Field Service Process Redesign for Knorr-Bremse

Integration, improvement of efficiency and service quality of Knorr-Bremse Field Service

Knorr-Bremse, the world's leading manufacturer of braking systems for rail and commercial vehicles, was facing a growth challenge in its Field Service operations. The number of Field Service Technicians was increasing and expected to grow further, but the tools they were using were outdated and inefficient.

The Field Service jobs were managed in different ways across regions and business units, resulting in inconsistent customer service and quality standards. Customer complaints were not recorded systematically, and there was no clear visibility of the Field Service activities and performance.

Moreover, the Field Service process did not support the collection and analysis of field and quality data, which is essential for product improvement and quality issue resolution. The data was tracked in various systems and handled differently in each region, creating data silos and gaps. There was also no centralized database for customer and system information, which hindered the Field Service Technicians' access to relevant and up-to-date information.

The challenge was identified as an opportunity to improve the efficiency, transparency, and quality of the Field Service process, as well as to enhance the customer satisfaction and loyalty. 

Own BDSM methodology (VASS Delivery Success Model) combining agile and waterfall principles.

We used the VDSM (VASS Delivery Success Model) methodology to address the problem, which is a hybrid project approach that combines agile and waterfall principles. The VDSM methodology consists of four phases: Initiation, Design, Build, and Deploy. Each phase has a set of deliverables, activities, and checkpoints to ensure the quality and success of the project.

• Initiation: A kick-off meeting was conducted with the client to define the project scope, objectives, timeline, and governance. A fit-gap analysis was performed to assess the current state of the Field Service process and identify the gap with the desired state. A solution design was then proposed, based on SAP FSM and SAP ERP, to address the gap and meet the client's requirements.
• Design: The solution design was validated and refined with the client using workshops, and demos. Functional and technical specifications, integration scenarios, test cases, and a training plan were also defined. The client's approval for the solution design and project deliverables was obtained.
• Build: The SAP FSM and SAP ERP systems were configured and customized according to the specifications and integration scenarios. Interfaces, reports, and checklists were developed and tested. Unit testing, integration testing, and user acceptance testing were performed to ensure the quality and functionality of the solution. Training sessions were conducted for end-users and key-users to prepare them for the solution adoption
• Deploy: The solution was deployed in the production environment following a cut-over plan and a go-live checklist. Post-go-live support was provided to ensure the stability and performance of the solution. Feedback from end-users and key-users was collected, and necessary adjustments or enhancements were implemented. A project closure meeting was conducted to review the project results and lessons learned.