For Keith Lenore, process and automation are just as essential to Operations as clean plumbing is to home ownership.

Need proof? Just visit Keith's home — where these two key elements are both applied to run an efficient and optimized household.

The truth is, there are no “keys.” When he or his wife pull into the garage, thanks to geo-fencing, his doors are unlocked, lights are turned on and his thermostat set. The opposite occurs when they leave.

Watching a movie with his kids?

“Alexa, movie time.”

Selected lights are turned off, others dimmed.

Time for bed?

At 8 p.m. two bedside lamps come on. “Alexa, bed time” turns them off. Such automated processes permeate the Lenore Smart Home, where automation (and ultimately, efficiency) is driven by specific process and triggers that are properly dug into and appropriately mapped.

Automated and carefully audited processes permeate Keith – and his Operations teams’ – thinking, from the warehouse to the ClientCONNECT Center. The embracing of technology, the preparatory triggers to help eliminate errors and the ability to let data tell a story.

“Obviously, from a process perspective, a lot of things are driven by routine. So as you’re looking at data, there are certain routines that should be followed,” Keith said. “At Datamax, I fell in love with data – because I think it tells a story. If you have all this information, and you know how to use it, you can drill down and find out what is going right, and what is wrong.”

So what goes into optimizing operations? Dallas/Fort Worth Logistics Manager Jim Snell and ClientCONNECT Manager Jackie Campos, who both report to Keith, share just a few of their insights into their processes — the strategy, and the story. 

1. It starts with organization.

Cut the Clutter

Have you SEEN the parts room at the DFW office? It looks more like a department store, immaculate, neatly placed items in rows with not one roller out of place. Reps know if they offer a client a tour, this room is a spotlight feature, not a sore spot that should be avoided.

And it’s very much a source of pride for Aftermarket Coordinator Larry Floyd, who doesn’t let one thing fall into disarray.

“You can do inventory all day long, but if you don’t have employees like Larry who have love for environment, love for your job, it won’t work. That’s his world back there, and he’s a big part of why things are the way they are.”

And there’s more to the parts room than just pride.

“You have to have organization. Everything needs a home,” Keith said. “Anyone should be able to walk in there and know where to find something. That WOW factor in Creating Raving Fans is very important here.”

Keep a solid count.

One of Jim’s biggest nightmares? A technician needing a part, the system showing we have one, and seeing nothing on the shelf.

“We have a very good discipline on small batch inventory and counts – parts, for example, are checked every single day – everything from parts as big as your thumbnail to developer that’s two feet long,” Jim says.”

Inventory cycle counts are done on a set schedule (minimum of once a week), as well as a complete inventory on supplies every period.

Right person, right position.

In the ClientCONNECT Center, runs a well organized team, each with his or her own specific role. Alignment and organization in how efforts are coordinated is crucial, Jackie says.

“It helps pinpoint the appropriate point of contact for people who come in with questions. It helps us all focus on certain responsibilities,” Jackie says. “Too many hands in one pot? It’s not a good thing.”

2. It continues with benchmarks.

Billing accuracy.

It’s been proven to be one of the top customer wants. So it must be tracked constantly. Billing Accuracy numbers are displayed in the ClientConnect center to keep a close eye on progress. Identifying customer changes, and solid customer communication all play roles in ensuring accuracy is maintained.

"Without accurate billing, you lose a ton of credibility," Jackie says.

A few ways her team works to ensure billing accuracy:

• Collect any meters via phone or email that from devices not reporting on a remote software application. Make at least 2-3 attempts on reaching out to the customer before estimating.
• Review meter readings from contracts that will bill over $1,500 on overages to make sure there are no discrepancies.
• Double check orders to make sure amount being billed matches the financials.

KPIs.

A Key Performance Indicator (KPI) is a measurable value that demonstrates how effectively a company is achieving key business objectives. And they’re everywhere in Operations.

The Operations group has KPIs for processing orders, benchmarks for collections, making sure supplies are out and delivered on time for the customer.

“Some of the big ones are the daily back order for supplies. Making sure a customer has product the next day. How long is it taking us to set up equipment and to deliver,” Jim says.

There’s many various reports that need to be run to make sure the right product is on hand. The Logistics team looks at usage, trending (are these going up, or down) so that future inventory turns are where they need to me.

“It’s really a balancing act, not too much, not too little,” Keith says.

Regular Review.

At every closing, Jackie sits down with her team for a collections meeting. They analyze the accounts that are past due, how past due are they, and what are the current efforts to make sure we’re politely but effectively trying to collect money.

“At every closing, we also work with sales and logistics to make sure everything was delivered on time, because that will affect how the customer is billed,” Jackie says. “Our goal is a happy customer. We’re going to do whatever we can to accommodate that.”

3. It All works with collaboration.

Cross-team auditing.

Auditing is a routine task for Keith’s teams. For example, if a sales support person sets up a contract, Jackie has a supervisor audit it. All contracts are audited on a regular basis, in fact.

“It’s a process of double checking. If you change one thing on a contract, it can automatically change something else without you knowing,” Keith says. “Every contract for a new customer, or a new deal that gets sold, it gets audited.”

Outside departments will also audit a certain percentage (15 to 20 percent) of supplies cycle counts.

“It’s really easy to say I have no variances. This keeps us all honest,” Keith said.

Simply checking in.

No one person in ClientCONNECT or Logistics spends the majority of their day in one area. As an order gets turned in, Jackie’s team is confirming pricing. When service calls come in, they’re calling service managers to make sure calls were appropriately placed.

Jim’s team is fielding questions about inventory or delivery, or helping with a loaner machine.

Keeping everyone informed – it’s key.

“When you have really good processes, things run autonomously, but it takes a lot of communication,” Keith says. “Things will get jacked up in a hurry if you’re not following the process.”

And then, Keith pauses briefly.

“Seeing the camaraderie and trust people have with one another? That’s what helps me sleep at night,” Keith says.

Alexa, bedtime.

The process works seamlessly once again.