Dead on Arrival (DOA) parts are a persistent and often underestimated problem in field service. Whereas a defective part immediately causes downtime upon arrival, the consequences go far beyond replacement. Research conducted by Faes together with the University of Groningen shows that each DOA costs Field Service Engineers (FSEs) an average of three to five hours of extra work. That time goes into diagnosis, replacement and reporting.
The impact is clear: DOAs undermine service quality, customer satisfaction and operational efficiency. Yet the role of the FSE in reducing these hidden costs is often overlooked. When in fact, with the right training, tooling and installation scripts, they can make a decisive contribution to preventing DOAs.
Those who start investing in FSEs today will not only save time and costs, but also lay the foundation for a more reliable and future-proof service organization.
Dead on Arrival parts often seem like a purely logistical problem. A part gets damaged in transit or does not appear to be properly packaged. The reality, however, is more complex. Research shows that the causes of DOAs fall roughly into three categories:
The latter category often receives too little attention, even though the impact is significant. An incorrectly installed or quickly rejected part quickly ends up in the DOA stream. The result is unnecessary returns, rush deliveries and customer frustration. This creates so-called No Failure Found cases, where the part actually functions properly but is still registered as defective. This leads not only to higher costs, but also to disrupted inventory levels and unreliable data on the actual quality of parts.
By better understanding that DOAs occur not only in the supply chain but also precisely at the last link, the Field Service Engineer, it becomes apparent where the greatest opportunities for improvement lie.
Field Service Engineers are on the front lines when a DOA presents itself. They are often the first to spot a defective part and must act immediately to get the customer operational again. The work does not stop at the mere observation. A comprehensive diagnosis follows, replacing the part, testing the solution and recording reports for the internal organization.
According to the study, this process takes an average of three to five additional hours. This is valuable time that an FSE could otherwise have spent on scheduled installations or maintenance work. In addition, customers often experience additional downtime during this period, further adding to the pressure on the FSE.
How FSEs handle a DOA largely determines the outcome. A well-trained and equipped engineer can make the difference between a smooth recovery and an accumulation of follow-up problems. This makes their role not only reactive, but also preventive: through knowledge, the right tools and clear scripts, they can prevent parts from being unnecessarily labeled as defective and going back into the chain.
The study shows that Field Service Engineers play a key role in both noticing and preventing DOAs. Although many organizations tend to focus on packaging or transportation, there is a large untapped potential on the FSE side in particular. By structurally investing in their knowledge, resources and work processes, the number of DOAs can be significantly reduced. Three pillars are central to this.
Knowledge and experience are the foundation of every engineer. Yet practice shows that errors often arise from a lack of unified training or insufficient attention to crucial details. Think of incorrect handling of sensitive electronics, skipping ESD measures or not performing a pre-installation check. Training that explicitly addresses these risks prevents parts from being unnecessarily labeled defective or even damaged during installation. In addition, regular refresher training helps arm FSEs against new types of parts and systems. By embedding training by default, a large portion of No Failure Found cases can be prevented.
A well-trained engineer can work effectively only when he has the right tools. In practice, defects or misdiagnoses can often be traced to missing, outdated or uncalibrated tools. Consider test equipment that gives abnormal values or the use of unsuitable assembly tools that damage a component. Investing in modern, calibrated and uniform tooling not only reduces errors but also gives FSEs confidence in their work. This contributes to faster diagnoses and more consistent results, no matter which engineer performs the installation.
Even experienced engineers work more efficiently and error-free with clear guidelines. Installation scripts and checklists ensure a standardized approach, in which crucial steps are not skipped. This prevents variation between engineers and minimizes the chance of unnecessary DOAs. In addition, standardized reports provide valuable data, revealing patterns in errors faster. This creates a learning system: every time an FSE identifies a DOA and records what happened via the checklist, the organization becomes smarter and better prepared for future cases.
By investing in these three pillars, the Field Service Engineer’s role changes from problem solver to preventive force. The three to five hours a DOA takes on average can thus be largely saved and used for valuable work. The result is an organization that not only works more efficiently, but also looks more reliable to customers and is less inconvenienced by unnecessary return flows and downtime.
Dead on Arrival parts cost more than a defective part. They require three to five additional hours of Field Service Engineers’ time, disrupt schedules and undermine customer satisfaction. The study shows that not only logistics and product quality are responsible, but also service quality.
This is precisely why FSEs are key. With targeted training, the right tooling and clear installation scripts, they can prevent parts from being unnecessarily labeled defective. This turns the FSE from solver to preventer, and turns every DOA into an opportunity to become stronger and more reliable.
Anyone who wants to structurally reduce DOAs must start with the FSE. Make their knowledge, resources and methods the core of your strategy and thus take the step toward a future-proof service organization.
