Company
> 5,000 employees
Machine Engineering
Distributor-based Business Models
Problem
The client is a large regional subsidiary of a European engineering company. The subsidiary has experienced strong service growth and several management changes in recent years.
Existing structures and processes were not adapted to the new size and scale of the service business. A lot of manual work and unclear responsibilities led to an enormous level of stress among employees, a lack of efficiency in the processes and, last but not least, poor customer satisfaction.
The consequences were very high staff turnover, one of the weakest service margins in the Group and customer satisfaction well below the industry average. The ServiceLobby was asked to support the development of a fitness program in order to offer customers excellent service and become an attractive employer for service employees again.
Approach
Result
Workshops were first held with operational employees from the hotline, technical office staff, scheduling and field service to map the four main core processes. On this basis, the current pain points were then identified and the drivers for inefficiencies examined. These were analyzed qualitatively and quantitatively with the employees in order to be able to quantify and evaluate the resulting efficiency losses.
Target processes were jointly defined for all 4 core processes and measures derived that are necessary for their realization. The measures were developed with the operational team and the management team in order to generate the necessary buy-in.
Overall, measures with an efficiency impact of more than EUR 2 m were identified, which were subsequently implemented by the customer within 12 months. Employee satisfaction, margin situation and customer satisfaction were developed into the Group's target corridor during this period.
