Pág. 1 JHA - October 2011 – SWE BT Spain Internal use Building Technologies Transformation of the Service Business.

Pág. 1 JHA - October 2011 – SWE BT Spain

Internal useBuilding Technologies

Transformation of the Service Business



Operational & Remote Center – sinergies FSS & BAU

4 fundamental questions:

How can we improve competitiveness?How can we fight against new competitors

(FMS, installers)?How can we intensify our relationship with

customers?How can we generate new business?

Motivation: Very competitive market – hourly rate of competition is 60% less than Siemens



Service Centre - all in the same room The new Heart of the Service Business!

Value Added

Experts team: Operate the system Detect Faults or

malfunctions Give support to the

customers Give support to our

Technician. Start intervention

Process immediate with customer call

Detect business opportunities for serv. Sales

Do commissioning

Integrated Processes

Technological Platform that communicate with the installations of our customers

Installation type: Fire systems Building Control Energy Efficiency

Management & Mobile Services

Centralize Services

Technical call clarification.

Planning of service team.

Planning of subcontractors companies for services.

Intervention orders

Financial Administration:

Maintenance contracts invoicing.

“On call” intervention invoicing

Product Managers Team

Technical support at “high level”

Hot Line with HQ

Mobile Services

MCompanion Used by:

- 70 technician , - 35 project mgr. - 35 subcontractors

Intro in Global Service Industry in process

Call Center Global Service Industry:

Open tickets Route cust. call

to the right place Repair process



Knowledge and know-how in the same room

Combine technologies and expert knowledge in the same room allows us:

To provide New Business Models (e.g. “Assisted Products”) to provide Added Value Services to our Customers

using new technologies & reduce cost with service optimization

Remote Experts

Serv. Mgr. Finance Admin. Dispatching

HQ Support Product Managers Technical Experts



Challenges of Remote Service

What are the challenges?

Technical problems and missing documentation from HQ at the beginning

Find a good technician willing to work in the remote service center

No one wanted to be the first to offer a connection

Not integrated in service processes

How do we tackle them?

Test and document locally all configurations & make pilot installations

Mgt. Decision: Each project with a volume > 20k€ must have a remote connection

Go personally with sales to sell the first connections, Nº of connections in the objectives ...

Promotional packages “for free” for branches and customers

Integrate the remote center completely in the service process



C u s t o m e r C u s t o m e r Services Services

Our pillars for implementation to get here …

> > > > > > Analysis > > > > > > > > Implementation > > > > >



Pillar I:Involve key people - Brainstorming

„Analysis and revision of the available tools”

„Analysis and revision of the processesWhat we did:

- Simplify- Accelerate- Unify- Normalize- Automate- Modernize- Meet deadlines- Meet requirements

BY USING:

- Spiridon- Synergies- Technologies- Existing Corp. Tools- Communication Tools- Knowledge- Analysis- Monitoring- Statistics

JanJan

20072007



Pillar II:SERVOR Process AnalysisIdentified Improvement Levers to allow prioritization

186 12

Remote Service

Standard procedures and work instructions

Application of Mobile Front-endwith Real-time Task management

Lead management &Incentive system

Financial control

Implementation of Planning and Dispatching Tool(s)

Integrated service managementinformation system

Improve clarification

€

€€€

€€€

€

€

€

€€

Prioritized lever

Average annualgross savings

Average annualadditional sales

Strong impact customersatisfaction

Legend:

Total average annualgross savings (DI2)

Total average annualadditional sales (DI2)

… Mio €

… Mio €

Enabler/not calculated

Calculated lever

€€€ €€

Subcontractor Management

MayMay

20082008



Pillar III: Remote Business Plan supported by HQ - Goal

Increased service efficiency through:

1. Improved service processes

2. Optimized commissioning processes

Generate additional sales through:

1. Extended service level in the classical re-active service business

2. Additional services, like pro-active monitoring, service reports, energy services

Gain a more intensive customer retention

External Benefits

Internal Benefits

MayMay

20082008



Pillar VI: New technologies Bye, bye paperIntegration in Spiridon, Mobile solution, HR-System & Sharepoint

Transfer / Generate electronic information

For internal use only / Copyright © Siemens AG 2006. All rights reserved.

Pillar VII: Integrated Mobile Services & installed base& push Integration into Industry Sector

… allows on-time management with-out paper of: Preventive Maintenance Checklists Notifications Service Reporting Hours & Travel Expenses Material, Spare-Part and car stock …

OctOct

20082008

Tecn. clarification

Administration and

Dispatching



Pillar VIII: Operation Centre allow centralization, remote & energy services (Reducing dispatching centers from 9 to 1)

Vi

s

i

o

n

R

e

a

l

OctOct

20082008

Serv. Mgr. from branches

converted to service sales

SANTIAGOd. C.

GIJON

BILBAO

BARCELONA

VALENCIA

SEVILLA

MADRID

VALLADOLID

PALMA

BARCELONA

VALENCIA

MADRID

9Dispatch

Centre

1

Actual Oct 2011:

3 centros



Pillar IX: Maximize Efficiency!ROC, also the heart for energy solutions & services

Allows Green Consulting Support Energy efficient solutions

Building Performance Optimization

Make Green Migration possible

Efficiency Monitoring

Energy Saving Performance Contracting



Pillar XI: “Assisted Products” Business Models to create Added ValueExample: Partner – Customer relation in a win-win-win situation

Partner(e.g. FMS, installer,

VAP, etc.

Customer(e.g. Hotels, etc.)

1. Frame contracts (discounts, spare parts, etc.)

2. Training

3. Operation support

4. Technical support (revisions, problems, changes, spare parts extensions, optimization, energy reduction, detector exchange, SW up-date, etc.)

5. Regular reports (operations y energetic)

6. Revisions from Operation Centre with on-site combinations

7. Configuration Back-up

8. Etc.

1. Contract

2. Direct contact to customer

3. Preventive maintenance

4. Interventions

5. Billing

6. Etc.

1. Support how to operate the system

2. Lease material for remote connections (with contract at now cost)

1. Information about changes

2. Buys material Siemens for repair, extensions, migrations, etc.

August

August

20092009



Pillar XIII:Benefits for Customer and Siemens

Image (Innovative, Modern, ….)

Fast Respond time & have always an expert available

Taking care of installation in continued manner (operational and energetic optimization)

Professional, electronic and on-time documentation

Improve understanding of costumer needs

Customer receives & perceives Added Values

Strengthen relationship between customer and Siemens

Results

Chooses us as preferred supplier

Problems are solved fast & easy. Saves costs in avoiding technician interventions on site in the case they are not included in SA

No paper storing needed

Perceives that we are available for him not only for the preventive maintenance

This type of service he can not receive from another provider

Pág. 1 JHA - October 2011 – SWE BT Spain Internal use Building Technologies Transformation of the Service Business.

Documents

service business slide

service process slide

remote service center

service reports

planning of service

improved service processes

technologies existing

new technologies bye