Client challenges
• No Standard Operating Procedure in Place.
• Ineffective escalation systems resulting in delay in flow of information to the management.
• Excessive involvement of management in day to day activities.
• No track of real time stock availability at site.
• Scheduled maintenance is not done on time which decreases the working life of machines and increasing maintenance costs.
• Delay in rectification of Breakdown of machines causing loss of revenue.
• No Proper record of payments received and payments due to clients.
• No system to ensure Bills are raised on time.
• Lack of follow-up of enquires/Sales leads.
• Lack of proper tracking systems for obtaining orders from vendors.
• No timelines set for Activities/Tasks.
• Unorganized data in tally.
PKC Solutions
PROCESS SIMPLIFICATION:
• SOP(Standard Operating Procedure) is set along with timelines for every tasks.
• Timelines are set for every stage in PR to PO conversion.
WORK TRANSPARENCY:
• MIS Reports show the work done by individual Departments, Reducing involvement of management in day to day activities.
• Proper Escalation systems are set which ensures flow of information to the management.
SOFTWARE INTERVENTIONS:
• Built a Effective tracking system in ERP for all the departments.
• Implementation of ERP System ensures accurate track of real time stock available at site.
• Alerts are set for scheduled maintenance in ERP ensuring Scheduled maintenance is done on time which increases the working life of machines.
• Locks and Escalations are set in ERP which ensures Breakdown Maintenance is done without any delay
• Developed an effective system in ERP to keep track of pending Enquires and New Sales Leads.
• Implementation of ERP helps keep track of Number of quotations sent, increasing follow up activity and lead conversion rate of the team..
PROCESS AUTOMATION:
• Developed an effective system in Google sheets which helps to maintain accurate record of the Bills raised.
• Necessary Escalation systems are set in place to keep track of bills that are pending to be raised.
• Established an collection system in Google Sheets ensuring proper record of payments received and payments due to Clients
Department specific solutions – Operations
ISSUES FACED
• There is a delay in operators sending the log sheet to the HO, which delays documenting DPR.
• First Daily Progress Report is filled and then Monthly Progress Report is again manually prepared. This manual work causes delays in billing.
• Alerts are not there in place to notify that maintenance is on due for the particular machine.
• Historical data for reason of breakdown is not well maintained across verticals, there can be a trend of a particular breakdown repeating which needs to be analyzed.
SOLUTIONS PROVIDED
• The draft DPR(Daily progress Report) should be uploaded within 24 hours from the shift. The draft has to be approved by the Vertical Head or General Manager within 2 days of uploading. This will push the Operations team to follow-up more often with the supervisors in the site.
If DPR is not filled within 24 hours, only the GM can give approval for the same to be entered. DPR for nth day cannot be entered after ‘n+2’ days.
• Monthly Progress Report will to be generated based on approved DPR (Converted from draft) with all the information that is furbished in the same.
• ERP will alert the purchase team directly to raise PO for parts required to complete the scheduled maintenance.
• Ticket raised for breakdown will close only after uploading all the information related to the breakdown, this will help in solving this problem.
Department specific solutions – Business development
ISSUES FACED
• Client and OEM POC master are not maintained.
• There is not always official communication which reaches BD once the WO is completed.
• Follow up regarding project extension, machine de-hiring and changes in billing terms are not done on a proactive basis.
SOLUTIONS PROVIDED
• Mandatory fields are set in ERP where contact has to be filled first for raising both work order and capex PO from OEM. The contact details will be tagged to the HO for group clients and OEMs.
• When the project is reaching its estimated closure time, alerts will go to the BD and O&M teams. BD will follow up with the client, while O&M will have to follow up with the site supervisor or operators, to ensure that they are aware of the WO completion, and can plan for future WOs immediately.
• Escalations set in conversion log will remind the team in any delay of work like delay in receiving WO, Amendment in WO and also the delay in WO extensions.
