CASE STUDY GREGGS
management of planned maintenance,
which ensures regular tasks are scheduled
and undertaken, reducing reactive callouts.
SUBCONTRACTOR PORTALS
We allocate and alert work directly to our
subcontractors through a dedicated portal
which gives them real-time access to the
job details and asset service history. While
on site, subcontractors provide information
and costs to be applied to the job, via
the portal, and we can monitor job
progress and subcontractor
performance.
When engineers
need additional
parts, they
initiate a
parts request
via their
smartphone.
This triggers
a requirement
for the planning
desk to place
an order, which
is delivered to the
required shop. When
the parts are received, the
shop updates the system via their
self-service portal, which sends the job for
rescheduling to fit parts.
Since capturing all our assets in our
system, we have recently introduced a new
role of equipment lifecyle manager, whose
primary focus is to use the data we obtain
26 SEPTEMBER 2019
from the system to determine the optimum
lifecycle of our various equipment. This will
enable us to plan proactive maintenance
more e ectively, which in turn should
extend the lifespan of our assets, reduce
reactive service costs, and make the
replacement cycle more e icient. It’s also
important to know when equipment is
beyond economical repair.
We have even created a workflow in our
system to manage space audits, which
determine the food order capacity in each
individual shop based on the number
of equipment units installed.
This triggers a report
into our SAP system,
which creates the
restock orders
and ensures
shops aren’t
overstocked.
THE FUTURE
Service can’t
be static. A
huge benefit
of our service
management
platform is that it’s
exceptionally configurable,
which enables us to continuously
improve performance. For example, the
next step for us is to integrate Aeromark’s
automated parts ordering and van stock
replenishment system.
To get the most positive outcomes
and achieve the productivity and costsaving
benefits that we have achieved, it’s
important to work in partnership, as a team,
with your technology provider. Adopt an
iterative deployment model and optimise
processes in a phased approach.
Of course, systems alone cannot create
these e iciencies. None of this would be
possible without our people, who make
our business successful. The introduction
of new technology was a big change for us,
particularly for our engineers. Without them
embracing these changes, adapting their
working days, feeding back things that work
well and areas we could improve, we could
not have made the new system work.
Increasing productivity requires
investment in people, skills, technology and
innovation. Fundamentally, it requires a
desire and willingness to change how your
organisation works.
Despite growing our estate
to 1,800 shops, we haven’t
increased the number of engineers
required to maintain them. We’ve
used our existing resources
more eff ectively, increasing
productivity 146%.”