2. 1. Introduction
This document details the key strategic initiatives to be set for the Service Division and
includes information such as:
• Objective
• Why
• Strategy
• Who (is responsible)
• Desired result
• When
• Benefit
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4. 2. Key Strategic Initiative No. 1 – Information sharing – Lessons learnt
Initiative Objective Why Strategy Who Desired result When Benefit
Information
sharing
To be able to share
information easily and
effectively for service
related products
Time being lost by starting
from the beginning rather
than using work previously
done.
Staff waste time finding the
information they require.
Staff using “old” information,
rather than what was
recently done as they are
unaware of the recent work
done by others.
Develop a Service
folder on the S:
drive and create
sub folders with
related information,
i.e: service
contracts, etc.
A.G. Staff can easily locate
information on a service
products
Q3 Cost savings as far less time spent
finding the correct information (e.g.
drawing) to use.
Reduced design, production and/or
commissioning costs.
Reduced costs as the correct
information is used from the start.
Lessons Learnt To be able to share lessons
learnt information easily
and effectively
Staff are not updated on a
lesson learnt resulting in the
same mistakes being made
on the next job that arises.
Develop a
knowledge base
that can be used to
detail the lessons
learnt when issues
arise
A.G. Staff can review lessons
learnt and keep updated
on new lessons, thereby
stopping mistakes from
being repeated in new
jobs or tasks
Q4 Mistakes not repeated on new jobs
that use that equipment.
Reduced repair and or
commissioning costs
5. 3. Key Strategic Initiative No. 2 – Documentation
Initiative Objective Why Strategy Who Desired result When Benefit
Documentation To develop a set of standard
service documents and
develop an efficient method
of preparing specific
documentation from this
package
To reduce the amount of
time taken to generate
standard documents.
Will improve the accuracy of
documents.
Enhancements can be fed
back into the standard
documents for systematic
improvements.
No existing standards,
resulting in inconsistencies.
To keep with industry best
practice.
Finalize a generic
set of documents.
Develop an efficient
method of
preparing service
specific
documentation in
conjunction with
existing
documentation.
A.G.
A.P.
S.H.
G.L.
To produce a set of
standard service
documents used for
managing service related
products
Q4 Quicker to generate documents.
Fewer mistakes.
Less time taken to review
documents.
Improve the quality and
appearance of the documentation,
thereby increasing the perceived
value of what the client is
purchasing + our brand image.
Reduced time compiling
documentation with better accuracy
4. Key Strategic Initiative No. 3 – Process development
Initiative Objective Why Strategy Who Desired result When Benefit
Process
development
Develop procedures and
processes to close the gap
(communication, knowledge
etc) for carrying out and
completing service related
tasks
To provide personnel the
information flow to carry out
their work and ensure a
consistent approach and
work flow
Meeting with key
personnel to
develop procedures
A.G.
A.P.
G.L.
S.H.
A.P.
Procedures to detail the
steps to complete
specific tasks
Q4 Staff can focus on more value
adding tasks
5. Key Strategic Initiative No. 4 – Contractor management
Initiative Objective Why Strategy Who Desired result When Benefit
Contractor
management
Develop controls and
guidelines for contractors
To manage contractor costs
and activities
Implement a
service agreement
with all contractors
A.G.
A.P.
Agreed cost structure for
labour and travel times
and clear understanding
of responsibilities
Q4 Improve client relationship,
forecasting, pricing stability and
reduce risk by having compliant
contractors
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6. 6. Key Strategic Initiative No. 5 – Service growth
Initiative Objective Why Strategy Who Desired result When Benefit
Service Growth Develop strategies to build
and provide growth for the
service division
To ensure longevity in
service and provide a value
to clients
Under review A.G.
A.P.
G.L.
Happy clients and
structured growth in the
service division, rather
than just organic
On
going
Improve bottom line
Give client satisfaction and value
and get loyalty
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7. 6. Key Strategic Initiative No. 5 – Service growth
Initiative Objective Why Strategy Who Desired result When Benefit
Service Growth Develop strategies to build
and provide growth for the
service division
To ensure longevity in
service and provide a value
to clients
Under review A.G.
A.P.
G.L.
Happy clients and
structured growth in the
service division, rather
than just organic
On
going
Improve bottom line
Give client satisfaction and value
and get loyalty
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