Branch Observation Visit (BOV)

• Branch

• Types of Works Observed

• Conducted on

  Date

• Done by

• Job Title

• Location
  Address

• Branch Team Involved:

• Job Title

• Observation objectives

• Area of concerns

• Major positive findings

• Major areas for improvement

• Recommendations

Audit officer

• Acknowledged by

  Sign

5S Implementation : S1 SEIRI/SHORT/CLEARING

• Does team understand about S1: SEIRI/SHORT/CLEARING concepts ?

  Yes

  No

  N/A

• Clearing concept is to get rid or to clear related items but not use in daily from workplaces. The objective is to eliminate distractions or obstacles at workplace due to non neccessary items and team will only focus on related to work and finally to increase work effectiveness

• S1: Clearing - please assess the Overall Quality Implementation of SEIRI/SHORT/CLEARING Observe items that not required anymore Observe items that not related to business/activities

  Select Has started Not yet started Schedule is in place NO Routine schedule Good control from Manager/FLM Managers/FLM attention is LOW

  • Has started
  • Not yet started
  • Schedule is in place
  • NO Routine schedule
  • Good control from Manager/FLM
  • Managers/FLM attention is LOW

• S1 : Clearing Observation (pictures)

  Media

• Pictures comments

• Recommendation for improvement of S1: SEIRI/SHORT/CLEARING implementation

5S Implementation : S2 SEITON/STRAIGHTEN/CLUSTERING

• Does team understand about S2: SEITON/STRAIGHTEN/CLUSTERING concepts ?

  Yes

  No

  N/A

• Sorting concept is to provide RIGHT space for items related to work AFTER clearing. The objective is to measure whatis the minimum space required of related items ? Warehouse and Filling set are the important subjects. Ensure First Come First Serve implemented. Filling Coding and Marking

• S2: SEITON/STRAIGHTEN/CLUSTERING - please assess the Overall Quality Implementation of SEITON/STRAIGHTEN/CLUSTERING Observe items that are not sorted yet Observe process losses due to UN CLUSTERED items

  Select Has started Not yet started Schedule is in place NO Routine schedule Good control from Manager/FLM Managers/FLM attention is LOW

  • Has started
  • Not yet started
  • Schedule is in place
  • NO Routine schedule
  • Good control from Manager/FLM
  • Managers/FLM attention is LOW

• S2 : SEITON/STRAIGHTEN/CLUSTERING Observation (pictures)

  Media

• Pictures comments

• Recommendation for improvement of S2: SEITON/STRAIGHTEN/CLUSTERING implementation

5S Implementation : S3 SEISO/SHINE/CLEANING

• Does team understand about S3: SEISO/SHINE/CLEANING concepts ?

  Yes

  No

  N/A

• Cleaning concept is to make sure team MAINTAIN items of related work and sorted at the right place. Having a routine cleaning means team does INSPECTION of items and they care of company assets. CLEANING with meaning is INSPECTION

• S3: SEISO/SHINE/CLEANING - please assess the Overall Quality Implementation of SEISO/SHINE/CLEANING Observe items/areas that are cleaning regularly Observe process losses due to un cleaned area / in efficiency

  Select Has started Not yet started Schedule is in place NO Routine schedule Good control from Manager/FLM Managers/FLM attention is LOW

  • Has started
  • Not yet started
  • Schedule is in place
  • NO Routine schedule
  • Good control from Manager/FLM
  • Managers/FLM attention is LOW

• S3 : SEISO/SHINE/CLEANING Observation (pictures)

  Media

• Pictures comments

• Recommendation for improvement of S3: SEISO/SHINE/CLEANING implementation

5S : S1,S2,S3 implementation, acknowledged by Office/Warehouse Leader

• Acknowledged by

  Sign

Warehouse Daily Operation

• Does store keeper regularly control inventory stock ?

  Yes

  No

  N/A

• Does FIFO system well implement ?

  Yes

  No

  N/A

• Does store keeper and BM understand concept of SLOW MOVING ?

  Yes

  No

  N/A

• SLOW MOVING is stock which stay >9months. Store keeper MUST review stock aging in warehouse regularly and use older stock as the first priority.

