|Upcoming Workshop Date and Location: To be announced|
Member Tuition: $1,695**
(A 10% discount applies when dealerships send multiple attendees to the same class offering.)
Non-member Tuition: $2,125 (Includes a one-year BTA dealer membership.)
Instructor: John Hamilton, president, Service Strategies Corp.
**BTA members may apply their $150 or $250 discount coupon received with their membership toward this workshop. Redeem your coupon upon registration by entering promo code: $150Coupon or $250Coupon.
The BTA Field Service Foundations Workshop is designed for service professionals looking to improve their industry-related management skills. The course provides a solid foundation of skills needed to successfully manage a field service operation and includes two full days of university-level instruction.
Field service managers must have a high quotient of skills and insights into the specific demands of their customers, team members and the service business environment. The course includes topics covering leadership, coaching and facilitating the activities of a field service team toward the accomplishment of the evolving technical services mission.
Modules & Learning Objectives:
Module 1: Leading the Knowledge-Based Organization
Module 2: Managerial Leadership and Behavior
- Assess the impact of change on the service operation.
- Describe how to manage the Knowing-Doing Gap.
- Identify the Levels of Maturity in a field service organization.
Module 3: Understanding the Service Product
- Discuss the differences between management and leadership.
- Describe the five Levels of Leadership.
- Discuss the benefits of a well-founded and communicated values system in a field service organization.
- Identify the three managerial systems that make up the foundation of an effectively managed field service organization.
- Describe how values can limit self-interest costs and behavior in a field service operation.
Module 4: Customer Satisfaction and Loyalty
- Compare and contrast the key similarities and differences of service products and tangible products.
- Express and explain the unique nature of service products.
- Examine and explain the nature of field service solutions as service products.
- Manage for quality in the design, development and delivery of the field service solution.
- Examine and illustrate the open systems view of field service management.
- Express the definition of knowledge and the definition of a service product as they are used in the field service organization.
Module 5: Managing Strategically for Field Service Operations
- Formulate customer satisfaction survey questions to maximize the value of customer responses to the service operation.
- Identify important characteristics of an event survey and how to avoid the most common pitfalls.
- Employ a variety of useful tools to analyze survey data.
- Name the three survey questions that comprise a useful customer loyalty index.
- Determine your Net Promoter Score and Customer Effort Score.
- Analyze case study information, identify process and data anomalies and recommend remedial actions.
Module 6: Management Operations Analysis
- Categorize and explain the strategic relevance of service offerings to field service representatives.
- Explain how service offerings contribute to the overall strategies of the organization.
- Select and design field service strategies that complement the company's product strategies.
- Examine the service strategy and manage field service operations consistent with corporate strategies.
Module 7: Decision Making for Field Service
- Use visual operations analysis tools in managing field service operations: Histogram; Pareto Chart & Pareto Tool; Radar Chart; Cause and Effect Diagram; and Flow Chart.
Module 8: Staffing and Resource Planning
- Identify the production resources of the field service organization.
- Recognize and explain how decisions affect the production resources.
- Recognize and assess the impact of risk, bias, past experience and the political environment on the decision-making process.
- Identify who should make which decisions: individual, team, manager or outside entity.
- Evaluate and recognize how to define and change the level of empowerment of each individual in the service organization.
- Evaluate the costs and benefits of centralized and decentralized decisions.
- Identify and describe the elements of a sound decision-making process.
- Use the multi-criteria decision tool to identify and select the best-fit alternative when dealing with multiple decision criteria.
Module 9: Performance Measurement and Metrics
- Use learning curve analysis in planning for field service staffing.
- Determine the key elements of scheduling service representatives in a demand environment.
- Create a staffing plan using the M/M/c queuing model to determine the required staff for a real-time field service operation.
- Understand the impact of combining scheduled, semi-scheduled and demand activities in a field service operation.
Module 10: Performance Coaching and Retention
- Recognize the characteristics of a good performance system.
- Recognize the characteristics of a good performance metric.
- Identify whether a correlation exists between two metrics and measure the strength and direction of that correlation.
- Enumerate and describe the four pillars of a Balanced Scorecard system.
- Create key performance indicators as part of a Balanced Scorecard system.
Audience: Service management and dealership owners
- Recognize the role of the manager in the performance of employees.
- Explain the value of inspiring, encouraging and challenging members of the field service team.
- Explain how to use the "The Two-Minute Challenge" to challenge your people to perform better, in a non-threatening way.
- Calculate the cost of attrition versus the cost of performance management.
- Use the Coaching Analysis technique in managing performance problems.
- Identify the steps in the face-to-face discussion with problem employees.
- Day 1: 8 a.m. to 5 p.m.
- Day 2: 8 a.m. to 5 p.m.
To be announced
John Hamilton, president of Service Strategies Corp., has more than 30 years of service industry experience. He oversees a growing international team of employees, consultants and partners that advance service excellence for quality-minded organizations through industry-standard certification, advising services and training programs. Hamilton has a well-rounded background from managing engineering, quality control and training organizations. He is a frequent speaker at service and support conferences worldwide. Prior to founding Service Strategies, he was global director for technical support at EDS, Unigraphics, a provider of CAD/CAM and PLM systems.
"I attended the workshop in Orlando. I found the parts on customer surveys and dealing with problem employees to be the most helpful. It was a great workshop. The instructor seemed to be very knowledgeable."
Business Electronics Corp.
"Excellent class; many good concepts of leadership and practical advice on managing a team. There were several things that I was able to come back and apply right away. I recommend sending any service leaders or managers to this class. The leadership methods and skills training can be applied to any service business. "
U.S. Business Systems Inc.