FujiFilm Pakistan (Fuji) provides Medical equipment and after-sales Technical Troubleshooting services to government and private Healthcare institutions across Pakistan.
Fuji management sought to uplift the Troubleshooting service as a means to ensure customer loyalty, stand out from the competition, and strengthen a revenue stream for the future. The immediate need was decided to be a CRM system, but with openness to explore the other options.
OUR ROLE
We were engaged to help identify system requirements and to explore procedural and policy interventions that could enhance the Customer experience, Employee experience, Management oversight, and service scalability of the After-Sales Troubleshooting service.
Understanding the service landscape
We understood the current needs and limitations by understanding the current service lifecycle and its challenges. The fieldwork included observations of the workings and field conditions of the technicians across multiple metrics:
Regional variance: The diversity of the regions prevented a big city bias where everything will work and is available nearby. The primary research was conducted in six regions: Karachi, Hyderabad, Jamshoro, Nawabshah, Lahore, and Gujranwala.
Full Lifecycle: Covering task registration and management, logistics, diagnosis, troubleshooting, parts replacement, time management, customer management, documentation etc, allow for a complete picture of roadblocks and their underlying causes.
Accounting for Outliers: The research was also conducted during the monsoon season, and extreme situations with transportation disruptions also showed new dimensions of difficulties.
Gaining Perspective: Structured interviews of multiple stakeholders, including Customers, Fuji management, and technicians, added depth and perspective about customers’ expectations and delivery gaps, roadblocks for technicians in delivering quality prompt service, and management’s shortcomings.
Building Out Solutions
Co-creative ideation sessions with Fuji management and employees in Karachi, Hyderabad, Lahore, and Gujranwala ensured equal participation in proposing solutions to current problems by both, Fuji management, and the Technical Associates working on-ground.
The inclusive ideation led to proposed interventions were practical, contextual, and in line with Fuji’s vision for their business growth including:
- Organizational restructuring
- Software System requirements for complaint tracking
- Reallocation of tasks to create focus ares of work for field teams
- Parts inventory management and distribution
- Workload management for their technical associates
- Visibility and tracking of complaints
- Performance monitoring
- Documentation and data analysis
The Outcome
Fujifilm Pakistan used the recommendations to inform decisions in HR Policy revisions, SOP revisions, and future human and other resource planning.
The software system considerations have helped inform their ERP system selection and implementation.