IMS Transactions

• Does material/EFR ALWAYS transaction been fully authorized by store keeper ?

  Yes

  No

  N/A

• Is IMS being used effectively (routine) in warehouse management ?

  Yes

  No

  N/A

• Does BM conduct spot checks of IMS discipline usage in warehouse ?

  Yes

  No

  N/A

• IMS must be regularly update base on material in and out to and from warehouse

Facility, Storage and Handling

• Does warehouse have sufficient space ?

  Yes

  No

  N/A

• Does chemical storage (PC and HY) have sufficient ventilation ?

  Yes

  No

  N/A

• Is warehouse equiped with proper racking and well arranged ?

  Yes

  No

  N/A

• Is Dust Mat stored separately between Clean and Dirt ?

  Yes

  No

  N/A

Warehouse Management, acknowledged by Warehouse Leader

• Acknowledged by

  Sign

Service Schedule Creation

• Does service planner make schedule according to Icabs as well as optimising planning according to service needs ? Including cross check validity of Icabs data

  Yes

  No

  N/A

• Does Service Planner look after service backlog in previous day/week ?

  Yes

  No

  N/A

• How does Service Planner create service schedule if any service baklog in previous cycle ?

• Service Planner ideally make service plan in daily basis. Service Planner MUST di control of status of service delivery and make sure it can reach 100% delivery. Service Backlog must be the first priority to be done with good planning.

• Does Service Planner consider to optimise density and service productivity ?

  Yes

  No

  N/A

• How does Service Planner consider density and service productivity ?

Service Schedule Control

• Is service schedule prepared for all technician ?

  Yes

  No

  N/A

• Does BM do monitoring of service schedule ?

  Yes

  No

  N/A

• BM MUST control and conduct an effective control of service planning through Branch Activity Boards

Service Planning, acknowledge by Service Planner

• Acknowledged by

  Sign

Service Delivery Control

• Does Service Technician/FLM understand the concept of SERVICE?

  Yes

  No

  N/A

• SERVICE is providing added value to customer and the process of delivering service starts with INSPECTION at premises to find problems and promote solutions ?

• Is there regular morning service briefing ?

  Yes

  No

  N/A

• Supervisor/SERCO/Branch Manager MUST conduct a regular briefing to Service Technician, making sure all service plan are handled properly

• Is there any regular discussion between FLM and Service Technician to evaluate service execution problem/concerns ? e.g. Communication to Customer or cacellation schedule etc.

  Yes

  No

  N/A

• Is there any routine control / monitoring of service delivery execution done by Supervisor / SERCO ?

  Yes

  No

  N/A

• Is service backlog visible enough and alerting to team so team aware of any MISSED service plans

  Yes

  No

  N/A

Service Productivity and Visit Efficiency

• Does service productivity is being controlled by team ?

  Yes

  No

  N/A

• Service Productivity is showing how productive technician and FLM delivering service to customer. Revenue per Technician

• What is productivty in this Branch ? Revenue (IDR) per Technician per Year (PC and HY)

• Does team do close control of Visit Efficiency ?

  Yes

  No

  N/A

• Howmany visit per day per technician ? (PC and HY)

• What is cost (IDR) per visit ? (PC and HY)

Service Docket Collections

• Is there any matching process / control of number of service docket returned today versus docket released in regular basis (ideally is in DAILY basis)

  Yes

  No

  N/A

• Is service docket returned directly keyed in into Icabs ? Maximum one day postponed

  Yes

  No

  N/A

• Does Branch Manager have sufficient control (accountable) to service docket collection ?

  Yes

  No

  N/A

• Does Branch initiate to reduce paper docket ? e.g. approaching customer to do electronic docket ?

  Yes

  No

  N/A

Service Delivery, acknowledge by Supervisor/Serco

• Acknowledged by

  Sign

Service Delivery Quality Check

• Does Service Technician understand all item mentioned in docket before conducting service ?

  Yes

  No

  N/A

• Does Docket cover point for inspection area ? and asking to find problem at customer ?

