Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
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Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
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What are the Reliability Tasks which are shared with a Maintenance Engineer, Reliability Engineer, and Maintenance Planner? Check out this awesome task list.
Changepond provides 24x7 performance monitoring of Data Centers, Networks and Security based on pre-defined metrics for specific events, threshold violations, and errors or faults.
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Energy Efficiency Installation Process under PAS 2030:2012
1. Lancashire Construction Best Practice Club
Energy Efficiency Installation
Process Under PAS 2030:2012
David Inman BSc (Hons) MRICS CEnv AIEMA TechIOA
DIEM Ltd
30 March 2012
2. Energy Efficiency Installation
Process Under PAS 2030:2012
David Inman BSc (Hons) MRICS CEnv AIEMA TechIOA
DIEM Ltd
Regulated by RICS
3. David Inman BSc(Hons) MRICS CEnv AIEMA TechIOA
•Professional Member of the RICS (MRICS)
•Chartered Environmental Surveyor
•Chartered Environmentalist
•IEMA Lead EMS Auditor
•Registered RICS Domestic Energy Assessor
•Technician Member of the Institute of Acoustics (TechIOA)
•RICS APC Doctor
•Member of RICS UK Education Standards Board
•Corresponding member of RICS Sustainability Task Force Europe
•Member of Lancs Construction Best Practice Club Steering Group
•Chairman RICS Lancashire Local Association
@DIEMLtd
4. DIEM Ltd giving clients across the UK Property
the environmental advantage since Nov 2005
Environmental & quality auditing
Environmental project planning Construction
ISO 14001 implementation
Environmental training
Sustainability strategy Business
Carbon Management
Compliance auditing
Transport
Waste strategy
CSR
@DIEMLtd
5. PAS 2030:2012
Improving the energy efficiency
of existing buildings
Specification for installation
process, process management
and service provision
Published February 2012
Cost £95 from BSI
154 pages
@DIEMLtd
6. Method Statements
Method
statement
Energy
efficiency
measure
Installation
design
location
specification
information
Installation
methods
@DIEMLtd
7. Unless made available by EEM specifier, the installer shall define &
record the installation process in a method statement for EACH energy
efficiency measure installed under PAS 2030:2012 prior to installation.
EEM design Installation
Checking,
specification instructions
Tools handling &
from EEM to operatives
required storage
specifier
instructions
Method
Location procedures for installation control
statement
specific
information Requirement
Installation
for intermediate
method
Training & inspection
competence details of the
required of sequence of Customer detail of any
operatives tasks & delivery & commissioning
by installer responsibility timescales
@DIEMLtd
8. Location
Installation Installation
specific Tools
method instructions
information required
to operatives
EEM design
specification Checking,
from EEM handling &
specifier Method storage
statement instructions
procedures for
installation control Requirement
for intermediate
Training & inspection
details of the
competence sequence of Customer
detail of any
required of tasks & delivery &
commissioning
operatives responsibility timescales
by installer
@DIEMLtd
20. Backup for Method Statements with ISO 9001:2008
Quality Management System
Management Responsibilities
Resource Management
Product Realisation
Method Measurement analysis and improvement
statement
Energy
efficiency
measure
Installation
design
specification location
information
Installation
methods
@DIEMLtd
21. Thank you for listening
davidinman@diemltd.co.uk
Twitter @DIEMLtd
Regulated by RICS