127. Maintenance and Inspection Visit Reservation System
Transforming reservation management from "phone adjustments" to "business flow." We will link contracts, equipment, areas, and representatives to automate visit planning and customer interactions.
The reason the maintenance and inspection field cannot operate effectively is that reservations have become "business management" rather than "schedule adjustments," while the system remains based on phone and email. Without organizing the scope of response based on the contract plan, the model numbers of the target equipment, installation locations, urgency, necessary parts, and the skills and areas of technicians, simply taking reservations leads to increased troubles on the day and more revisits, which decreases customer satisfaction. This service will digitize the reservation process for maintenance and inspection visits while integrating contract information, equipment information, areas, assignment of responsibilities, collection of necessary information, notifications, and history into one cohesive system. As a result, it will reduce adjustment workload, decrease revisits, and stabilize maintenance operations. ■ Provided Content (3 Points) 1. Reservation/Reception Design (Branching for regular inspections, failure responses, and emergency responses) 2. Business Requirements Design (Contract/Equipment/Location/Parts/Assignment) 3. Operation, Notification, and History Design (Same-day guidance, reporting, and prevention of revisits) Deliverable: Complete maintenance and inspection visit reservation system (reservation + management + operational design) *First, please tell me the "type of response (regular inspection/failure/emergency)" and the "management method for target equipment (ledger/model number/serial number)." I will separate the requirements.
basic information
■Deliverables Reservation page / Reception flow (by type) Reservation form (contract/device/symptoms/attachments/conditions collection) Requirements for contract and device ledger (items, linkage, operation) Assignment rules (area/skill/buffer/two-step confirmation) Notification templates (confirmation/change/reminder/day-of guidance) Management screen (reservation list, assigned operations, history, reports) Visit report flow (checklist, history, next inspection) KPI design (revisit rate, first contact resolution rate, adjustment workload, customer satisfaction) ■Approach 1. Current situation assessment: Organize reservation types, contract forms, ledgers, and assignment structure 2. Data design: Define the linkage of customers/locations/devices/contracts 3. Reception design: Confirm branches for regular/breakdown/emergency and necessary information 4. Schedule design: Assignment, travel buffer, provisional reservation operation 5. Notification/day-of operation: Prepare guidance templates and cancellation policies 6. History/improvement: Establish operations for reporting → next inspection → recurrence prevention
Price information
■ 5 million to 40 million yen (varies by ledger/allocation/integration) - Light (simple reservation + basic hearing + notification): 5 to 9 million yen - Standard (contract/device linkage, assignment of personnel, history, management screen): 9 to 22 million yen - Extended (outsourcing integration, parts preparation flow, CRM/maintenance ledger integration, multiple locations): 22 to 40 million yen * "Estimate required" notation recommended
Delivery Time
Applications/Examples of results
■Concerns The effort required for scheduling appointments via phone or email is significant. Insufficient information at the time of booking leads to increased revisits due to inability to respond on the day. The scope of response for different contract plans is not being managed. Assignment of technicians is becoming dependent on individuals, leading to overloads and omissions. Visit history is not retained, resulting in unstable customer interactions. ■Uses Streamlining appointment scheduling (reducing effort for phone/email) Reducing revisits (collecting information in advance and managing provisional bookings) Stabilizing contract plan operations (clarifying the scope of responses) Optimizing technician assignments (balancing area/skills/load) Assetizing history (improving quality and retention rates) ■Examples of Achievements (format without company name) Scheduling appointments is difficult → Reduced effort by moving reception online. Unable to respond on the day leading to revisits → Improved first resolution rate by collecting symptoms/attachments. No history retained → Stabilized operations through reporting templates and record-keeping.
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