Improving field engineering structure
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Improving Field Engineering Structure. New organisational design for OM support. Delivering coaching Up-skilling Customer complaint handling Dealing with complex customer problems / faults Quality checks Supporting new products Real time Technical support. Field Technical Coaches.

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Improving Field Engineering Structure

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Improving field engineering structure

Improving Field Engineering Structure


New organisational design for om support

New organisational design for OM support

  • Delivering coaching

  • Up-skilling

  • Customer complaint handling

  • Dealing with complex customer problems / faults

  • Quality checks

  • Supporting new products

  • Real time Technical support

Field Technical Coaches

  • Optimising vehicle utilisation

  • Arranging absences

  • Laptop issues

  • Arranging stores

  • Other ad hoc

Admin / analysis

team

  • Business analytics

  • Managing the coaching team and admin/analysis team

  • Removing inefficiency and improving quality of patch

  • Transparency during team levelling

  • Team development

  • Change Management

Operational Engineering Manager


Who does an engineer contact

Who does an engineer contact:-

Admin Team

Vehicle issues

Stores issues

Absences

Operational Manager

Safety

Personal issues

Annual Leave

Development

Technical Help

RiCE

Product issues

Quality of Personal workmanship

Workflow & Allocation

Job fluidity

Job progression

Access issues

Appropriate Product helpdesk

Online Technical Coach


Recap 7 th june

Recap (7th June)

  • Different organisational structure required to improve OM do-ability

    • Field Technical Coach – grade C2

    • Administrative Support Team – grade B2

    • Analysts – grade C2

    • Operational Engineering Manager – Business Improvement Consultant

    • Technical Helpdesk

  • Field Technical Coaches to be accredited and ring fenced

  • NI direction of travel to be the same

  • Job descriptions, grading and resourcing strategy shared

Operational managers able to work flexibly across attendance pattern hours

Coaches focussed on technical coaching

Admin and analysts focussed on reducing inefficiency and supporting field engineers

Consolidated help desk open across attendance pattern hours and able to answer

any technical / process question posed.


People movement volume

People movement - Volume

Proposed Structure

(9 GM’s)

Current resource profile

“Service Delivery”

Analysts = 28*

Analysts = 13

Admin = 83*

Admin = 69

Technical Coaches = 402

(Increase from previous 330)

Coaches (C2) = 536

Coaches (C3) = 38

574

SDRP** = 172

Coaches (B2) = 83

SDRP** = 83 (B2)

* Includes the Mobile Workforce GM

** SDRP:- Service Delivery Resource Pool


Analysts

Analysts


Resourcing strategy analysts

Resourcing strategy - Analysts

Recruitment of Analysts (C2)

  • There are currently less people in analyst roles than required by the review.

  • Variable grades and role descriptions currently exist

  • There is a need to recruit in some geographical areas

    -Identify existing C2 analysts in each of the new GM areas to establish shortfall

    -Openreach resource pool approached to fill these positions (SDRP).

    -Open advert

  • OEM to project manage in the implementation of the analysts role and functions in each GM patch

  • Communications and 1:1 with all impacted by the changes as first step by the end August


Analysts1

Analysts


Admin team

Admin Team


Resourcing strategy of lead administrator

Resourcing strategy of Lead Administrator

Recruitment of Lead Administrator (C2)

  • Creation of a new role - Team leader to the Admin team and support to the GM.

  • There are currently more people in GM PA roles than required.

  • We will review the grading of all current GM PA’s from old structure.

  • Match C2 graded people to current Lead Administrator posts and move into post

    Selection interview for all individuals (C2 / C3 grade) in Admin pool of resource

  • There is a need to recruit in some geographical areas

    -Openreach resource pool approached to fill these positions (SDRP).

    -Open advert

  • Team Members redeployed onto lower grade work would retain pay and pension protection (PPP) rights.

  • Communications and 1:1 with all impacted by the changes as first step by the end August


Lead administrator

Lead Administrator


Resourcing strategy admin

Resourcing strategy - Admin

Recruitment of Admin Assistants (B2)

  • There are currently less people in admin roles than required by the review to cover the ad-hoc and administrative aspects of the OM and coach roles.

  • All existing admin people to be matched to GM areas.

  • There is a need to recruit in some geographical areas

    -Identify existing admin in each of the new GM areas to establish shortfall

    -Openreach resource pool approached to fill these positions (SDRP).

    -Open advert

  • Team Members redeployed onto lower grade work would retain pay and pension protection (PPP) rights.

  • Communications and 1:1 with all impacted by the changes as first step by the end August


Administrative assistant

Administrative Assistant


Technical coaches

Technical Coaches


Coaches in organisation

Coaches in organisation


Coach analysis

Coach analysis

Coaching activities breakdown

  • Key Observations & Issues

  • About 55% of the coach’s time is spent on supporting activities to the OM.

  • Support activities are not performed in a consistent way and the level of support required in each activity varies from region to region;

  • Technical coaching activities are not performed in a standardised way and without a close link with training communities.

  • Technical queries need to be handled across attendance pattern hours – help desk


Benefits of a ring fenced coaching team

Benefits of a ring fenced coaching team

Coaches

  • Guaranteed Coaching in place

  • Utilisation of current coaching skills

  • Know schedule of activities – coaching, on-line help, feedback, work-stack

  • Support in the development of technical and coaching skills

  • Part of a team dedicated to provide high quality coaching interventions

  • Separate line for management

  • Not easy to work in the queues

    Engineers

  • Guaranteed Coaching in place

  • High quality coaching available

  • Single point of access to technical support

  • Support in the embedding of new skills


Resourcing strategy technical coaches c2

Resourcing strategy – Technical Coaches (C2)

  • Communication to all Volume team members by end August

    • Ring fencing of Technical coaches

    • Timetable for implementation Q3.

