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Out with the Work Orders and In with the Help Requests

We have replaced the current LISD Work Order System with a “Help Request System“.  Although it is a completely different program, it has a similar look and functionality. There are also a few new features:
  • The most helpful feature will allow you to click on a link in the email to go directly to the Help Request (Work Order) to add a note or comment. No log in required!
Your username will be the same, but your initial password will be your phone extension. If that does not work for you, click on the link that says “Can’t access your account?” and a new password will be sent via email.
Please bear with us as we implement this new program and let Howard know if you experience any glitches or have suggestions for improvements.

Changes on Your Desktop

LISD Work Order Icon

LISD Work Order Icon

You’ll notice some changes on your desktop . . . some new icons and links. Building & Grounds work orders are marked with a hammer and screwdriver and there’s a new link to LISD (technology) work orders with a computer icon, of course.

Access to both systems is available within the district.

Changing Work Order Passwords

If you’d like to change your work order password, log in and look for the My Account tab at the top. From there, you’ll look for the link at the bottom of the window:

Change your password to the work order system.

Change your password to the work order system.

Enter your old password once. Click Update. Enter your new password twice and you’re set.

If you need directions for using the work order system, click on this link for a pdf file.

We Need Your Help!

We thank everyone who takes time to do work orders–we know it’s difficult to do something that requires a computer when yours may be on the fritz. We know it takes time and effort. We need a little help in light of recent changes. That help includes continuing to do work orders, of course, but also to include the key information. Work orders help us to communicate more efficiently with you and as a department, but they also ensure that you get a speedy response. LISD staff shared ways to create a better work order . . . the tips below are from Mike Young:

Before submitting a work order, try rebooting/restarting the device in question. Some problems can be resolved simply by rebooting/restarting the device in question and that simple step by the end user can mean valuable time saved by the technician that would be better spent addressing more involved problems.

Describing the problem in more detail than “this doesn’t work” is helpful. Doing so can be the difference between a technician having to stop by, diagnose the issue, and have to make another round trip for parts and equipment, verses knowing what the problem likely is and possibly only having to make a single round trip to resolve the issue.  We understand that not everyone has the technical aptitude to describe problems in depth, but we’ve also seen some work orders lacking even the most basic detail.

Entering the “UnitID” correctly when submitting the work order is helpful. The UnitID is the computer/printer name or service tag, where applicable.  For computers, the computer name is the preferred UnitID to reference in the work order, though supplying both computer name and service tag can be helpful.  If the UnitID of a computer or device isn’t obvious or at all present, then a good description of location of the equipment is helpful.

Communicate with technicians via the work order system instead of by phone, email, or in-person is helpful, when possible.
When information gets added to a work order then it’s all there in one location for everyone involved to see and track.  When information gets exchanged via phone, email, or in-person without being updated to a work order then there can be confusion of the status of a work order – what work has already been done, etc.  There are cases when a phone call has to be made, but the work order system should be the first place work order information is exchanged.

Individual work orders should be submitted for each issue, as opposed to single work orders encompassing several issues. This is important because different issues often get addressed by different technicians.  If several issues are on a single work order, then that work order would need to be passed around to several technicians, which is not efficient.  If a work order is done for each issue then those multiple work orders can be addressed simultaneously by multiple technicians.

If a work order is closed and the problem still exists, then log into the work order system, search for the closed work order number in question, and add a note explaining the problem still exists, instead of creating a new work order for the same issue. Adding a note to a closed work order automatically re-opens it and we’ll see it just as we see a newly submitted work order.  This way, past steps taken can be considered when further addressing the work order.  That helps ensure that ineffective troubleshooting steps aren’t repeated.

Take the initiative to submit work orders on your own, as opposed to having other coworkers submit them on your behalf. Everyone’s time is valuable.  Dealing directly with those affected by an issue increases the efficiency of addressing the issue.  Having others submit work orders on one’s behalf can be a burden on the person submitting the work order.  It also can make it difficult to track down a work order if it’s not known who originally submitted the work order.

Technicians should not be stopped in the hallway. If they are in the hallway then they are likely en-route to other work orders.  Stopping them in the halls only holds up higher priority work from getting done.  It’s also unfair to those who have followed the rules of submitting a work order to get their needs addressed.  If someone has submitted a work order that hasn’t been addressed effectively or in a timely manner then a polite reminder or request of the status of a work order by way of a note on the work order in question or even an email to the technician is the recommended course of action.