1. Powerol – Customer Care Telecom Service
CaPS - Action plan for Improvement

2. Content Objectives and Methodology Summary F12 – Customer Voice
F12 – Action Plan
F13 – Customer Voice
F13 – Action Plan
F14 – Customer Voice
F14 – Action plan

3. Overview :
Objective
To measure CaPS (Customer as Promoter Score) for Powerol - Customer Care
Methodology
Survey conducted by Mahindra Corporate Office.
Target Group
Powerol customers –Telecom & Retail Customers
Sample Size (In Numbers)
Formula for CaPS Calculation:
Customers giving response ranging from ‘0 to 6’ are ‘Detractors’
Customers giving response ‘7 & 8’ are ‘Passives’
Customers giving response ‘9 & 10’ are ‘Promoters’
CaPS (%) = % Promoters - % Detractors
Result:
Above 50 is a GOOD score
F12
F13
F14 20 23 32

4. CaPS trend Mean: 9.17 Mean: 8.88 Mean: 8.45
CaPS score has declined as compared to the last Year.
After the comparison, we can see that there is an increment in Passives and there are no Detractors
Focus should be on gaining more and more promoters by reducing Passives

5. F12 CaPS – Strengths and Weakness
Customers Response
F12
Strengths/ Weakness
% Promoters 40
Strength 1. Mahindra offers much better service compared to other suppliers. 2. It is a supportive company 3. They have a strong dealer network Weakness 1. Quicker services, accessibility of managers when required. 2.A more developed product emitting less sound should be available at the same price. 3. They should conduct regular training at filed level to reduce breakdowns.
% Detractors 5
% Passives 55
CaPS Score 35

6. F12 CaPS Action plan SN Weakness Key action taken in F13 1
Quicker services, accessibility of managers when required.
 Monitoring of Service Level Adherence (SLA) - Improvement action plan 2
A more developed product emitting less sound should be available at the same price.
Developed process for Technology development & technologies are developed on key success factors – Fuel efficiency, NVH(Noise), DG foot prints & Alternate fuels
Example: Super Silent DG sets developed and supplied in J&K and Assam NE states 3
They should conduct regular training at field level to reduce breakdowns.
On site and classroom trainings carried out for Customer and MAGIEC technicians

7. SLA improved to 89% against plan of 90%
SLA Improvement Action
Issue
Activity
Result
Reference
Capability issue resulting into high fault count
Technicians training continued in F13 thru intensive training programs.
73% trained technicians. Special training batches conducted for electrical
Training records & presentation
High Fault Count
TPM activities started in areas of West Bengal, NESA, Bihar and continued already running activity at J&K. These were the major concerned areas as far as SLA /FC is concerned
With above activities reduced FC to 5% in F13 from 7% in F12
Refer TPM activity
SLA improved to 89% against plan of 90%
Remaining Issues Of F13
Still FC UPE,UPW,J&K,AP,KER,NESA,BH,JH,WB remained concern whereas other are better off, though still need improvement.
Since achieved 89% against 90%, need to revise the targets in F14 as a continuous improvement policy and deal with new challenges.
Based on feedback of MAGIECS in various state meetings, got understanding of reason for delayed manpower deputation as complaint closing is clubbed with site PM.
Learning in F13:

8. Structured Process followed for new technology development
Development of new technology for innovative products
Structured Process followed for new technology development
Additional Information
Customer Satisfaction Index
Customer as Promoter report
Market Requirements, Surveys
Win Loss Analysis
Technology Trends
Legislative Requirements
Competitive Benchmarking
Know your Customer
Customer Care
Sales
PAE
PSM
CFT INVOLVEMENT FOR INPUTS
Prepare current Technology table w.r.t
competition
Identify Key Success Factors (KSF)
Identify Options
Evaluate Options
Technology Readiness
Testing and Validation
Build Prototype and prepare DVP
Make Technology Development Plan
Prepare Technology Road Map
Customer & Emerging Customer Needs → Long Term Technology Roadmap

9. 58dB Development of Ultra Super Silent DG
Development of 25 kVA Ultra Super Silent DG
Additional Information
Customer Need :
“DG for deployment in Noise Sensitive areas”
58dB
Thought for lateral industry where low noise required
Ideation
Insight
Regulatory requirement: 75dB
Automotive Cabin Noise
Approached
25kVA Ultra Super Silent DG
Foam testing Lab
Mahindra Research Valley
Developed Absorption Barrier Absorption
Technology
Technology Deployed
Technology Developed
1st in the world, Patent Filed
One of the best NVH facilities in Asia
Competitors do not have such facilities in India

10. Product, Genset Basics, Operation & Maintenance
Customer Trainings – Conducted in F13
Programme name
Programmes
Bharti Infratel
Indus Towers
Reliance Jio
Participants
DCDG Training 2 10
Product, Genset Basics, Operation & Maintenance 8 13 36 49
Grand Total 59

11. Customer Trainings

12. Service Technician Capability Improvement
5.3.3 a. Taking responsibility for ‘end to end’ services for DG sets
Service Technician Capability Improvement
Service Technician Capability Improvement
Dedicated Training Team & Training Centers (8 locations)
Customized training modules as per Skill Matrix
Training through class room sessions & working on Practice Models
Training effectiveness measurement
Self Learning through online training modules (need based)
Additional Information
We raised Skills & Capability using PDCA approach … Skill gaps identification thru skill mapping, prepared customised Training modules, Carried out trainings, measured Training effectiveness & Implemented Self learning "e modules"
Step 1
Identify Skill gaps & prepare training plan
Step 2
Release annual Training Calendar
Step 3
Execute training with Pre & Post training assessment
Step 4
Overall Training Feedback
Step 5
Training effectiveness - 90 days
PLAN DO
CHECK & ACT

