Diagnostic Troubleshooting E-Book_TSIA

Shorten Resolution Time With Diagnostic Troubleshooting

reinvent your support department by implementing a systematic approach to diagnostic troubleshooting

©2012, Impact Learning Systems Diagnostic Troubleshooting 1

Diagnostic Troubleshooting

Improve...

Introducing a systematic approach to solving technical problems will increase engineer effectiveness. Effectiveness means stable resolutions, delivered as fast as possible, and on first efforts.

There are many benefits to be gained from implementing a diagnostic troubleshooting process for engineers. The three most important are:

Reduced Time-to-Resolution

Increased Employee Satisfaction

Increased Customer Satisfaction


Most people do not use clear thinking on a regular basis. Rather, their everyday thinking processes are filled with bias, emotion, strange as-sociations, and illogical conclusions.

Effective technical support engineers require clear and logical thinking skills.

Conceptualize, Analyze, and Evaluate Information


Overview The Process

Troubleshooting involves six basic steps:

Verify1.

Define2.

Isolate3.

Identify4.

Justify5.

Resolve6.


Step 1: VERIfy ThE PROblEm

Verifying the problem sets up the diagnostic troubleshooting process. If the problem isn’t real, why go forward? If the problem is real, verification establishes a foundation

of knowledge that forms the basis of future phases and decisions. Without verifi-cation, a troubleshooter has no way of testing the solution.

Why verify the problem as a first step? While the engineer may believe in the customer

and trust the technical ability of the person originating the issue ticket, gathering first-hand information will ensure that the engineer knows all the facts.

Test to verify that the problem exists and identify symptoms.


Verifying the problem allows engineers to:

Control the reconstruction of the problem.

Gather information about the conditions surrounding the problem.

Define the problem.

Build confidence they are working on the right problem.


Step 2: DEfInE ThE PROblEm

Without a defined problem, there is no clear problem to solve. This phase clarifies the problem and provides the focus for your efforts.

It may seem self evident that engineers have to understand what they are trying to resolve before they resolve it, but that’s exactly where many troubleshooting failures start. In the previous phase it was verified that a problem exists. The goal of this phase

is to define the problem. A clear problem definition brings focus to the steps that need to be done next.

Conventional wisdom tends to dictate that faster is always better. It’s been shown,

however, that effective troubleshooters tend to spend more time defining the problem than less effective troubleshooters. By taking time to define the problem in a way that makes it solvable, it’s possible to be more effective and efficient later in the process.


During this step, engineers gather facts about the “problem universe”—the systems, subsystems, and history of the problem. Then they create a problem statement.

To get to know the problem well, it’s important to determine:

How it behaves.

The environment it lives in.

What other people have to say about it.

Whether it has a history.

This effort to clarify the known facts about the problem places boundaries and will help guide engineers as they pursue a solution.

Clarify known facts and define the problem.


Step 3: ISOlATE ThE PROblEm

Isolation identifies the general source of the problem. It also allows for a more accurate

definition of what the problem does and does not do. Isolating the problem sets up a limited set of possible causes to investigate.

Isolate what works.There are two approaches to problem isolation: Optimistic and Pessimistic. Optimists look for what works and eliminate possible causes of the problem. Pessimists don’t eliminate any possibility as a cause but focus on what isn’t working.

Optimists tend to follow the science of troubleshooting—a logical and systematic ap-proach. Pessimists tend towards the art of troubleshooting which requires experience and deep knowledge of the system.

Both approaches are effective but optimists tend to be more consistent. Isolating a problem means identifying its location in a particular physical or logical area. This lim-its the possible logical causes for the problem to those within that area. By implication, it also excludes other systems and subsystems as possible causes.


Step 4: IDEnTIfy ThE PROblEm

Identifying the cause of the problem is the heart of the diagnostic process. Engineers have clarified the problem and isolated it to a workable, logical area. Now it’s time to close in on the suspects.

Identifying the cause of the problem both completes the in-vestigation aspect of troubleshooting and begins the solu-tion phase. The accuracy of an engineer’s efforts here will determine the effective-ness of the solution. This is generally considered the most difficult part of diagnostic troubleshooting.

At this point in the diagnostic troubleshooting process, the problem has been isolated to a well defined subsystem or logical area. It is time to develop a plan to test the po-tential causes within that area. A testing plan organizes the engineer’s approach to identifying the cause of the failure.

Identify probable causes and develop a plan.


The organizational steps are pretty straightforward. Here are the two basic steps:

Step 1: Identify the possible causes

Step 2: Prioritize probable causes


Step 5: juSTIfy ThE PROblEm

In the excitement of finding a solution to a problem, it’s easy to overlook the fact that there may be negative consequences associated with a particular solution or that it may not be appropriate for the situation. Even the best service engineers are oc-casionally guilty of jumping into a solution too quickly. During the “Justify Solution” step, engineers must find an appropriate solution and develop a resolution plan that is controllable and respectful of the client’s needs.

The justification phase of the diagnostic troubleshooting process gives engineers a chance to reflect on the conse-quences and appropriateness of their actions. The solution they implement may have consequences that impact them, your company, and the cus-tomer.

The goal of this step is to evaluate and justify the best solutions to the problem. Each solution, by definition, must prevent the recurrence of the problem. A solution is valid if it prevents the problem from happening again.


In evaluating possible solutions, engineers should consider a number of resources:

Online search (internal and external)

Their own knowledge and experience

Other service engineers’ knowledge

Their own creativity and innovation

Justification involves selecting a solution that is appropriate for the circumstances sur-rounding the problem. This step allows others to know why a solution is being sug-gested and will help the engineer get buy-in from the customer.

