Business Trip Report DAVS Rev0

Business trip for DAVS result
1. Background
Latin America region is divided 4 affiliates (Brazil, Mexico, Argentina, and DALA
(others)), and each affiliate use their own admin service system.
Since this Oct, we will change to same group under DNA (Daikin North America), and
we would like to unify service system as Latin America service.
We were evaluating DSM as first candidate, but during evaluation, we got the
information that DAV service system is more advanced and they can share this system
abroad.
2. Purpose
Understand DAVS service system (Eco-system) to find the way for collaboration.
3. Attendant
*From DNA team
 Mr. Tomohiko Kobayashi (VP, Service & Training)

 Mr. Martin Tierrablanca (Mgr, Field quality)
 Ms. Andrea Garcia (Data Analyst)
 Hirokuni Fujii (Senior Mgr, Service)
*From DAVS
Mr. Satoshi Koshino-Manager ervice Planning Department
Mr. Ly Quoc Vinh-Leader Service KPI monitoring
Mr. Nguyen Van Thao-Assitance manager After Sales Service Division
Mr. Nguyen Phouc Hoa-Manager After Sales Service Division
Mr. Thi Huynh-Founder & CEO of nexlab (developer and supplier of tech services)
4. The information grasped before visit

Function that eco system has:
 Technician’s qualification (leveling and training recomendation) system
 GPS monitoring (technician and product)
 Customer evaluation (customers’ voice) through APP, SMS
 2 way communication provider service (repair, maintenance, installation)
 Customer data base
 Maintenance campaign
 Service quotation generation
5. Point for confirmation during visit

Function
 How to accumulate customer information? Linked to call center system?
 The way of technicians grading. By customer feedback like Uber driver? Or
evaluation from internal?
 Does the system have installer assign and performance evaluation system?
 Is there a function comparison list with DSM? (Though I heard from Mr.
Mametani-san that DAV service visited DIL to explain…)
 Does “Freelancer Technicians (P8, 20220909 DAV Ecosystem – R0.pdf)” mean
service partner technicians? Or whatever people who want to work as technicians
can register it?
 How to flag for “booking” that technician receives? (In LATAM, we have 2 way to
dispatch technicians, from with quotation or without quotation)
 Is the bar code/QR code in the equipment pasted by factory or by DAV service?
 Could we see how “Cloud Service device” can work more detail and applicable
model?
Contact center
 How many inquiries do you receive on average per month?

 What type of customer interactions bring people to the contact center?
 What information is typically gathered from the customer to provide service?
Installation to LATAM
 In my understanding, Eco-system is CRM as same as Salesforce, DSM.
If we adapt DSM, can we implement your systems as additional function?
Or if we want to use your system, do we utilize Eco-system entire system?
 Is it possible to use for one integrated system in case we adapt Eco-system as
CRM and apply it for entire LATAM (4 affiliates, around 43 countries).
 Also though each LATAM affiliate use different ERP, is it possible to integrate with
each other?
 Or is it possible to modify some functions for each country? (but as DNA, head
quarter of LATAM, we want to see every LATAM companies)
 The estimate development period and price (initial and license) in case we apply
Eco-system.
 Maintenance, update, modification support after starting to use (need to prepare
PIC to maintain for LTAM, or DAV can support)
 Though we just start using eQuip, can we link it to Eco-system?
Transition to data accumulation:
 How was the transition from not collecting information to implementing a data
collection system? What challenges did you face during that initial phase, and
how did you overcome them?
 What were the essential first steps you took to ensure an effective digitalization
process? What critical factors did you consider guaranteeing the process was
successful and that the data was useful from the start?
 How long did it take to gather enough data to start making strategic decisions
based on it? Was there a turning point where you saw a tangible impact on
decision-making?
Data backup during the transition:
 How was the information backed up during the transition from the traditional
system to the new digital methods? What strategies did you use to ensure data
security and integrity?
 How long did it take to move from the traditional methods to the digital system?
What challenges did the staff face in adapting to the new technologies, and how
was this process managed?
 During the transition, did the existing information become obsolete, or was it
optimized for continued use? How did you manage to integrate past data into the
new digital framework?
 How was the integration of all stakeholders into a single data platform achieved?
What challenges did you face when connecting different systems and
stakeholders?
 How are cross-system interactions managed within the DAV ecosystem? What
benefits have you observed by centralizing these interactions on a single
platform?
Selecting the right suppliers:
 How did you ensure that the right suppliers were integrated into the DAV
ecosystem? What criteria or processes were used to evaluate and choose the
appropriate suppliers for seamless collaboration within the platform?
Quality Monitoring and Visualization:
 How has real-time quality visualization improved the monitoring process? How do
you use dashboards to quickly identify problematic areas and apply corrective
measures?
 Relationship Between Productivity and Technical Resources:
 How do you visualize the relationship between available technicians and
workload? What key indicators help you optimize productivity based on the
available personnel?
 How do you use information about hourly booking and productivity trends to
improve daily planning? What impact has this had on operational efficiency?
 On which platform do you manage all your reporting? What are the main KPIs you
focus on to measure performance and quality?
Advanced analytics and mathematical models:
 What other types of analysis or mathematical models have you implemented to
support decision-making and operational efficiency? How have these models
enhanced your overall reporting and planning processes?
 For the Customer App feature, could you provide more details about its
interface and data analytics capabilities?
 How are you leveraging AI across your entire ecosystem to enhance
your processes? In which areas—such as the Customer App, data
analytics, or operational efficiency—have you seen the most significant
improvements from AI integration?

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Business trip for DAVS result

*From DNA team

 Mr. Tomohiko Kobayashi (VP, Service & Training)

Mr. Satoshi Koshino-Manager ervice Planning Department

Mr. Ly Quoc Vinh-Leader Service KPI monitoring

Mr. Nguyen Van Thao-Assitance manager After Sales Service Division

Mr. Nguyen Phouc Hoa-Manager After Sales Service Division

4. The information grasped before visit

5. Point for confirmation during visit

 How many inquiries do you receive on average per month?

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