1 / 26

Powerol – Customer Care Telecom Service

CaPS - Action plan for Improvement. Powerol – Customer Care Telecom Service. Content. Objectives and Methodology Summary F12 – Customer Voice F12 – Action Plan F13 – Customer Voice F13 – Action Plan F14 – Customer Voice F14 – Action plan. Overview :. Objective

bevis-rowe
Download Presentation

Powerol – Customer Care Telecom Service

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. CaPS - Action plan for Improvement Powerol – Customer Care Telecom Service

  2. Content • Objectives and Methodology • Summary • F12 – Customer Voice • F12 – Action Plan • F13 – Customer Voice • F13 – Action Plan • F14 – Customer Voice • F14 – Action plan

  3. 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) • 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

  4. CaPS trend Mean: 9.17 Mean: 8.88 Mean: 8.45 • 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

  5. F12 CaPS – Strengths and Weakness

  6. F12 CaPS Action plan

  7. SLA Improvement Action SLA improved to 89% against plan of 90%

  8. Development of new technology for innovative products Structured Process followed for new technology development Additional Information CFT INVOLVEMENT FOR INPUTS • Customer Satisfaction Index • Customer as Promoter report Customer Care Prepare current Technology table w.r.t competition Identify Key Success Factors (KSF) Sales • Market Requirements, Surveys • Win Loss Analysis • Know your Customer PSM Identify Options • Technology Trends • Legislative Requirements • Competitive Benchmarking PAE Evaluate Options Make Technology Development Plan Prepare Technology Road Map Build Prototype and prepare DVP Technology Readiness Testing and Validation Customer & Emerging Customer Needs → Long Term Technology Roadmap

  9. Development of Ultra Super Silent DG Additional Information Development of 25 kVA Ultra Super Silent DG Customer Need : “DG for deployment in Noise Sensitive areas” 58dB Thought for lateral industry where low noise required Ideation Insight Regulatory requirement: 75dB Automotive Cabin Noise Approached 25kVA Ultra Super Silent DG Foam testing Lab Mahindra Research Valley Developed Absorption Barrier Absorption Technology Technology Deployed Technology Developed One of the best NVH facilities in Asia 1st in the world, Patent Filed Competitors do not have such facilities in India

  10. Customer Trainings – Conducted in F13

  11. Customer Trainings

  12. 5.3.3 a. Taking responsibility for ‘end to end’ services for DG sets Service Technician Capability Improvement • Service Technician Capability Improvement • 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) Additional Information Step 1 Identify Skill gaps & prepare training plan Step 4 Overall Training Feedback Step 2 Release annual Training Calendar Step 3 Execute training with Pre & Post training assessment Step 5 Training effectiveness - 90 days CHECK & ACT PLAN DO

  13. Improve DG Availability Effects: Service Technician Capability improvement Better

  14. Improve DG Availability Effects: Service Technician Capability improvement User & Expert increased to 64% from 30% → Improve Service Quality

  15. F13 CaPS – Strengths and Weakness

  16. F13 CaPS Action plan

  17. 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. ?

  18. eFSR • 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 • FSR quality • Direct Online • Technician tracking • Real Time • Photographs Mobile application to capture FSR.

  19. Alternative Thinking : eFSR FSRs to be … • Electronically made • legible & uniform • Multi-language display capability • All data / values of FSR / PM check sheet to be captured • FSRs to be virtually loaded in M&M Web system directly from field • Validation through photographs , Time & Date of work start & completed, Customer signatures, Location Tracking. • Provision for spare part entry. • Based on eFSR data report should be available on portal, for Income billing POWEROLSUVIDHA Infrastructure GPRS Mobile Application

  20. Major TQM Activities eFSR

  21. 4.5.2 d. eFSR & eConnect IT enabled Complaint handling (eConnect) & eFSR Process Key Features IT enabled eCONNECT & eFSR • IT enabled Complaint tracking system –eConnect • Prompt & Quality • Escalation mechanism • IT enabled Field Service Report – eFSR • Error free eFSR • Quality of PM • Ensure adherence to PM • Real time compliant registration & 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

  22. Field service performance and quality up-gradation - TPM Major TQM Activities • 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

  23. F14- TPM HORIZONTAL DEPLOYMENT RESULT OF SERVICE EXCELLENCE THRU TPM

  24. F14 CaPS – Strengths and Weakness

  25. F14 CaPS Action plan

  26. Thank you

More Related