TF conceived of its Web-based FM initiative as a means to improve both the level of service offered to customers and the management of its overall volume of work. Utilizing Lotus Domino, technology already in place at TF, the facilities management team in conjunction with the IT group easily and rapidly created the new system.

"The vision for our Web system product was simple: it needed to be user-friendly for anyone who interfaced with it; it had to provide good reporting and analysis tools; it had to be implemented quickly; and, most importantly, it had to be low cost," says Mark Shea, manager of Thomson Financial's Boston facilities.

Mapping the Workflow

A noticeable drop in 1999 customer evaluation scores first highlighted the need to reevaluate the way service requests were handled and managed internally. Further investigation revealed that the sheer volume of requests received by the facilities group exceeded the capabilities of its relatively unsophisticated technology: Microsoft Excel spreadsheets and email.

Documenting the service request process was critical to the success of the program. Supervisors and managers met together and quickly agreed on the same beginning and ending points, but they had divergent opinions and interpretations of the steps in between. It took a series of subsequent meetings to map a workflow that everyone agreed would effectively manage the requests. Then, with this diagram as the constant reference point, managers, technicians, administrators, and customers all contributed to defining the desired system.

"Only after these steps were completed did we look for opportunities to apply technology," states Shea.

The IT group's familiarity with Lotus Domino software, a workflow management tool, gave Thomson a strong starting point. Given the clearly defined blueprint, it took the IT group only 30 hours to translate the design priorities into a viable system.

"Domino provides us with a system which can automate hand-offs among staff members and data exchange with our customers to process simple facility service requests. It also gives us a database from which to calculate productivity and performance measurements," notes Shea.

By building on an existing application, the facilities group avoided the need to integrate disparate programs or platforms. Customers simply access the request system through a Web browser, and Domino serves as the engine behind it.

System Rollout

TF rolled out its pilot program in January 2000 throughout all 14 buildings in Boston. The service request system is linked into the Facilities intranet Web site, which contains content, general information, and forms for all internal customers. Woven into the Web site in multiple places are links to submit a service request online.

A simple electronic form drives the request process. TF initially considered creating self-populating forms that would automatically fill in employee location and contact information based on requester name but found this option too costly. Moreover, such an approach would have required user passwords, a cumbersome process. However, once a form is populated, a user can backpage, change the content, and submit it again with additional requests.

The Lotus Domino software routes requests through the system based on location or service type. Urgent requests, including HVAC, leaks, and power failures, automatically trigger the sending of a text message to the Nextel telephones carried by FM personnel. Staff members were already using these devices to communicate within the campus, and the facilities group simply piggybacked onto this scheme.

Customers can view all active requests in the system, a feature that enables them to sort by name to determine the status of their own or others' work orders. With generally short turn-around periods of one to three days per task, Shea notes that few people actually use the program for this purpose.

Giving users open access to all requests is a consequence of the cost-consciousness that guided the initiative.

"Despite this open system, privacy among customers has never been an issue," Shea comments.

Customer and Administrative Usage

The TF online system also offers a streamlined approach to the administrative management of work requests once they have been submitted. Facilities staff, contractors, and vendors accept requests, communicate status information, and even reassign requests with the aid of simple drop-down menus.

A stand-alone PC in the facilities workspace runs the Lotus program specifically for outside contractors and vendors. By logging into the administrative section of the request system with a user name and password, they can manage their work orders just as inside technicians do. Some even print out copies of work requests to attach to monthly invoices as a means of tracking and billing for their services.

Because the form is so intuitive, the marketing efforts concurrent with implementation focused on awareness rather than training. Emails, posters, and table tents blitzed employees with information about the program, and an explanation of the program remains a standard part of new-hire orientation. A voicemail message reached when calling the Help Desk guides users to the Web site.

"Eighty-five percent of all service requests are now handled online. Given that emergencies will always be handled via telephone and that 10 to 15 percent of our contractors and temporary employees may not have access to the TF network, we believe we have achieved our target usage," says Shea.

Facilities staff, vendors, and contractors also required little training. The facilities group simply developed a one-page guide instructing them on opening and closing requests and providing status updates.

Customer and Administrative Benefits

Since system implementation, customer satisfaction scores have continued to climb, and the 2001 mid-year analysis and projection predict continued similar results. When a request is closed, the system automatically emails the customer a Web link to a simple survey. Approximately 15 to 20 percent of all users respond to these satisfaction surveys, an adequate rate, according to Shea.

The system's standard reporting capabilities offer monthly measurements of productivity, performance, and customer feedback, which are regularly reviewed in order to maintain a high level of service delivery. Customers grade their service experience based on the thoroughness, responsiveness, and courtesy extended to them by the service providers.

Administrators, too, realize benefits from this Web-based request management program. Managers can sort work orders, easily view the status and age of these orders, and communicate more readily with both technicians and customers.

Service and internal organizational changes have driven the only system improvements since project inception. Adjustments reflect changes in staff assignments so requests continue to be routed appropriately, along with the addition of services to the customers' menu of options.

"Most importantly, we tweak the system to meet customer needs and to ensure that it is a viable tool to manage work load and the delivery of high-quality customer service," says Shea.

Conversion to Magic Solutions

Despite the success of Lotus Domino in increasing FM productivity and customer satisfaction at its Boston location, TF will convert to a new platform beginning in January 2002. In Q3 2001 corporate management implemented a shared service request system, Magic Solutions, as a standard throughout the company.

This application, with functionality similar to Lotus Domino, is an enterprise-wide workflow tool. TF is implementing the Help Desk module, which will tie some online procurement into the system. It will also allow customers to have one interface to address telephone and network as well as facilities problems. Magic Solutions will also be rolled out at TF facilities in New York City and Maryland.

"We do consider Lotus Domino to be capable of handling additional sites. However, our new platform, which will offer a more robust program, has been deemed our corporate technology," says Shea.

Lessons Learned

Shea points out that the critical factor in the success of this project was having the need clearly defined from the outset. TF resolved to understand the workflow before designing any technology models.

"We have not changed much in two years, the system has served us very well, and we only had to make a very small upfront investment," he concludes.

By Lisa Weitzman