Mega-multitasking

For about a year ago, Coor has been implementing more professional control through a collective process for delivering services to its customers. Markus Danielson, a Coor Change Manager, describes this as simple fundamentally, but decisive for creating effective and high-quality assignments.

“In simple terms, we receive a customer need, deliver on it, feedback and get paid. Using professional management, we can enhance the quality of everything we do. We get better follow-ups and analysis, simultaneous with being able to maintain a better dialogue with customers.”

Collective and clearer processes provide superior management of services delivered, and better control over all the constituent items and buildings in a delivery, and what the cost-drivers on the delivery are. A clearer process with better planning also means lead-times can be cut, as well as better utilization of Coor’s internal resources (staff and tools), which ultimately, reduces total cost.

“Taking developmental steps from a collective platform benefits everyone. When we all work in the same way, we can compare the service on different deliveries. When you have widely differing approaches, comparisons are irrelevant. It’s our job to challenge existing deliveries and find the opportunities,” continues Markus.

There are obvious economies of scale when you work in the same way. You can keep the costs of systems and processes in check, for example. But first and foremost, Coor sources so many services and materials that its agreements with suppliers become very favorable.

“When we’ve got detailed control of what we’re sourcing, we can perform good analysis, and this gives us an altogether different capacity to act towards our suppliers. It also helps us manage our purchasing towards the right supplier, and the right price.”

Apart from collective processes and KPIs, Coor is introducing management at operational centers at many sites. These manage workforces to conduct deliveries in the fastest, most efficient way. Operational centers get a helicopter perspective, and are able to direct technicians, for example, to other jobs in the same area.

“It’s a bit like doing a jigsaw puzzle whose pieces are moving all the time. The mission our operational centers have is to achieve the most effective overall planning, and ensure that resources are in place quickly. It also helps us utilize synergies because we can use staff more efficiently within each region.”

Markus thinks the new processes contribute to Coor working actively on preventative maintenance.

“Instead of going on call-out when an elevator malfunctions, we do continuous servicing. By working proactively, we actually cut the elevator’s lifetime TCO.”

Coor is working on implementing new working methods backed by a range of aids and tools, with for example, real estate technicians using smartphones to avoid having to return to the office to report back. Coor is using RFID tags on some assignments so it can monitor delivery, and will be using them on a broader basis in future. QR codes are intended to accelerate the fault reporting process, and utilizing diagnostics, elevators can automatically send a message when it’s time for servicing.

“One of the most important tools is our analysis tool. We capture information on the customer’s situation and can analyze what’s driving their costs, and what we can do to cut them. With the right information we can be certain, rather than groping in the dark without making any actual difference.”

Want to know more about Coor’s new service delivery process?

Drop Markus Danielson, Change Manager at Coor, a line