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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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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

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
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
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
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)
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
slide22

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.

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.
slide26

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.
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.

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