Fuji Electric centralised & automated its IT support across multiple locations in India using ASISTA
Fuji Electric has a nation-wide presence serving customers across all industry verticals, and are on an aggressive growth plan to be the leading energy & automation solutions provider in India. With over three decades of experience, Fuji Electric started operations in India in 1985 through joint ventures in manufacturing & sales of instrumentation and UPS products.
In 2009, Fuji Electric India Pvt Ltd, a 100% Subsidiary of “Fuji Electric Group” was established, and the acquisition of Consul Neowatt, the largest Indian UPS company in 2019 was key for Fuji Electric’s growth plan in India. Over the next decade it expanded to establish leadership in drives for lift & escalator segment, and became a leading motion control solutions provider for packaging and special purpose machines.
Fuji Electric is continuously launching new products & solutions.
These are supported by expanded sales reach & addition of manpower resources, R&D and manufacturing capability at 5 factories in India. With this rapid growth here are a few challenges they faced:
- Requests for support from end users were getting missed. Even if user raises a request, there is no committed response or escalation.
- Unable to track users’ requests that were handled using email and phone. No visibility of who is resolving the users’ requests.
- Unable to measure support personal performance i.e. who is serving most and how quickly each one is resolving users’ requests.
- Internal Audit team was keen on receiving actual data of IT helpdesk performance and their support to users, but
Fuji was not having any such metrics.
- Sales team needed support from IT, but IT staff were busy in serving others as there was no priority and classification of requests resulting in loss of business.
- SAP new service requests were sent and tracked over email communication, posing many challenges like delays in processing requests and fixing accountabilities, to name a few.
- Email groups and rules were setup in email software to redirect customers’ emails to different consultant groups. This was difficult to manage and needed prolonged administration.
- There was no audit/tracking of support requests and no way of committing an SLA to customers. No particular way of tracking support & development requests separately.