Field Operations

Our Client is among the leading, full-service tele-communication providers in North America with a workforce of 50,000 employees and yearly sales in excess of $20B.  They currently service over 13 million phone lines.  They offer a wide range of communication products and services, including telephone services, wireless communications, high-speed Internet, digital television and voice over IP.

Project Overview
PVA's Response
The Results

Project Overview


  • 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

  • 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

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

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