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David Tydlitat,
Business Line Manager for Service

“We have a lot of customers who first draw up a service contract and only then choose the products,” says David Tydlitat, Business Line Manager for Service. “The importance of professional service is constantly growing for them. We have unlimited possibilities for future growth,“ he says in an interview.

How has it happened that many customers now find service more important than the product itself?
Our customers measure their success by how busy their production lines are. If problems occur, production slows or completely stops for a while, and this gets very expensive. Every minute of delay can cost thousands of euros. Then the only one who can solve the problems quickly and competently is a fast, professional service department.

Do you offer all customers the same services, or are there differences?
We have a lot of customers for whom we prepare custom service contracts. And during our collaboration, we constantly tune the details to the optimal level. When buying new equipment, it is essential that these customers get the level of service they are accustomed to.

So you don’t just provide repairs and regular tool calibrations?
Not at all, we provide a comprehensive solution. In addition to regular inspections, repairs and calibrations, we also help with prevention — we provide preventive maintenance and calibration. More and more, customers want to use their equipment’s potential to the fullest. Especially in electronically controlled tightening systems, this trend is very visible. That is why we have developed a series of programs at our Training Academy.

Is it that diversity that you find most fun about your work?
To a great extent, yes. We never get bored. We always encounter new customers who arrive with new challenges. During our discussions, the customers combine various types of services, and we create service tailored precisely to them. This gives us endless possibilities for developing our services for the future. In this way, our customers themselves can collaborate in creating new service concepts.

Are your customers’ demands changing?
Today they are no longer as satisfied with so-called “basic service” as they were 10 years ago. They stress preventive measures. They actively learn to overcome production problems, because they know that downtime is expensive. They are not satisfied with a product’s basic functions, but want to exploit all of the production equipment’s possibilities.

Which new service product has been the most significant recently?
Assembly quality has markedly improved, especially in the automotive industry, where manufacturers have started using electronic tightening control systems with independent measurement of tightening torque and rotation angle. In our field, this has been associated with greatly increased interest in calibration services, which ensure regular, systematic inspection and maintenance of this equipment.

And a specific product?
It has to do with calibration. In September 2014, our calibration laboratory received accreditation for measuring angle of rotation for nutrunners, screwdrivers, torque transducers and torque wrenches. This product is particularly successful in the automotive industry, where for improving joint quality, tightening is defined not only by the required tightening torque, but by rotation angle.

How do you see the future of service?
I would like to focus on expanding our service offerings and support the customers not only in ensuring the most effective production, but also in improving quality. We have still other services that help improve assembly line productivity — Production Optimization, for one. In the future, I would like to combine all of those services into one package. This will provide the customer with complete service for their equipment, so that they can concentrate on their own production and on perfecting their products.

You’ve been at a lot of companies during your career. What do you think makes Atlas Copco successful?
I have worked here for 10 years now, and I have witnessed constant specialization in individual professions. This has led to increased professionalism at every level. But professionalism itself is not enough. I think Atlas Copco’s lasting success is mainly due to a motivated team of employees, who are all pulling together, as they say. Also essential is our owners’ basic philosophy, which combines a northern, or Scandinavian, approach to life and entrepreneurship with centuries of business experience.

You constantly look after your customers’ satisfaction. Do you ever think of yourself?
Understandably, I don’t have much time, but who does? My current interest is mainly my family (we have two children, 3 and 5). I try to involve them in my sport activity, such as skiing, and in the summer biking and hiking on weekends and holidays. And I hope that gradually (this time with my children) I can get back to my previous hobby — hiking in the mountains.


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