  Yes

  No

  N/A

• SERVICE is not only deliver kind of written in docket but should cover INSPECTION to find problem and promote solution

• Does service docket cover the critical service information ? service design, level of PEST infestation, contact number, SRA

  Yes

  No

  N/A

• Does Docket cover consultation point ? Service is inspection and consultation which service recommendation is important point and one of benefit to customers

  Yes

  No

  N/A

• Does FLM do control of the docket quality e.g. service recommendation and follow up, does FLM review and coach technician in delivering service ?

  Yes

  No

  N/A

Service Report

• Is Service Report submitted to customers (GP,GP+, PMP) on time and in good quality ?

  Yes

  No

  N/A

• Service Report should cover recommendation and follow up of previous finding and MUST be submitted On Time to customer. FLM should responsible ensuring this recommendations and Branch Manager accountable of this activity

• Is recommendation from Service Report communicated clearly and being followed up ? Does Branch team have monitoring system to control all reports to customers ?

  Yes

  No

  N/A

Service Quality, acknowledge by Supervisor/Serco

• Acknowledged by

  Sign

Preparation Cost - Control

• Does Branch have rountine control of Preparation Cost ?

  Yes

  No

  N/A

• Ideally Branch Manager must have information of level of preparation cost as well as understand kind of issues of what are hot topic of preparation cost in Branch. The detail of preparation cost should be shown

• Does Branch have improvement plan to reduce preparation cost ?

  Yes

  No

  N/A

• Does FLM understand concept of preparation cost ?

  Yes

  No

  N/A

Over Time Management

• is Overtime in Branch categorised LOW ? if NO, then need to discuss what are challenges in controlling overtime

  Yes

  No

  N/A

• Does Branch have a good control in overtime ?

  Yes

  No

  N/A

• Please explain how does Branch control the overtime ?

Other Costs

• is service cost transparently understood by branch team ? Include method to control Service Cost.

  Yes

  No

  N/A

• Please identify what kind of other issues in service cost. Branch should show trend analysis of Overall Service Cost in P&L Branch

Service Cost Acknowledgement, acknowledged by BAS/BM

• Acknowledge by

  Sign

Customer Complaint Management

• Is all customer complaint recorded into our system (creating complaint ticket)

  Yes

  No

  N/A

• Please explain example of non recorded complaint ticket

• Is customer complaint discussed and evaluated led by Branch Manager in regular basis ?

  Yes

  No

  N/A

CVC and Termination

• Do Branch Manager and Customer Development Manager conduct a regular customer visit to improve CVC score ?

  Yes

  No

  N/A

• Is Termination data shared to the Branch team, and Branch Manager make team awareness of termination team ?

  Yes

  No

  N/A

• Does Branch team criticize termination reasons and build the anticipation plans ?

  Yes

  No

  N/A

• Do Branch Manager and Customer Development Manager notice about jeopardy customer and take neccessary actions to prevent termination

  Yes

  No

  N/A

Customer Care, acknowledge by BM and CDM

• Acknowledged by

  Sign

SNOP Meeting

• Does Branch have a routine SNOP meeting ?

  Yes

  No

  N/A

• SNOP meeting is a meeting between Operation (BM) and Sales (CDM) discussing about alignment; sales forcasts, sales plans and startegy as well as preparation of service

• Does your Branch conduct PUSH and POOL sales strategy to reduce SLOW MOVING stock ?

  Yes

  No

  N/A

• PUSH sales is team focus to sell items that already exist in warehouse to reduce SLOW MOVING. PULL sales is team focus on what customer demands. PUSH and PULL is startegy agreed between Sales and Operation to balance our inventory stock

Material Planning, Requisition Worksheet

• Does sales team provide forecast data before creating RW ?

  Yes

  No

  N/A

• Does Branch Manager do control (accountable) to Requisition Worksheet (RW) proposed ?

  Yes

  No

  N/A

Service Design Review

• Does operation conduct Service Design verification process from sales ?

  Yes

  No

  N/A

Sales and Operation Alignment, acknowledged by BM and CDM

• Acknowledged by

  Sign