Automated Routing Implementation Reduces Contractor Dependency
One of the largest Multi-System Operators (MSO) in the broadband industry had been systematically migrating its subscriber billing and workforce automation systems, utilizing the services of the Cliintel Consulting team
to maintain service levels and improve efficiency in the field. The success of the migration increased the efficiency of staff labor and enabled a reduction in contract labor, which allowed the MSO to realize an immediate net profit.
The MSO was the nation’s largest provider of cable television, high-speed internet and local telephone service in 14 markets across the country.
The Business Issue:
With markets in the largest metropolitan areas within the contiguous United States, the operational needs of each market varied greatly. The South Florida market had approximately 100 dispatchers and 900 technicians that served over 800,000 subscribers. South Florida had been utilizing multiple groups of contractors to assist with field installations, service and audit functions. Next, because the market had recently been through a billing systems conversion, the client desired an implementation of a workforce automation solution to maximize field service worker productivity and thereby improve customer service
. The Pompano, FL office serves as the region’s main technical operation center.
Pompano, Florida’s executive team wanted to focus on measurable metrics involving work scheduling and contract/warranty management. They also hoped to streamline as many manual processes as possible
Following a billing system conversion from Convergys and DST to CSG, the plan was to implement CSG’s WorkForce Express to improve Pompano’s field service performance. In particular, the Pompano sponsors wanted an initial focus on the planning and routing of field technicians.
This market had ineffectively deployed CSG’s WorkForce Express product in a portion of the newly formed system. The MSO realized that in order to achieve the needed functionality of the product, they would have to enhance the previous implementation efforts by bringing on Cliintel’s workforce expertise. Cliintel’s expertise in the Broadband industry and large project implementations led the efforts of CSG’s team as well as Pompano’s dedicated resources.
A key to any implementation is to obtain the proper buy-in from the various levels within the organization. Within the Pompano market, Cliintel was fortunate to have an executive sponsor that believed in the concept of workforce automation. Working closely with the executive sponsor, Cliintel coordinated the efforts to obtain the buy-in and reach agreement on success metrics. Cliintel also oversaw the identification of disjointed processes and the delivery of the implementation plan for the remainder of the organization.
Prior to implementation, Cliintel worked with CSG’s training unit to review and update the training materials to be utilized. Upon review of the material, Cliintel realized that it was holistic in view and not function-driven. Cliintel coordinated the efforts of the CSG training unit to reduce the amount of training material delivered to each functional unit.
Cliintel focused on coordinating the training for the routing group and the field technicians in the set-up and maintenance of the WorkForce Express product. By taking into consideration day-to-day experiences and translating them into functionality that could solve their issues, the routing group adopted the product and helped implement the surrounding processes needed to produce the desired results.
Cliintel’s efforts focused on the effective coordination and synchronization of four critical elements:
- People (routing desk, field technicians)
- Parts (service inventory management)
- Process (operational hand-offs)
- Data (service level agreements, contract/warranty)
The routing department’s time was maximized due to the fact that they received training on only the routing functionality of the product as opposed to the traditional training that covered all product functionality.
The Project Results:
By coordinating the processes of the technical staff, the planning/quota group, and the routing group, Pompano was able to increase the number of jobs completed by each technician by two jobs per day. This enabled the Pompano management staff to reduce the number of jobs given out to their contracting agencies.
The reduced dependency on manual routing procedures decreased the time required to route a given day’s workload. This was accomplished by improving access to real-time data. Through this process, Pompano improved their customer satisfaction
metrics by ensuring that the right technician arrived at the allotted client appointment.