Work Order Scheduling/Dispatch. Best Practices from Projection to Customer Satisfaction

(1)

Best Practices from Projection to Customer Satisfaction

(2)

Work Order Scheduling/Dispatch



Best Practices from

Projection to Customer Satisfaction

Best-In-Class utilities use appropriate levels of

automation and appropriate business process

re-engineering to forecast workload, staff their

workforce, tactically update their resource plans,

schedule work, and manage work to completion.

(3)

information Background

Culmination of 20 plus years of ViryaNet experience

in developing and implementing mobile workforce

management solutions including formal and

informal benchmarking and best practice excercises

24 years of utility operational experience from field

operations, project deployment, and customer

service

(4)

Best Practice S/D Group

“RIGHT SD”

The Right Scheduling/Dispatch Group

R

IGHT

P

LANNING

P

ROCESS

(5)

R.I.G.H.T. S.D.

…focus on these characteristics of a

best-practice scheduling and dispatch group

–

R

esources

–

I

nteraction

–

G

oals

–

H

ub

–

T

raining

–

S

cope

–

D

ensity

–

Resources

–

Interaction

–

Goals

–

Hub

–

Training

–

Scope

–

Density

(6)

R

IGHT

P

LANNING

P

ROCESS



Strategic Plan



Tactical Plan



Schedule

(7)

R. I.G.H.T. S.D.



Resources

–

Hire for the S/D Profile; teach the

business process

• Organized, Attention-to-Detail,

Proactive

–

Manager

– seat at the table

–

Schedulers – Manage the backlog

–

Dispatchers – Manage exceptions

–

Support – apprentice

(8)

R.

I. G.H.T. S.D.



Interaction

–

Clearly defined roles and

responsibilities between S/D

and other groups for S/D

functions

(9)

R.I.

G. H.T. S.D.



Goals for S/D

• Productive time / resource / day

• First call resolution rate

• % WO commitments missed

• Effectiveness of schedule

• Emergent work time-to-status

• Backlog trend by priority

• Percent of customer calls that

require a truck roll

• Average number of follow-up

dispatches when issue is not

resolved on the first call

?

(10)

R.I.G.

H. T. S.D.



Hub

–

Location of S/D with respect to

Initiation and Field

–

Centralized, Decentralized, or

Virtual

–

Balance relationship with

initiation staffs and execution

staffs

–

Balance S/D access to

(11)

R.I.G.H.

T. S.D.



Training

–

Teach the business process

–

Train on the systems and tools

–

Renew all training

–

Field ride-alongs

(12)

R.I.G.H.T.

S.

D. 

Scope

–

One view to all work and resources

–

Manage the backlog

–

Forecast and plan

–

Manage Exceptions

–

Communication to stakeholders of

work and resource status and

(13)

R.I.G.H.T. S.

D. 

Density

–

Coverage by territory, work, time

–

24/7 support for day-to-day and

outage events

–

FTEs

• Schedulers - 1 to 50->200

(complex->routine)

• Dispatchers - 1 to 25->75

(dynamic->static)

(14)

R.I.G.H.T. S.D. Benchmark



Resources – missing management



Interaction

– lack of definition



Goals – field focused, limited



Hub - varied



Training – limited to none



Scope

– silos focused, what’s in the system

(15)

Migration to RIGHT SD

P

rogr

es

s

Tow

ar

ds

Fut

ur

e S

tat

e

Current

State

(16)

Best Practice S/D Group

“RIGHT SD”

The Right Scheduling/Dispatch Group

R

IGHT

P

LANNING

P

ROCESS

(17)

R

IGHT

P

LANNING

P

ROCESS



Strategic Plan

–

Workload projection

–

Staffing plans

–

Align resources to projection

–

Strategic initiatives

• Cross Training

• Retention Programs

• Hiring Plans

• Depot Locations

• Material Processes

(18)

R

IGHT

P

LANNING

P

ROCESS



Tactical Plan

–

Projection vs Actual

–

Vacation Planning

–

Equipment Maintenance

–

What if ….

• Tune Strategic Plans

• Compensate for adversity

• Handle adverse environments

(19)

R

IGHT

P

LANNING

P

ROCESS



Schedule

–

Pull from backlog

–

Tune resource availability

–

Assign right resources

(20)

R

IGHT

P

LANNING

P

ROCESS



Manage Changes

–

Monitor non-routine

–

Monitor ETAs

–

Monitor progress

–

Focus on exceptions

–

Manage SLAs

–

Manage backlog

(21)

R

IGHT

P

LANNING

P

ROCESS

Benchmark



Strategic Plan – one time, limited efforts, silos



Tactical Plan – silos



Schedule

– reactive to what’s available

(22)

Migration to R

IGHT

P

LANNING

P

ROCESS

P

rogr

es

s

Tow

ar

ds

Fut

ur

e S

tat

e

Current

State

(23)

ViryaNet G4

Product

Telecom

Execution Module

Dispatch Field Inventory Contracts

Planning Module

Strategic Planning Tactical Planning Optimization

Monitoring Module

Operational Dashboard Executive Dashboard Datamart

Infrastructure Module

(24)

Best Practice S/D Group

“RIGHT SD”

The Right Scheduling/Dispatch Group

R

IGHT

P

LANNING

P

ROCESS

(25)

R.I.G.H.T. S.D.

…focus on these characteristics of a

best-practice scheduling and dispatch group

–

R

esources

–

I

nteraction

–

G

oals

–

H

ub

–

T

raining

–

S

cope

–

D

ensity

(26)

R

IGHT

P

LANNING

P

ROCESS



Strategic Plan



Tactical Plan



Schedule

(27)