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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.

Assessment Findings

Telecommunications Field Operations Assessment Findings

  • Work Time

  • Non-effective Time

  • Travel Time

  • 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.

PVA's Response

  • Improved individual, district and departmental performances resulting in the recovery of hours per technician per day.
  • Reinvested these recovered hours to improve customer service and quality of service.
  • Clarified roles and responsibilities of the First-Line Managers to spend more valuable time in-the-field with their technicians identifying and resolving operational issues.
  • Established structured communication between the Dispatch Center and Field Operations to ensure that all First-Line Managers are kept informed of the daily workload of the technicians and can make necessary adjustments as required.
  • Designed and implemented a standard performance measurement process based on an earned hour calculation and other critical Key Performance Indicators (KPI’s).
  • Developed and implemented a resource planning methodology based on volumes and estimated hours to assess the up-coming workload requirements as opposed to using historical information.
  • Designed and implemented weekly executive reporting (Balanced Scorecards) of Key Performance Indicators (KPI’s), trends and performance variances.
  • Transferred hours into capital work through increased preventive maintenance and network activities.

The Results

Hover over graphs for more information

Some significant results obtained by our Client included:

  • Increased load factors in terms of tickets per day for Technicians (25% improvement in tickets per day).
  • Maintaining customer due dates while handling increased volumes resulted in improved levels of customer service and satisfaction.
  • Sharing resources across geographical areas to increase overall performance.
  • Contractor work brought in-house.
  • 40% improvement in overtime levels.

Improvement in Supervisory Activities

Telecommunications Field Operations Supervisory Activities

3% 1% 61% 5% 30%
40% 4% 36% 10% 10%
  • Active Supervision
  • Training
  • Administration
  • Travel Time
  • Available

Realized Savings

During the course of the project

Installation & Repair

Standard Hr/Worked Hr

Cable Repair

Earned Hr/Worked Hr

Long Term Work Continuation

  • A Client Coordinator was trained and certified during the PVA engagement.
  • A quarterly audit program of the new Management Operating System was developed and implemented with the Coordinator.
  • PVA conducted audits over 18 months to ensure compliance to the continued utilization of the Management Operating Systems.
  • These Audits resulted in recommendations and action plans to further identify additional opportunities for improving operations.