Warranty Office Transformation

Organizational model transformation for an energy group’s customer warranty office

About This Project

Overview & Challenge

The customer warranty office in our client’s organization is a specially designed preferred and personalized channel for group customer claims. Over years of operation, the leadership noticed a few problematic areas in the organizational and operational models of the office. Altair was brought in to assess the situation and renovate the models to improve efficiency and customer satisfaction.

Altair’s Solution

The solution we proposed tackled each issue directly, but also taking into account the interrelated nature of the areas, therefore the future model we designed was more comprehensive and dynamic in this sense.

  • Organizational Model: the key premises for redesign the model were 1) improve the service quality, 2) increase the efficiency, 3) ensure the maximum level of control. Keeping these in mind, we created a unified system involving all business units across the group; the system automatically prioritizes important claims to skip customer services to arrive in warranty office directly and later pass on to business divisions without delay. Roles and responsibilities of all the stakeholders involved are carefully clarified to ensure accountability.
  • Operational Model: the five existing stages of the operations—registration, classification, distribution, processing and finalizing—were redefined. Thanks to the automatic prioritizing mechanism, the claims could be handled in a timelier manner without adding labor costs and confusion. In case a claim requires escalation, a three-step protocol was established, making sure the customer’s interest went in the first place and internally there were enough push toward the resolution of the issue.
  • Supplier Contractual Model: new KPIs and penalizing mechanism were in place to clarify which third party should get involved at certain stage of problem-shooting.


Following the models Altair proposed, the client successfully accelerate the process by two days per claim on average which translates into 15% savings in variable costs. Our knowledge and experience of organizational transformation allowed us to deliver, in addition to our diagnosis and models, a set of best practice based recommendations and an action plan that enabled our clients to improve the efficiency without hurting employee motivation.



Oil & Gas

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