Department specific solutions – Billing
ISSUES FACED
• The MPR is not sent on time – either due to delays by O&M, or from delayed sending of log sheets from sites.
• Disputes arise majorly due to machine breakdowns. One issue is when idle machines are tagged as breakdown vehicles when the operator is not available. (festival holidays issues).
• The machine is mobilized even before the work order is given, or before the client creation form has been filled.
SOLUTIONS PROVIDED
• Master MPR can be viewed by the billing team on a regular basis. If any breakdown is mentioned in the MPR, billing team has to coordinate with VH to solve any dispute at site.
• In the DPR if breakdown hours are filled (Separate cell/space can be given for this) intimation should go to Vertical heads and Billing team so that they can talk to the client/operator and confirm the reason of breakdown mention in log sheets. This dispute has to be solved within 2 days from updating the DPR, else time sheet cannot be entered for those machines by regular users.
• Mobilization should be initiated only after confirmation mail / LOI from responsible person, tentative details of the client has to be passed to the Billing team (like : mobilization, Client details, period, Asset ) so that day to day activities of the billing team is not affected and client ledger can be created by the accounts team.
Department specific solutions –Collections
ISSUES FACED
• Even after raising the tax invoice, changes can be made as many times as possible before the GST filing date. Changes made here are not informed to Collections.
• Outstanding amount invoice-wise is not readily visible for clients who knock off payments in bulk.
• Short payments needs to be identified along with the outstanding payment and regular follow up needs to take place.
SOLUTIONS PROVIDED
• Whenever any changes are made in the tax invoice, Google Sheets will be used to send alerts in the form of email notifications to the Collections team.
• Payment advice should compulsorily be sent by clients.
If payments are not received against a specific invoice number, Google sheets will knock the bills off in FIFO basis.
• Short payments can be highlighted in google sheets along with outstanding Payments after Collections team makes the necessary collection entries. The team should immediately follow-up with the clients..
Department specific solutions – Purchase
ISSUES FACED
• Issue slips are prepared often before GRN is even taken by Purchase, leading to stock mismatches..
• There is no tracking of the status of PR raised by the O&M team. Leading to constant miscommunication between O&M and Purchase teams.
• Purchase does not negotiate with the suppliers in case the price quoted is higher than the previous prices.
SOLUTIONS PROVIDED
• PRs raised will be tagged to a job code, and issue slips when prepared will be tagged to the asset code and PR/PO, ERP will block issuing the material if GRN is not taken in. Stock ageing reports are available, and the VH should make sure the goods are consumed within the specified period, along with the reason for which the goods were used.
• ERP contains the following timelines. 1) PR should be converted to RFQ and Quote comparison in 1 day 2) PO in 2nd day 3) GRN within 1 day from O&M team uploading the picture of invoice received in the site, and 4) Short / Defective supply track and follow-up – using the stock receipt tool.
• Locks are set if the current purchase price is higher than the previous price. Only the Purchase head can bypass this lock. Report on how many times POs higher than the previous prices are processed will be generated once a month.
Department specific solutions – Human resources
ISSUES FACED
• Interview schedules and panels should be fixed before hand keeping in mind availability of employees.
• Roles should be clearly defined such that dependency on a few key employees is reduced.
• Yearly manpower budgeting should be in place.
SOLUTIONS PROVIDED:
• The concerned employee should be intimated at least 3 days in advance to ensure their availability for the interview.
The panels and schedule should be input into ERP so that the employees can be kept aware.
• Process flows should be set in place such that any employee can understand the process – this will ensure that even a new employee can study the process flows and adapt to the job quickly.
These flows must also be input into ERP, viewable to all employees.
• Yearly and monthly budgets (formats can be created for each department) must be set for HR & Admin expenses in ERP. Exceeding monthly limits will result in alerts getting sent to the management.
Monthly meetings must be conducted to analyze the previous month’s expenditure and look at ways to use the current budget effectively and ensure that the yearly budget is not exceeded.
Positive deviations in the budget can be a KPI measure for the HR team.
