A energy company has provided a dataset containing records of operations tickets processed from 2017 to 2020. The Analytics Manager requested to provide an analysis and narrative on the case action productivity for service enablement.
Since for this analysis, I did not have the opportunities to talk to the team who provided the dataset, I needed to establish a few assumptions related to the data in order to process with the analysis:
Our dataset contains records for cases registered from August 2017 to February 2020.
No current opened cases were found before 2019.
No definition for status was provided. Therefore, “New” and “In Progress” status was are considered still in progress. They are referred to as current opened cases.
Goals for our discussion today
Looking into case action productivity for service enablement
Key takeaways:
1. 2019 and 2020 current opened cases impact the overall performance
Average duration for all closed cases from 2017 to 2020 is about 8 days per case.
2019 through up-to-day historically experience current opened cases has an average of 650 days per case.
132,632 (97.65%) cased have been closed from 2017 to 2020. However, 3,190 (2.35%) cased remaining opened impact the overall performance*.
2. Top 5 sub type cases represent 91.72% of current opened cases
By looking at 22 subtypes for the currently opened case, we can identify the top 5 most recurrent issues.
Top 5 subtypes represent a total of 2,926 (91.72%) of current opened cases.
These cases are likely to occur during the following O&M processes: System Review, Validation, Report Review, and Investigation.
3. Low Production, Non-Communication and Roof Issues are the most delayed current opened cases
Historical data indicates that O&M Validation and Report Review Action Types range from 583 to 591 days average delay per currently opened case for all sub-types.
O&M System Review presents above overall average* delay times for sub-type: Low Production (630) and Non-Communication Metter (620).
Roof Issues in the O&M Investigation action type have the highest average delay time, 661 days.
The average days per subtypes in the closed cases are Non-Communication Meter (13), Low Production (12), Zero Production (8), Equipment Issues (7), and Roof Issues (5)).
Conclusions & Recommendations
What should your company start doing now after seeing these trends?
Investigate the cause of Low Production during the O&M System Review phase. “Low Production” is responsible for 47.4% of 5 top delayed currently opened sub-type cases. Even though we displayed the top 5 issues in this analysis, we recommend promptly investigating Low Production recurrent cases. We should identify the cost-effectiveness trend, staff productivity, process efficiency, training, and certifications for the following steps. If the outcomes are as expected, we should consider repeating the process for the ”Non-communication meter” and “roof issues” subtypes, respectively.
Perform a customer satisfaction survey. Due to poor performance in Q1 2020 (only 80.47% were closed). It is recommended to assess customer satisfaction to ensure that company practices align with customers’ expectations and that our performance is not a factor to diminish our relationship with customers. Low performance can affect overall costs, diminish the quality and impact our customer experience. Therefore, it is highly recommended to survey our current and potential customers to identify their priorities when seeking a solar system provider and if our recent performance has negatively affected our image. Quality and velocity are both essential aspects of customer satisfaction.
Consider optimizing Quality Assurance on O&M practices. 3 of the 4 Cases of Action Types are related to the Top 5 O&M processes. It needed further investigation to determine what factors are causing issues to the O&M processes. Quality operations reduce costs and increase dependability. Dependability within operations increases operational reliability, thus saving them time and money that otherwise would be used to solve reliability problems and give stability to the operation. Since the company is expanding and acquiring new companies and supplies, processes are expected to advance and even change over time, which can also impact performance. It is recommended to overview the entire process and identify areas where KPI can be collected to track and audit the O&M team improvements periodically. We can quickly identify variations in the processes. By reducing variation in the O&M processes, we improve quality, boost customer satisfaction and reduce costs.
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