New Procedures Reducing Installation Times and “No Shows” Result in Excess of $10 Million in Savings
Reliable Reports and Metrics Improve Customer Service
In the initial phases of the telephony over Hybrid Fiber Coax, one of the largest Multi-System Operators (MSO) in the broadband industry knew they had issues with both customer installations and customer satisfaction, but lacked the ability to identify the extent of the problems or the reasons behind them. The organization called upon Cliintel to develop a system to capture reliable, actionable data and to assist them with interpretation of that data.
The Business Issue:
The corporate telephony field operations group at the MSO needed a better understanding of the total installation process. This group was receiving conflicting information around the daily installs from disparate markets across the United States, each of which were performing thousands of installs per day. Reporting was not standardized, and the accuracy of information was very much in doubt.
To manage the situation, the MSO needed to:
- Identify which data was important to capture
- Design a reliable means to obtain the data
- Determine how to interpret the data
Management wanted to know the reasons for procedural problems during an installation, how long the installs were taking, and set a reasonable baseline a true time per task. Additionally, they wanted to find out the causes of the number of “no shows” for service appointments
As new procedures were adopted, installation times and “no shows” were reduced resulting in revenue generation in excess of $10M.
Cliintel worked with the MSO to identify and source all of the critical data points. This included creating Reason Codes to describe why an appointment was missed, cancelled or rescheduled. Additionally Cliintel resources created business rules for allocating technician drive time. Once the critical data elements were identified, an automated reporting system was developed and deployed. This system greatly reduced the “human error” element that had confounded earlier attempts at manually gathering data. Meetings were facilitated between the corporate and individual market groups to define the standards against which the data would be measured, such as: How long each type of job should take? The meetings were continued as reports were made available to the organization on a daily, weekly, monthly and quarterly basis. Charts, tables and graphs were utilized to help the organization understand the data. The meetings with the corporate and market groups continued to aid the organization in understanding what it was seeing and to develop strategies to deal with the identified problems.
Trends were uncovered highlighting problems with provisioning efficiencies, installation times and customer satisfaction levels. These trends were identified in the reports and provided decision support and agnostic intelligence, actionable at the various levels within the organization. The publication of the results enabled the global installation standards team to identify new procedures to address the trends. As new procedures were adopted, installation times and “no shows” were reduced resulting in revenue generation in excess of $10M. A concurrent rise in customer satisfaction levels confirmed that the team had identified the important variables. This was a two-year project that left the MSO with a reporting tool that worked to help the organization understand and improve the daily installation process for the telephony product line across the enterprise.
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