Frederic Le Brun

Five years ago, Aggreko service organisation was using a cumbersome manual process to assign and report engineers service activities. Moreover it was not allowing an on-time management and it was not satisfying neither our customers neither our engineers. It was not permitting as well to use, for management decision, the recorded data keyed in our ERP as inaccuracies and delays were severely affecting them. To tackle those aspect, Aggreko, worldwide, decided then to start a necessary journey towards a more efficient, real-time service organisation implementing successfully in more than 60 countries a service mobile solution allowing our engineers to receive remotely their service orders, to fulfil the information on line by themselves (hours, parts, actions conducted). It was the primary crucial block of the service improvement strategy. In parallel, we trained our teams on basic continuous improvement tools (Orange Excellence program) and trained few hundreds of persons on lean management (Black Belt) in charge of managing several continuous improvement projects leading for instance to a more efficient and safer depot organisation (Global Service Centre Certification), leading to numerous local improvement initiatives shared and adopted worldwide via the Black Belt network. Aggreko has nowadays a much more solid service system which is permanently improved in order to reach Best-of-Class service organization level . Aggreko is continuing the journey towards excellent implementing in 2014 and 2015 in the main business units: - Telemetry on our rental fleet; - Remote Operation Control services allowing better service and proactive information to customers. Combine these things helps to support Aggreko’s Net Promoter Score (NPS) position and customer satisfaction – as an aside we have the highest NP score in the world for B2B businesses using Satmetrix as the NPS vehicle - which is the most important.