Telecom Management Consulting - Field Operations
- Increasing the overall performance of Field Operations.
- Increasing service levels to both residential and business customers.
- Reducing operating costs.
- Enhancing communication with the Field Technicians.
- Increasing employee satisfaction.
- Improving quality of work by reducing rework and repeat levels.
- Improving customer service and satisfaction levels.
- Reducing contractor costs.
Telecommunications Field Operations Assessment Findings
- Technicians did not follow existing policies and procedures when preparing for a service call.
- Technicians were not solving the problem on the first visit, which resulted in rework due to skill issues or subpar job quality.
- Technicians would will keep ticket orders open for 2-3 hours before informing dispatch which then by-passed the whole automated dispatch system process.
- Technicians were going on completed jobs causing rework and multiple truck rolls.
- There was a lack of tracing information on work orders by previous technicians associated with jobs.
- Extra work was being completed with no charge to the end-use customer.
- Lack of effective job assignment led to technicians repeatedly calling the Dispatch Center for their next assignment.
- Mismatched capacities was caused by not enough work being dispatched for the hours of work available for the technicians.
- Technicians came back early to the Work Center due to a perceived lack of work.
- Not matching the tickets to the Technician’s skill set resulting in lower customer service and satisfaction levels.
- Technician profiles were not updated by the Field Directors, generating issues with the dispatching of the technicians and generating more calls at the Dispatch Center.
- First-Line Managers avoided following-up with their Technicians (they keep to a minimum the number of visits to the technicians on a monthly basis).
- First-Line Managers believed that since their people have been assigned from the Dispatch Center that they know what they need to do.
- First-Line Managers generally spent almost all of their time doing administrative activities in their offices, rather than being proactive with their people in-the-field .
- In planning the use of resources, the estimated work times are averages of historical performances and have not been developed based upon the pure time of the activities.