Due to the dynamic growth in sales (+30% m/m), additionally fueled by the pandemic, the number of devices returned by customers was growing rapidly. While the percentage share of returns remained unchanged, their number significantly exceeded the capacity of the service department at that time. Due to this situation, the client asked for support in improving the productivity of the service department.

One of the first steps we took was mapping current processes using various tools (flow chart, RACI matrix and VSM). In addition, we conducted several additional analyses: snapshot observations, spaghetti diagram and location analysis.

After analyzing all the collected data, we identified several areas that had a significant impact on the efficiency of the process. One of these areas was the organization of the workplace and the layout of the area. After conducting a series of workshops with the team, a new process flow was designed along with a new layout of the area and 5S was implemented in the service area. These activities significantly shortened the lead time of the process.

In addition, a skills matrix was developed, thanks to which competence gaps in the team of service technicians were observed - not every service employee had sufficient knowledge to repair every type of device. On the basis of this matrix, a training plan was developed, after which we increased the flexibility and efficiency of employees.

The client had two main annual goals: to increase productivity by 20% and to reduce the average cost of repairing the device by 15%. As a result of the implemented optimization activities, these results were higher than assumed and reached the level of productivity +30%, average cost of repair -25%.

It should be emphasized that the implementation of the above-mentioned activities and the achievement of their effects would not be possible without the involvement of the client's team. From the first day, all team members were strongly determined to carry out activities and achieve the assumed goals in accordance with the "walk the talk" principle.

It was one of the most interesting projects in terms of challenges, pressure, teamwork and cooperation with the client. From the very beginning, cooperation within the project was characterized by openness and transparency as well as determination on the part of the client - which, unfortunately, is not so common in every case.