- Dissatisfaction by the users. The Kano model was used by Otiso(2012) to make a comparison between customers satisfaction and service delivery. In their understanding if the customer satisfaction score was high, increased service delivery could be assumed. This is contradictory to the experience in our case since the customer satisfaction score from the surveys were high but, service delivery reduced due to the amount of support requests.
- Resolution time was impacted due to the volume of requests. Aslan(2017) mentions the use of first- and second-line support in managing incidents. This is in place however the assignment of tickets, utilization of support staff and escalation processes do not assist in the overall process implementation. This is evident by the high-ticket numbers.
- High dependence on software. Germain(2014) notes in their status report the use of Primavera P6 for scheduling purposes. Many nuclear plants are using P6 as a scheduling tool. However, it is not to be used as an Enterprise Resource Tool (ERP) since it is not a database. One of the areas of concern is the reliance on known tools used elsewhere in the industry rather than utilizing the existing software on offer. Oxstrand(2012) compared paper-based procedures against computer-based procedures at nuclear power plants and their study showed computer-based procedures are required at most new technologically advanced plants. This places an additional burden on the ICT and OT organizations, confirming the need for more software and a greater dependence on electronic media and tools.
- New user base complicates the environment for the ICT and OT groups since the new users normally brings forth new requirements and typically requires more hyper care. To this end in the nuclear industry, Macchi(2014) did a comprehensive study of the design process with reference to human factors engineering including the role that safety culture and management and or leadership plays within the process. New users have a particular impact within the overall process since they play a major role in the development of requirements.
- Complicated processes were identified. Yunianto(2017) considers ICT Helpdesk implementation through the various available strategies and focusses on the decentralized option. This is vital since many nuclear plants require dedicated ICT and OT support through well defined processes.
- Lack of dedicated Training to users were identified as a key issue. In his book, Democratizing Innovation, Von Hippel(2006) identified the concept of lead users and this is echoed in the problem identification since in the current solution the use of power users were employed.
Data gathering was done to validate the problem as discussed during the Mid-Term proposal. Two questions were posed to a target group of users from key Functional areas. Target users were from Maintenance, Operations, Work Management, Engineering, Outages and Radiation Protection groups.
The results from the snapshot survey can viewed in the Table.1 below.
Table 1. Data gathering results from Mid-term proposal.
The users are required to raise support tickets for a potential issue using a ticketing tool. The ticket is routed to a Helpdesk and from there routed to the ICT or OT team for resolution. Once resolved, the tickets are closed, and the user requested to complete a quick survey. Current user or customer feedback is at 97%.
Certain tickets are enhancement requests and requires software changes or development to existing software. From the data gathering exercise tabled in Table.1 it can be observed that actual customer satisfaction is at 44% since users are not entirely satisfied with the service provided. The user needs identified during the interview discussions were.
- A need for a reduction in response time related to support and enhancement tickets.
- Feedback to the users from the subject matter experts related to tickets raised.
- A need for performance enhancement of the existing process.
- Users requested additional training on the software modules in use.
- Users requested access as well as flexibility to their Business Intelligence reports.
- Users requested the opportunity to speak to Developers directly.
References
Otiso, K.N., Chelangat, D. and Bonuke, R.N., 2012. Improving the quality of customer service through ICT use in the Kenya Power and Lighting Company. Journal of Emerging Trends in Economics and Management Sciences, 3(5), pp.461-466.
Aslan, A., 2017. Combining Process Mining and Queueing Theory for the ICT Ticket Resolution Process at LUMC(Master’s thesis, University of Twente).
Germain, S.S., Thomas, K., Farris, R. and Joe, J., 2014. Status Report on the Development of Micro-Scheduling Software for the Advanced Outage Control Center Project (No. INL/EXT-14-33036). Idaho National Lab.(INL), Idaho Falls, ID (United States).
Oxstrand, J.H. and Le Blanc, K.L., 2012. Computer-Based Procedures for Field Workers in Nuclear Power Plants: Development of a Model of Procedure Usage and Identification of Requirements. Idaho National Laboratory External Report.
Macchi, L., Gotcheva, N., Alm, H., Osvalder, A.L., Pietikäinen, E., Oedewald, P., Wahlström, M., Liinasuo, M. and Savioja, P., 2014. Improving design processes in the nuclear domain. Insights on organisational challenges from safety culture and resilience engineering perspectives. NKS (Nordic Nuclear Safety Research) Article Series, 301.
Yunianto, B., 2017. ICT Helpdesk Improvement through Decentralized Strategy. ACMIT Proceedings, 4(1), pp.41-45.
Von Hippel, E. (2006). Democratizing innovation . the MIT Press.