새로운 조사 결과는 변화하고 개선된 Workflow 공정를 나타낸다. 분야 서비스 조직의 38%은 30분을 절약하거나 매일 기술자를 절감 할 수 있다고 예상한다. 회사들은 발생되는 잠재적인 평균 절약 비용이 매년 87만 5천 달러로 추정하고 최근 운영레벨에 사용되고 있는 실질적인 공정과 Workflow검증을 확인하고 있다.

기술자 효율 향상으로 당일 스케줄 관리와 통신, 출·퇴근 과정, 해결 정보와 지식 검색과 같은 기회가 생겼다. 게다가 Workflow개선을 위한 높은 비율 지역은 계획되고 예상되며 관리가 승인된다

New survey findings indicate that by changing and improving workflow processes, 38 percent of field service organizations expect to save 30 minutes or more per technician per day. For those companies, this generated a potential average savings of $875,000 per year, identifying a need to better align goals with the actual process and workflow reviews currently being conducted at the field operations level.

The report, released by Honeywell (NYSE: HON) and The Service Council™, polled 260 decision makers from organizations in North America, Latin America, EMEA, and Asia Pacific about their field service processes to gauge potential areas of improvement and enhancement for these organizations. It showed that 75 percent of respondents have conducted a process review in the past 12 months, most of which are driven by continuous improvement programs. But 25 percent have not, and of that group, 63 percent have not conducted a process review in more than five years.

The most highly ranked opportunities to improve technician efficiency were: daily schedule management and communication, clock-in and clock-out processes, parts lookup, and resolution information and knowledge lookup. Additionally, the top-rated areas for workflow improvement were: planning and forecasting, scheduling, and call and appointment management. The primary disconnect from the survey data is that while 65 percent of organizations indicate that they are fairly diligent about conducting process reviews of their field service operations, only 27 percent indicate that they are doing so while tracking revenue objectives.

"The good news is field service leaders are chomping at the bit to capture savings when simple process changes across the entire field organization can drive these big bottom line results," said Tim Eusterman, senior director of industry marketing, Honeywell Scanning & Mobility. "But our survey results also show that too many field service leaders are not placing equal focus on reviewing the process changes that will meet the stated priority strategy goal: to grow revenue."

Sumair Dutta, chief customer officer, The Service Council, added, "We see a maturity path for field service organizations where their goals evolve from replacement of paper-based processes to productivity enhancements to resolution and revenue growth. There are many areas of low-hanging fruit available to service leaders to improve their workflow processes and results. As such, investments made in process change, the supporting technologies and also in people need to be targeted and evaluated with these strategy goals in mind."

 

The survey results clearly indicate that adding technology infrastructure only to the field operation is not the whole solution. This is even more evident as companies move from the initial stages of paper replacement toward the ultimate objective of increasing revenues. Delighting customers is the surest way to create customer satisfaction, loyalty and increased revenues. As companies continue to analyze their workflows, both for efficiency and revenue improvements, the more they will be able to capture and realize the value of moving down the mobility maturity path

[출처 =Water World / 2014년 5월 9일]