The document outlines plans to create a unified technical service supply chain for Midmark across North America and EMEA by 2023. Key elements include developing one standard for diagnostic flow guides, phone prompts, and service culture across all product families. The plan also establishes a tiered escalation system providing self-help tools, technician assistance, and leadership intervention for resolving issues. Goals include achieving high service levels and customer satisfaction scores while driving service parts revenue to $50 million annually.

1. Revision 5-25-2016
2016
Create Diagnostic flow guides for all product families
- Processing freight claims
Processes NOT Core to Technical Service
- One Midmark Technical Service MPS culture
- One Midmark Phone Prompts Architecture
- One Midmark Diagnostic Flow Standard with PCA
We will be a “One Midmark” Service Supply Chain for our North America & EMEA customers that
provides an "In-the-moment", seamless, and cohesive 24/7 solution for our end user customers
and Field Service Technicians. Our service solution will consist of an internal technical support
team, a field service & repair network, service manuals, product or incident reporting, warranty
claims, repair part sales, and post sales support programs. We will continue to support our legacy
customers as well as our larger emerging IDN and DSO customers.
Our Service Supply Chain will be structured as a tiered system so that our end user customers and
field service technicians can easily find and obtain technical information, services, and repair parts
though automated online solutions and communication systems that are quick and user friendly.
However, when necessary, unresolved issues can be escalated easily and seamlessly to a live
technician. We will establish and maintain a Midmark authorized field service network capable of
installing, servicing, and repairing our products.
We will be a voice for our customers by translating their concerns into product improvements
through focused Sustaining Engineering and Design for Installation & Service events.
We will achieve a 97% Service Level with an Average Hold Time of 30 seconds or less and a
Carefactor Score of 80 that drives brand recognition, generates loyalty, and repeat sales. In
addition, we will develop strategies to drive our Services and Parts revenue stream to 50 mil per
year by 2023 (15% AAGR).
Define and acquire professional certifications and training to enhance job skill
Develop "how to" videos for product service
Processes Core to Technical Service
- One Midmark Service Ticket logging / complaint reporting tool
2020
Implement new "Contact Us" site on Midmark.com Define upholstery pricing strategy
Create new Mobile "Contact Us" App
Define service parts classifications for all divisions and product families
Create service company locator on Midmark.com and
Midmarkserviceparts.com
Create comprehensive PM Kits for sterilizers
Define RTM roles for product support
Create authorized service letter for ISO's
Purchase URL's to be redirected to midmarkserviceparts.com
Create Knowledge Base
Add Versus service parts to online store
Overhaul service parts pricing strategy and matrix
True North
Implement PCA within service module
Establish Dental service parts online store
Develop reoccurring revenue stream for service parts (Sterilizer, Air/Vac,
Consumables)
Perform customer data mining to find service parts customers to convert
customers to ecommerce
2018
Implement service module
Integrate EMEA Tech Service into Corporate Tech Service
Establish and approve 3rd party drop shipping
Integrate Critical Care Tech Service (Tampa office) into North America Tech Service team
Investigate "Oracle eCommerce" to replace PartsSource as online
partner
Establish National Service meeting
Establish Midmark owned field servicers
Acquire service/technology company
2017
Integrate phone system with Oracle
Increase EMSAR service dispatches to 75%
Establish lead gen program with servicers to provide product
location/customer information back to Midmark
Sell complimentary items (cleaners, test strips, private label, etc…)
- Product quality / warranty performance analysis
Establish the ability to perform service tech training remotely (initial and
recertification)
Enable ecommerce outside of the US (Canada 1st)
Define TS involvement with Warranties (administer, create, etc…)
Create internal training program to improve first time yield
Create Upholstery strategy to sell "whole tops" direct to end users
Realign phone prompts to be "One Midmark"
Create Upholstery Images for online parts store
Implement email, chat, and SMS/MMS text system
- Establishment of Warranty Policy
- One Midmark eCommerce store for services, service parts, and consumables
- One Midmark Service training process (repair, services)
- One Midmark Service documentation (manuals, videos, knowledge base)
- One Midmark Field Service solution (repair, services)
- One Midmark FDA / Regulatory Compliance Customer Intake
- One Midmark Contact Us Queue system (Phone, Video, Chat, Email, Text)
- Knowledge Base
- Tech Library
- eCommerce/Self ordering of Service Parts, Installation, and Services
- Self-help phone or online portal (online dispatch, order status, accounts payable)
- Audio/video training and trouble-shooting materials, Support on Demand (LMS)
- Mobile Contact Us Application
Tier 3 – (intervention needed by a technician) [99.9% effective]
- Service Module / Product & Incident reporting / dispatching of service
- Order entry
- Application Engineering such as Air/Vac Plumbing Design Drawings
- Sales/marketing functions (Inservicing, concessions, sales/demo videos)
Expand "One Midmark" tech pubs to include all NA locations
- Whole Good Installation
North America Technical Service True North
Service Supply Chain Escalation Model
Tier 1 – (information & tools available to enable self-help) [15% effective]
- Static documentation (service manuals, user guides, fliers, mailings, etc)
- Troubleshooting & part number identification
- Onboard - remote diagnostics
- Targeted field updates (sales, ISO, dealers thru email & mail)
Tier 2 – (minimal effort needed to access self-help tools) [50% effective]
Enhance product data automation for online part store (inventory, all location parts, oracle
item updates)
Establish and Monetize support programs (ESA's, Preventative Maintenance, etc…)
Establish 8-5 Coverage for all NA time zones
Research "cross-sell" service parts opportunities
Build dealer relationships for service (Dental focus)
Establish online product registration to build end user product information/locations
Tier 4 – (intervention needed by leadership) [100% effective]
- Empowerment to make business decisions to resolve issues
- CareFactor follow-up calls (promoters and detractors)
- Business of People training
- MPS Principles
- Internal tech training system (product training, tech certs, standardized processes and policies)
- Diagnostic Flow guides for each product family
- Decision Diagnostic flows (product replacement decision guide) for "new" known Issues
- Known & Unknown Issue escalation (tier system/strong lead tech)
- Internal knowledge base
- Phone system (hunt group control, easy to use phone prompts, unified communication enhancements)
- Contact us module with consolidated queues (chat, video, email, text, and phone)
- Integrated customer management system (Oracle R12+Service Module+Unified Communication)
- Master the LAER model (listen, acknowledge, explore, respond)
Sell "services" online (ESA's, PM's, etc…)
Drive direct service parts orders to 50% online
Trial Midmark to dispatch non-warranty service calls
Enable warranty service parts orders online
Create "1 source" support online portal (i.e. Stryker ProCare)
Create program to "win back" secondary market
Establish "on-board" diagnostics (Next Gen Sterilizer)
2019
Develop non-EMSAR regional service to offset single source risk
Establish and Define R12 pricing module for services and parts
Establish West Coast hub for service parts distribution