Most of the product development companies or manufacturing industries fail to realize or imagine how customers respond to their products and services, once delivered to a tight competitive area. It is important to think about this, because how well the customer responds emotionally to your products, it operates your business in the long run. Looking at things with a different notion, of the customer, which really matters. The main point you have to implement is the constant touch with your service and with the priorities and assumptions of your customers / customers / users / stakeholders, as being in the service industry, the service will always be accessible, accessible to customers online needed. Customer satisfaction is the only way to measure the effectiveness of service management.
Analyzing Past Process
Collect information on all (High Priority) P1 and P2 events. Review outage summary and resolution data, and arrange a meeting with all those teams that were involved in solving those issues.
Group all of the same outage and classify them. You want to classify according to the vendor, app name, customer (LOB) and time. For this process, you must:
Collect all the major events problem statements / issues / issues in the last one year.
There are similarities with the group regarding the event type and outage.
Analyze the root cause of each group of events. Determine why the outage happened. For example, you can find that 4 major incidents took place in the last one year and 3 out of 4 events were related to going down the server.
Check whether the fix provided by your team was temporary or permanent. Consider the fact that some improvements seem permanent but there is a problem in recurring time (for example, software vulnerability patch updates etc.).
If the fix was not permanent, but end users and clients were happy after fixing and the business continues, do not think that you are completely safe because in the future it may be wrong again. Therefore, identify and work during this service outage analysis period.
Think about the permanent solution. Regardless of the practice and analysis or actual implementation, focusing on current solutions and the lasting solution for past problems can help improve your service delivery.
If you still have the ability / opportunity to provide a permanent solution for the problem that you previously provided a temporary solution for, then do so. You have to test and give it a trial run, the user has to accept the acceptance test and get a plan signed by the stakeholders / customers. Then after fully implementing a fine day change management process, apply this change.
By analyzing the time, where your service is getting reduced and better in previous cases, this will help you to provide better service in the future.
Adopting Sound Principles for Improved Process
Especially with the principle of “unsettling” problems face. In cases where you are unable to identify the root cause of service problems, split the problem into smaller pieces. Remember the Péreto principle and use a split and tactic (which says that 80% effects come from 20% reasons). Always consider people, process and technology.
People: Was it because of a lack of collaborative approach or lack of knowledge among your people? Are they equipped to stop such outage?
Process: It was a major indignation due to a large process or lack of process awareness among employees?
Technology: Do you have the right set of tools to solve the incident or not?
Document Solutions. The technical teams tend to take on challenges and show more enthusiasm for solving issues quickly. An important point here is that they ignore the reforms applied to document that resolution or to resolve those major events. It is quite natural that some people feel very tired and burned on any problem to document the solution.
Unfortunately, in the case of continuation of business, there is a big risk for industries when the person goes away. It is indispensable that companies need to invest their time and money on new / replacement employees, which often need to solve the same problem. If solutions are documented, then they can be used efficiently again, and even improvements can be done.
Consider allocating a resource (one point person) that all the technical people’s resolution activities as major events and whenever possible.
Work ahead of time. Consider setting a dummy time limit and virtual delivery points for your team. If your teams are asked to distribute services / products before the actual requirement date, then the customer will have time to solve the problems before they expect the final result.
Provide service at the speed of thought. Focus on efficiency and quick customer satisfaction. It can be easily applied if you have the knowledge available on the available information or your finger tips. Customers and customers will always be affected “How fast your response is and how accurate your reaction is”.