Evaluate and justify the best solutions.


Step 6: RESOlVE ThE PROblEm

The final phase assures the problem is resolved and the customer is made aware of it. Finally, documentation captures the problem, cause, and solution in a way that will help others in the future.

At this point, the engineer either developed a step-by-step plan in the previous phase or is working a plan outlined in company documentation. In either case, it is important to follow the steps and tests as required. This allows the engineer to control the implementation and stop it if he or she isn’t getting the expected results.

Once resolution has been confirmed, engineers should test to verify that there are no negative consequences. Finally, they should clean up af-ter themselves and leave the physical and electronic workplace in better condition than they found it.

Achieve desired goal.


And, of course, before closing the job, they must provide clear documenta-tion that will be useful for other service engineers.

Once the problem has been resolved, returning the system to the client provides a sense of closure. Here are four things that will leave the customer feeling satisfied with the service provided:

Step 1: Let the customer know the system is available.

Step 2: Summarize what was done.

Step 3: State what the customer can expect.

Step 4: Confirm satisfaction.


Others Have Done It. You Can Too!

featured companies

Motorola

RL Solutions

Altitude Software

CORPTAX

Some of these companies have large support depart-ments; others small. Whatever your size, know that

by applying these 6 troubleshooting steps you can reduce your depart-ment’s time to resolution and in-crease customer satisfaction.

Now that you know the benefits of implementing a systematic approach to diagnostic troubleshooting, let’s take a closer look at four companies who have successfully reduced time-to-resolution by applying these 6 troubleshooting steps.


Mark MalloyDirector of Services MarketingMotorola, Home & Network Mobility

Mark Malloy at Motorola’s Home & Network Mobility Division set out to improve problem resolution rates and increase customer communica-tion rates. More than 150 engineers were trained in a little more than 10 weeks. To be sure new skills were used on the job, the initiative also in-cluded training managers and supervisors to reinforce skills using posi-tive coaching techniques. video

results

Time to resolution decreased 56%

Customer satisfaction increased 10%

awardsCertified Support Staff Excellence Center,

Level I and Level II

http://www.youtube.com/watch?v=kFtRlNZRF_Q


Sheryl MoranVice President, Client ServicesRL Solutions

The Client Services Department at RL Solutions was a dedicated team that clients had grown to depend on. Customer satisfaction had always lingered in the 80% range. However, as the Department began support-ing a new product line and new service delivery model, Sheryl Moran, VP of Client Services, knew it was important to take this team to the next level. video

results

Escalations decreased 27%

Customer satisfaction increased 8%


Level 1

http://www.youtube.com/watch?v=259DU678S7A


José FonsecaExecutive Vice President, Customer AssistanceAltitude Software

Altitude Software had a team of technically skilled engineers. Executive Vice President, José Fonseca, wanted to be sure they had the commu-nication skills needed to increase customer satisfaction. He also wanted to develop a common set of troubleshooting practices to ensure consis-tency of processes throughout the support organization. video

results

Reopened tickets decreased from 17.8% to 6%

Customer satisfaction increased 2.4%


Level 1 and Level II

http://www.youtube.com/watch?v=STeJB2vWUFk


Jeremy StephensCustomer Support ManagerCORPTAX

After being spun off from one of the “Big 4” CPA firms, CORPTAX, turn-over ensued. Customers were dissatisfied with both the product and the level of service provided. Jeremy Stephens, Customer Support Manager, was determined to improve the skills, attitude, and troubleshooting abil-ities of the remaining technical support staff and the satisfaction of the customer base. video


Level I and Level II

results

First call resolution rose from 29% to 52%

Customer satisfaction increased from 80% to 95%

http://www.youtube.com/watch?v=i_RKK9FHSgU


Take Your Team to the Next Level

Shorten your time-to-resolutionProblem-solving and critical-thinking skills are essential to the diagnostic troubleshooting process. The Impact Learning Systems’ Diagnostic Trou-bleshooting™ training program teaches technicians and engineers how to apply a clear, logical, and systematic approach to problem solving using a professional troubleshooting process with an emphasis on critical think-ing.

Be recognizedGet industry recognition with TSIA’s SSE Level II award. Diagnostic Trou-bleshooting™ is the prerequisite for receiving the Level II distinction and is an ideal way to show your competitors that you mean business and your customers that resolving their technical issues in a timely manner—the first time—is your number one priority.

http://www.impactlearning.com/solutions/training-programs/diagnostic-troubleshooting/

http://www.impactlearning.com/solutions/training-programs/diagnostic-troubleshooting/


About the Support Staff Excellence Award

Support Staff Excellence (SSE) is a powerful staff development pro-gram that enables you to deliver a superior customer support experience by developing your most critical service delivery resources: your people.

The SSE program is based on a series of training courses for techni-cal support and field service staff, and their supervisors and manag-ers. The courses created by Impact Learning Systems, are designed to drive service delivery efficiency improvements, reduce service staff attrition, and improve customer satisfaction scores.

join the Spring 2012 winnersJoin us at the TSIA show in Santa Clara, May 7-9, 2012 as we present Support Staff Excellence Awards to the next group of distinguished support centers.

learn moreCall: 858-674-5491 Visit: http://www.tsia.com/awards_and_certifications/support_staff_excellence.html

This guide is sponsored by:

http://www.impactlearning.com/

http://tsia.com/awards_and_certifications/support_staff_excellence.html

http://tsia.com/awards_and_certifications/support_staff_excellence.html

Documents

Diagnostic Troubleshooting E-Book_TSIA