Customers

 
 

Customer support

Our customer support team at the Australian Technology Park office, NSW.

Direction

To lead operational excellence in service solutions and build a flexible, knowledgeable and adaptable organisation. This will enable us to deliver a streamlined experience for our customers while being an innovative partner of choice for support across Fuji Xerox.

10/11 objectives

How did we do?

Decrease customer maintenance hours per million prints to 19.3 (Office) and 15.7 (Graphic Communications).

  • The Office hours per million prints target of 19.3 was achieved with an actual of 19.2.
  • The Graphic Communications hours per million prints target of 15.7 was not achieved with an actual of 18.5, slightly up from 18.3 the previous year.

Increase proportion of customer issues resolved without a site visit to 53%.

  • Productivity improvements have been masked by the shift of print volume from mono devices to the more support-intensive colour devices. Future reporting will look at hours per million prints for mono and colour separately.

Review appropriateness of ‘maintenance hours per million prints’ target.

  • The proportion of issues resolved without a site visit improved significantly, increasing from 52% to 56%, and exceeding the original target of 53%.

11/12 objectives

  • Decrease customer maintenance hours per million prints as per the following targets: Office mono — 20.5 to 19.8 Office colour — 15.9 to 15.2 Graphic Communications mono — 13.0 to 12.7 Graphic Communications colour — 47.8 to 42.8
  • Increase the proportion of customer issues resolved without a site visit to 57%.
  • Conduct a life-cycle analysis study to quantify the impacts of on-site vs remote support and identify opportunities for improvement.
  • Implement recruitment and capability development strategies to ensure a highly skilled workforce.

Customer support resolutions

Our customer support goal is to achieve operational excellence in service solutions and to build a flexible, knowledgeable and adaptable organisation. This remains critical as our business moves towards providing integrated document services so our customers are better able to manage information and streamline their business processes. This shift requires the ongoing development of new support skills and capabilities so we can deliver streamlined customer experiences and be an innovative partner of choice for support.

For Fuji Xerox Australia’s Customer Support Organisation, environmental sustainability is achieved through carbon footprint reductions while business sustainability is achieved by developing an efficient operation with a solid financial foundation, and a customer focused culture driven by continuous improvement and innovation.

Environmental sustainability

The choice of a new vehicle for the field service engineers was an important initiative in 10/11 in the reduction of our carbon footprint. The Ford Falcon LPG wagon that was used for a number of years was largely selected because of its efficient fuel system. However with the Falcon wagon coming to the end of its life, we were provided with the opportunity to look for an even greener solution. Our selection of the Ford Mondeo diesel wagon has been a significant improvement, with a five-star ANCAP safety rating, as well as carbon emissions of only 165 gms per km compared with the Falcon LPG wagon’s 244 gms per km. As the current fleet is replaced with the new vehicles, a tangible reduction in emissions will occur.

A proportional reduction in the need for site visits compared with the overall number of customer resolutions, has the dual benefit of decreasing the km travelled (reducing carbon footprint), while also reducing the overall cost of support. The significant increase in the percentage of customer issues resolved without a site visit in 10/11, validates the strategies and past investments made in the areas of esupport and technical support.

Business sustainability

The Customer Support Organisation continues to focus on driving esupport capability and effectiveness to further increase the proportion of customer issues resolved without a site visit to 57 percent.

This increased esupport ratio is a testament to the effectiveness of the investments made in resources, skills, tools and technology in our Sydney based regional support centre. Given the changing complexity and baseline reliability of our solutions, we will continue to test the limits of what is possible to achieve through esupport.

An increase in the percentage of calls resolved without a site visit doesn’t guarantee a reduction in the onsite hours spent supporting customers. Even though devices themselves are becoming more reliable, there is upward pressure on support times due to the performance expectations from customers, our own goal of achieving high levels of customer satisfaction, and the increasing complexity of our business solutions.

Measuring support hours per million prints is a way of tracking how well the field service operation is meeting these challenges. The improvement seen in 10/11 shows that we are able to improve field service efficiency, while meeting these service delivery challenges.

Gains in these metrics occur only through a continuous focus on improvement. This is achieved through investments in innovation and resources and by developing a culture throughout the operation that encourages incremental improvements in work processes.

Effective service delivery in the future requires the development of a more flexible field support team. In 11/12 more than 10% of our field support staff undertook network skills training. This skill development program is an ongoing initiative which will evolve over the next few years to ensure our field support teams are capable of supporting a range of customer solutions.

To meet the need for new field support employees, we have developed a structured recruitment program for high-quality trainees. This is a key method through which we seed our field support workforce with the skills required to manage the evolving technology of future solutions. This addition of new technical and solutions support specialists allow us to accommodate the proliferation of local, more complex solutions, tailored to the specific needs of the customer.

In 10/11 the development of high-quality face-to-face, online self-paced, hybrid training solutions has been a particular focus. To this end, a specialist group has been created to develop a range of state-of-the-art training solutions for all offerings. A new learning management system has also been implemented to support this range of training activities.

A key dependency for the Customer Support organisation to meet our customers’ needs, is the ability to monitor devices remotely. This takes the headache out of capturing meter readings, enhances the ability to respond to faults and manage consumable replenishment, and provides a rich array of reporting, both for the customer and internal analysis. The inclusion of automatic meter capture as part of the standard service offering and development of environmental reporting for the customer, are two recent initiatives in this area.

We are proud that Fuji Xerox leads our industry in customer support, and that Fuji Xerox Australia leads all operating companies in the innovative field of esupport.* Our strong focus on continuous improvement and customer first will fuel our ongoing innovation and ensure we are ready to meet our customers’ changing needs and the needs of Fuji Xerox Australia as we build an integrated document services market.

*Regional competitive benchmarking study

Production hours per million prints Office hours per million prints