 Dispatch Centre 1  BARCELONA  MADRID  VALENCIA Actual Oct 2011:3 centros PillarVIII: Operation Centre allow centralization, remote & energy services (Reducing dispatching centers from 9 to 1) Vision Real • Serv. Mgr. from branches converted to service sales

  13. PillarIX: Maximize Efficiency!ROC, also the heart for energy solutions & services Allows Green Consulting Support Energy efficient solutions Efficiency Monitoring Building Performance Optimization Make Green Migration possible Energy Saving Performance Contracting

  14. August 2009 PillarXI: “Assisted Products” Business Models to create Added ValueExample: Partner – Customer relation in a win-win-win situation Customer (e.g. Hotels, etc.) Contract Direct contact to customer Preventive maintenance Interventions Billing Etc. Support how to operate the system Lease material for remote connections (with contract at now cost) Partner(e.g. FMS, installer, VAP, etc. Frame contracts (discounts, spare parts, etc.) Training Operation support Technical support (revisions, problems, changes, spare parts extensions, optimization, energy reduction, detector exchange, SW up-date, etc.) Regular reports (operations y energetic) Revisions from Operation Centre with on-site combinations Configuration Back-up Etc. Information about changes Buys material Siemens for repair, extensions, migrations, etc.

  15. Pillar XIII:Benefits for Customer and Siemens Results • Chooses us as preferred supplier • Problems are solved fast & easy. Saves costs in avoiding technician interventions on site in the case they are not included in SA • No paper storing needed • Perceives that we are available for him not only for the preventive maintenance • This type of service he can not receive from another provider • Image (Innovative, Modern, ….) • Fast Respond time & have always an expert available • Taking care of installation in continued manner (operational and energetic optimization) • Professional, electronic and on-time documentation • Improve understanding of costumer needs • Customer receives & perceives Added Values • Strengthen relationship between customer and Siemens

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