    • Setting up of Regional Admin Teams

    • Similar direction of travel for Network Investment

  • To address the imbalance of too many people for posts:

    • Conduct a preference exercise within current Volume coach population

      1.Considered for new Technical Coaching role

      2.Move to Service Delivery Resource Pool

      Considered for other C1/C2 graded roles

      Return to multi-skilled volume engineering role

  • Where multiple people to post exists skill matching / selection interviewing will take place (Multiple people to post process)

  • B2’s covering Coach return to volume engineering roles or SDRP (if no vacancies)


  • Field technical coach

    Field Technical Coach


    Support for engineers

    Support for Engineers


    Oem coaching structure

    OEM & Coaching Structure

    Example of GM Patch OEM Team

    Overview

    • Potential Gap when we ‘ring fence’ coaches – engineers wont be able to contact them in real time for engineering advice and assistance

    • Solution identified – increase Technical Coaching numbers from 330 to 402 (approx: 8 per GM Patch)

    • This gives the capacity to provide an ‘Online Coach’ facility in each Region where engineers can call a pool of Technical Coaches dedicated to answering and resolving real time engineering queries

    • Technical Coaches will not be dedicated as Online Coach 100% of the time. This will be one element of the overall Technical Coach role with each coach rotating equally through this function


    Improving field engineering structure

    Online Coach Function linked to the bigger picture

    Engineer needs real time engineering assistance

    Engineer logs onto RiCE Self Serve (linked into Tools & Device Strategy)

    Engineer searches RiCE content to assist with query.

    Regional OEM Team

    T&D

    Self Serve layer (RiCE)

    Online access via engineer laptop/device

    utilising RICE platform

    Chief Engineer

    Training

    • If unresolved through RiCE search, engineer is directed by RiCE to the correct 2nd Level Helpdesk Support layer

    • Most of this exists across Openreach already but will be complimented by the Online Coach function

    Openreach Analysis Team

    Analysing input/output from Self Serve Layer

    Updating and refreshing online content

    Providing Business Intelligence throughout Openreach

    2nd Level Support layer

    Existing

    Support 3

    Existing Support 1

    Existing Support 2

    Online Coach

    2nd Level Support inputs and outputs sent to Openreach Analysis Team to review and feedback the learning back into the business to review and amend content/process.


    Rice rich information content exchange

    RiCE(Rich Information Content Exchange)


    A new way to connect to information

    A new way to connect to information

    • The ability for our CPs to put rich information onto a job to assist the engineer.

      • Specific health and safety information

      • photos; special install instructions

    • Provides an on-line means of guiding an engineer through a job

      • using simple pictures, diagrams, videos and instructions

      • a more accessible E-Assistant


    Why does rice matter

    Why does RiCE matter

    • Rapid product updates - drives development.

    • Supports newly trained workforce, adds knowledge and know-how / capabilities

    • Promotes self–learning and effectiveness.


    Improving field engineering structure

    Continuous Improvement loop will drive RFT

    Team manager

    Continuous improvement

    T&D

    Process / Procedures updated

    Chief Engineer

    Self Serve layer

    Training

    Context code

    required

    All Contacts captured and analysed for trends & continuous improvement

    Helpdesk

    2

    Helpdesk

    x

    Helpdesk

    1

    Improve processes

    2nd Level Support

    Self healing improvement


    What is rice

    What is RiCE

    • RiCE is web based, so device agnostic

    • Each Job will have RiCE Space

    • Each space will have the content to do the job

    • Content is written by engineers for engineers

    • CPs can add information when they need to


    Next steps

    Next Steps:-

    • Send out comms to Volume teams

    • Explore telephony solutions for online coaching

    • Development & testing of RiCE

    • E-assistant in place

    • Conduct review after six months to assess impact.


    Network investment

    Network Investment


    N i oma analysis

    N.I. OMA analysis

    OMA Activity template breakdown

    • Key Observations & Issues

    • 50% of the OMA’s time is spent on support activities to the OM.

    • Consistency in key activities observed on ‘dilo’s’ and submitted on templates.

    • As with Volume, support activities are not performed in a consistent way and the level of support required in each activity varies from region to region.

    Information based on 218 Activity templates submitted by all N.I. OUC’s.

    OMA ‘Day In the Life Of’ breakdown

    • Key Observations & Issues

    • 70% of the OMA’s time is spent on support activities to the OM.

    • OMA’s observed that they would spend more time in the field supporting team members but ‘other’ support activities prevent them from doing so.

    Information based on 35 ‘dilo’ completed in all N.I. OUC’s.


    Oma s in organisation

    OMA’s in organisation


    High level timeline

    High-Level Timeline

    appoint

    Develop process

    Redefine OEM Job Desc.

    PM roles

    Ring fenced

    coaches

    Recruit coach managers

    Agree comms plan for Volume Team Members

    Coach

    Preference

    Exercise

    Technical

    coach

    selection

    Establish local resource & recruitment plan

    BAU

    Individual roles and responsibility

    Analysis roles established

    Establish & agree new structure

    Build new structure

    (coaching, analysts, admin etc)

    OMA DILO

    Systems, comms, structural review

    Proposal

    (similar to volume)

    Establish & agree new structure

    Build new structure

    (coaching, analysts, admin etc)

    CWU & Prospect engagement


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