13. Improve DG Availability
Effects: Service Technician Capability improvement
Better
With all efforts, we Improved Trained manpower % to 77%

14. User & Expert increased to 64% from 30% → Improve Service Quality
Improve DG Availability
Effects: Service Technician Capability improvement
Raised % of Users & Experts to 64% with focus to Improve Service Quality
User & Expert increased to 64% from 30% → Improve Service Quality

15. F13 CaPS – Strengths and Weakness
Customers Response
F13
Strengths/ Weakness
% Promoters 96
Strength 1. Good Services provided by the company. 2. Good Staff, co-operative,supportive and committed Weakness 1.Better servicing needed - timely, quicker, more efficient, regular, proactive 2.Technologically advanced - faster website, use soft copies in billing instead of hard copies
% Detractors 4
% Passives
CaPS Score 92

16. F13 CaPS Action plan SN Weakness Action plan for F14 1
Better servicing needed - timely, quicker, more efficient, regular, proactive
Ensure better PM quality through eFSR implementation and horizontal deployment of TPM in 981 sites 2
Technologically advanced - faster website, use soft copies in billing instead of hard copies.
eFSR and eCONNECT launched, enabling us to provide reports in soft copy
Quicker response

17. Concerns in Pre-eFSR System
FSR Quality gaps : Incomplete details; Illegible writing; illegible Customer reps signatures; Lack of authenticity (Photograph); Technician tracking; Use of local language
Gaps & Lack of Trust of Customers due to poor FSR quality
Huge paper usage for FSRs i.e. 4 X 3 lac A4 size sheets + Photocopying, courier & handling cost etc.
Human dependency since data is not available centrally & Data quality is depends on technician skills.
FSR Management is difficult since whether effect (Rain / humidity); Site condition (Oil / Dirt etc.)
Non Standard report format.
Huge Efforts to Compile, Validate & manage service details. ?

18. eFSR FSR quality Direct Online Technician tracking Real Time
Brainstorm
Speed up support document compilation
Major Issue Identified
Prioritization / Focus
Project Selection
FSR Quality
Transit delay
Data compilation
Data Storage
FSR site environment
Analytics not available
No Tracking of Service delivery team
Training
Awareness
Online bill processing
FSR quality
Direct Online
Technician tracking
Real Time
Photographs
Mobile application to capture FSR.

19. Alternative Thinking : eFSR
FSRs to be …
Electronically made
legible & uniform
Multi-language display capability
All data / values of FSR / PM check sheet to be captured
FSRs to be virtually loaded in M&M Web system directly from field
Validation through photographs , Time & Date of work start & completed, Customer signatures, Location Tracking.
Provision for spare part entry.
Based on eFSR data report should be available on portal, for Income billing
POWEROLSUVIDHA Infrastructure
GPRS
Mobile Application

20. Major TQM Activities
eFSR

21. IT enabled eCONNECT & eFSR
4.5.2 d. eFSR & eConnect
IT enabled Complaint handling (eConnect) & eFSR Process
IT enabled eCONNECT & eFSR
Key Features
IT enabled Complaint tracking system –eConnect
Prompt & Quality
Escalation mechanism
IT enabled Field Service Report – eFSR
Error free eFSR
Quality of PM
Ensure adherence to PM
Real time compliant registration & acknowledgment to Customers
Reduction in delay in payment
User-friendly & available 24*7
Assignment of MAGIEC
Actual job carried out with on job recording through eFSR
Submission of eFSR
Complaint Closure Intimation mail to customer
Through eCONNECT
Customer Logs Complaint through SMS at eCONNECT
Leveraged IT for enhancing Customer Satisfaction & Business Benefits
DTQMP reference page : 40

22. Field service performance and quality up-gradation - TPM
Major TQM Activities
Field service performance and quality up-gradation - TPM
Based on Learning Systematic three Step approach initiated for TPM at Field
Step 1 – Initial Cleaning
Step 2 – Counter measures against source of contamination & hard to do CLITA
Step 3 – Prepare Standards - SOPs (719/SOP/14a) & based on ongoing learning CLITA Check sheet revised.
Further to be ensure standardization and horizontal deployment of learnings, Training module was developed.
Programs – 12 nos.
Customer Care Managers (CCMs): 47,
MAGIEC technicians : 66.
981 Sites across India are covered through this approach in F14, with a plan to increase to 8000 sites in F15.
DTQMP reference page : 49 & 50

23. RESULT OF SERVICE EXCELLENCE THRU TPM
F14- TPM HORIZONTAL DEPLOYMENT
RESULT OF SERVICE EXCELLENCE THRU TPM

24. F14 CaPS – Strengths and Weakness
Customers Response
F14
Strengths/ Weakness
% Promoters 66
Strength 1.Product quality, customer services are good. They have good engines. 2. Mahindra offers much better service, compared to other suppliers. 3.Supply is good and delivery is always on time. Weakness 1.Better servicing - Timely, Quicker, Proactive, etc. 2.Should improve after-sales services
% Detractors
% Passives 34
CaPS Score

25. F14 CaPS Action plan SN Weakness Action plan for F15 1
Better servicing - Timely, Quicker, Proactive, etc.
Increased Coverage of TPM 2
Should improve after-sales service
Started monitoring of DG Uptime for DG sets in District head quarters and state capitals.

26. Thank you