1 Powerol Customer Care Telecom Service CaPS - Action plan for
Improvement
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2 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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3 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 F12F13F14
202332 Overview :
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4 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 Mean: 8.88 Mean: 9.17 Mean:
8.45 CaPS trend
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5 F12 CaPS Strengths and Weakness Customers
ResponseF12Strengths/ Weakness % Promoters40 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. % Detractors5 % Passives55 CaPS Score35
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6 F12 CaPS Action plan SNWeaknessKey action taken in F13 1
Quicker services, accessibility of managers when required.
Monitoring of Service Level Adherence (SLA) - Improvement action
plan 2 A more developed product emitting less sound should be
available at the same price. Developed process for Technology
development & technologies are developed on key success factors
Fuel efficiency, NVH(Noise), DG foot 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
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7 SLA Improvement Action Issue ActivityResultReference
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 High Fault Count 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 Remaining Issues Of F13 Still FC high @5%.
UPE,UPW,J&K,AP,KE R,NESA,BH,JH,WB remained concern whereas
other are better off, though still need improvement. Since achieved
89% against 90%, need to revise the targets in F14 as a continuous
improvement policy and deal with new challenges. 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. SLA improved to 89%
against plan of 90%
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8 Development of new technology for innovative products
Structured Process followed for new technology development
Additional Information Prepare current Technology table w.r.t
competition Identify Key Success Factors (KSF) Prepare Technology
Road Map Identify Options Evaluate Options Customer Satisfaction
Index Customer as Promoter report Market Requirements, Surveys Win
Loss Analysis Technology Trends Legislative Requirements
Competitive Benchmarking Know your Customer Customer Care Sales PAE
PSM CFT INVOLVEMENT FOR INPUTS Make Technology Development Plan
Build Prototype and prepare DVP Testing and Validation Technology
Readiness Customer & Emerging Customer Needs Long Term
Technology Roadmap
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9 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 Regulatory requirement: 75dB
Automotive Cabin Noise Approached Ideation One of the best NVH
facilities in Asia Insight Technology Deployed 25kVA Ultra Super
Silent DG 1 st in the world, Patent Filed Mahindra Research Valley
Foam testing Lab Developed Absorption Barrier Absorption Technology
Developed Absorption Barrier Absorption Technology Technology
Developed Additional Information Development of Ultra Super Silent
DG Competitors do not have such facilities in India
12 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) 12
Service Technician Capability Improvement 5.3.3 a. Taking
responsibility for end to end services for DG sets Step 1 Identify
Skill gaps & prepare training plan Step 2 Release annual
Training Calendar Step 3 Execute training with Pre & Post
training assessment Step 5 Training effectiveness - 90 days Step 4
Overall Training Feedback PLANDO CHECK & ACT Additional
Information
14 14 User & Expert increased to 64% from 30% Improve
Service Quality Effects: Service Technician Capability improvement
Improve DG Availability
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15 F13 Action plans F13 CaPS Strengths and Weakness Customers
ResponseF13Strengths/ Weakness % Promoters96 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 % Detractors4 % Passives0 CaPS
Score92
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16 F13 CaPS Action plan SNWeaknessAction plan for F14 1Better
servicing needed - timely, quicker, more efficient, regular,
proactive Ensure better PM quality through eFSR implementation and
horizontal deployment of TPM in 981 sites 2 Technologically
advanced - faster website, 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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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. 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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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.
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19 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 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 Alternative Thinking : eFSR
POWEROLSUVIDHA Infrastructure Mobile Application GPRS
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20 eFSR Major TQM Activities
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21 21 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 Key Features
21 4.5.2 d. eFSR & eConnect Leveraged IT for enhancing Customer
Satisfaction & Business Benefits Assignment of Technician @
MAGIEC Actual job carried out with on job recording through eFSR
Submission of eFSR Complaint Closure Intimation mail to customer
Through eCONNECT Customer Logs Complaint through SMS at eCONNECT IT
enabled Complaint handling (eConnect) & eFSR Process IT enabled
eCONNECT & eFSR DTQMP reference page : 40
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22 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. 22 Field service performance and quality
up-gradation - TPM Major TQM Activities DTQMP reference page : 49
& 50
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23 23 F14- TPM HORIZONTAL DEPLOYMENT RESULT OF SERVICE
EXCELLENCE THRU TPM
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24 F14 CaPS Strengths and Weakness Customers
ResponseF14Strengths/ Weakness % Promoters66 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 % Detractors0 % Passives34 CaPS Score66
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25 F14 CaPS Action plan SNWeaknessAction plan for F15 1 Better
servicing - Timely, Quicker, Proactive, etc. Increased Coverage of
TPM 2Should improve after-sales service Started monitoring of DG
Uptime for DG sets in District head quarters and state
capitals.
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