As we know the variables for success in maintaining a proper score in all aspects of the SCOI is challenging. Certainly, maintaining 1st place ranking is something we will always strive for; controlling our processes will push us constantly towards this goal. Let's start with a quick breakdown of the required metrics and the variables and then address how we will achieve success in each category.
Routed Jobs - The workload issued by our customer, routed jobs can be modified through our daily communication, increasing our production as quickly as the next day. Problems are generally not enough and too much work, by never committing to additional work without a fully capable technician to facilitate the job on line you can properly request and control your workflow. Additionally, by not "overbooking" yourself you avoid the guaranteed failure that always happens.
Answer - A carefully planned increase of the workforce that does not overload the support system (managers/supervisors/ etc) will create a positive steady growth that your customer wants. We never want to bite off more than we can chew, the profit will come, and rushing will create failure.
Completed Jobs - Completion is one of our highest priorities as this is the core of our financial success. Proper training and management or our workforce can easily increase this to a profitable margin.
Answer - A constant monitoring of our workforce and their daily progress is the key to success here. In addition, maintaining the backup manpower needed to shift work as needed and the understanding of "team effort" among the group will dispel any concerns of earnings losses.
Trouble Calls on Installs - The number of trouble calls on installs MUST be a primary focus of our supervisory personnel; poor training and motivation drive this number up.
Answer - Training, training, training, after this, proper field support by positive, motivated supervisors are the core to low numbers here. Be sure your supervisors are well trained, but more importantly, are excited to teach others the skills of success. Beyond this concept, minor blocks such as proper CSG access and our ability to comb the pool daily, pull and cancel our own TC's is paramount to success. This ability is basically a "gift" from our customer, not taking advantage of it is foolhardy.
Missed Time Frames - Your customer holds this one close at hand as the competition and squeezes of the economy drive their customer to demand the best service available.
Answer - As with completed jobs, a constant monitoring of our workforce and their progress can virtually eliminate this problematic metric. The addition of a "floater" tech, routed around all time frames but still left available is one easy way to manage this. Remember, positive motivation to be sure there is no discouragement over "lost" work will keep the team whole. A simple example of this is shifting more quality work to a tech on the following day as a "reward" for understanding that jobs must be moved for everyone's success.
ECHO (Customer Surveys) - This final metric is truly an indicator of the professionalism of any company, ours should be beyond outstanding. Monthly group meeting to establish and reinforce customer service, technicians want to be successful, appreciated, and thanked by the customer it is an ego booster.
Answer - By giving them the training to step out of each install with a smiling, satisfied customer at their back is nothing short of the tools used by some of the largest service corporations. Positive interactions will drive all of these metrics in a positive direction, for the customer, their client, our technicians and our company.
Reputation is earned, teaching our workforce is our responsibility.
Hope this helps… Good Luck
Re: Managers And Supes
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