The Client
Client is a leader in power and automation technologies that enable utility and industry customers to improve performance while lowering environmental impact. One of its arm which manufactures industrial motors also provides maintenance service to their customers for their as well as competitor motors.
Brief
The maintenance and service department, captured the service requests manually over phone calls and executed them by visits to customers. Senior management wanted to explore the possibility of Information Technology intervention, to be better able to effectively service the customers.
Background
The 7 service centers were globally distributed, were working manually but siloed with only commonality being they were servicing same product. The way of approaching and planning work and process of executing the request were very different.
A series of participatory workshops were organized to dive deep into the context and reimagine the experience.
KICKOFF WORKSHOP
Organizers
Cognizant's Business Analyst and Design Consultant
Participants
Client's Director, Senior Managers of each team across all locations, Cognizant's Business Dev Consultants, Design Consultant, Technical Architects
Virtual (Webex) Participants
Client's VP, 2 Service Engineers (senior, junior) from each location
Agenda
Get all stakeholders on same page.
Set expectations for the project.
Understand what success looks like.
Lean Canvas adopted from Product Management.
Pre-Workshop Prep
Workshop was planned for 3 x 45 min sessions and 2 x 10 min breaks.
Internal team members were assigned with the roles of notetakers, time keepers, housekeeping activities.
Time was blocked out for various sections we needed information on.
Materials like whiteboards, markers, dusters, post-its, camera (for virtual members), coffee machine were placed in the conference room
Above framework was marked on the wall and some sections were pre-filled with the information that we already knew from the SOW (Scope of Work) document. This allowed us to have a foundation ready to start the workshop.
INTRODUCTION TO DESIGN THINKING
Since most of the team was not aware of design thinking as a process, we had a brief presentation to introduce it and explain the design thinking mindset.
RESEARCH + JOURNEY MAPPING WORKSHOP
Current journey mapping was a crucial step to start from.
The 7 teams were then asked to map their steps and journeys.
As we delved deeper to understand these journeys and experiences through exercises like
Asking 5 whys,
How might we..,
Imagining our worst competitor,
many unmet needs surfaced.
Larger theme of unmet needs
One To-be journey across all locations was then mapped out after -
Correlating the individual journeys
Standardizing the steps through background homework more detailed research and smaller workshops
Mapping the business processes, optimizing them
Prioritization Workshop
SOLUTION
Dashboards for different user groups that highlighted the status and provided easy access to important tasks for that role.
Sales Manager Dashboard
Field Service Engineer Dashboard
Easier, more detailed standardized capturing of a request that will allow for better understanding of the problem thus allowing management better FSA allocation and tracking of SLA
Detailed information about the various components affected was displayed for the Field Service Engineer along with some intelligence that suggested compatible replacement options and ability of ordering the parts all in one place.
Details for FSE
Suggestions
As part of future roadmap, wiki was also planned that would have details of servicing different parts for more novice users and complex projects.
Ability to capture cross selling opportunity was provided. On capture it immediately reflected on the Sales Manager's dashboard.
Checkbox to capture cross selling opportunity on FSE application.
Captured opportunity reflected in Sales Managers Updates/Notification section and also added to the project queue.
- Thank You. -