AUTHOR ARCHIVES: Field Service News

This article first published on the HSO blog offers five crucial steps that field service companies can take to get a better handle on the core processes of field service delivery...

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Follow the HSO blog by visiting https://www.hso.com/en-gb/blog/

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It’s a no-brainer that a flawless service process contributes to higher customer satisfaction and increased service revenues.
But how do you ensure fast and accurate invoicing, service technicians who are always well equipped to solve the problem at hand, and that the right resources are in the right place at the right time? This blog outlines 5 steps to an optimised service process with Microsoft Dynamics 365 for Field Service. 

 

Optimised field service scheduling:

When a visit by a technical field service engineer doesn’t go as planned for one reason or another, money is lost. The five most common reasons why a service is not completed on the first visit are: 

• The right part is not available
• The customer or the equipment is not ready for the service
• The diagnosis already made appears incorrect on site
• The field service engineer does not have the right skills
• The solution was temporary
• The above problems cost the service company money, the field service engineer time and the customer’s patience and satisfaction. Microsoft Dynamics for Field Service offers you Resource Scheduling Optimisation functionality that allows Field Service engineers to be scheduled according to the location, time, customer SLA, personal preferences of the customer and the right skills for the job.

The schedule can be viewed via a mobile device and includes optimised routes that the engineers should take. When a change is made to the schedule, because, for example, there is an unexpected job that requires someone with specific skills, the Field Service engineer receives a notification with a new route. This means that the right person is always at the right place. When the job is completed, a new job is automatically set up. As a result, the time of the Field Service engineer is optimally utilised and no time is lost. Projects can also be planned via the schedule board. When, for example, 50 boilers need to be replaced, it is useful to have a good overview of all available Field Service engineers, based on which the schedule is created as efficiently as possible, taking into account the individual’s workload. In this way, an optimised schedule is automatically drawn up, which dynamically responds to the customer, the Field Service engineer and the company. 

 

Authorise & mobilise Field Service engineer:

Field Service employees often feel alone on the job or do not have access to the right information to solve a customer problem. They want to take control and have insight into the job. When you let your Field Service engineers go ‘mobile’, the company benefits from: 

• On-time appointments through the optimised schedules and routes.
• Case history & instructions: all information about the customer is at hand and when necessary insight into all the steps to complete the task.
• Work order completion: the Field Service engineer can take photos of the finished job, collect a customer signature and even handle the payment.

The process surrounding the purchase of new parts with Field Service has also been optimised. If for example, a certain part is required for the job, the Field Service engineer can order the correct part directly. The purchase page can be chosen to ‘send to ERP’, as a result of which the order will immediately appear in the ERP system of the company. When a certain purchase amount has been preapproved, approval for the purchase can be given immediately, so that the part is immediately ordered. This makes the process more efficient and eliminates unnecessary waiting times. Mobility is a game changer within Field Service and allows for greater flexibility in the field. The possibility of a complete overview of the customer and real-time guidance is necessary for the independent appointment of the Field Service engineer and the optimisation of the customer relationship.

 

Using Machine Learning and the IoT in Field Service:

If your car breaks down, it would be handy if your car could indicate what exactly is wrong. This would save a lot of valuable time. This is possible with machine learning – keep track of which customers or machines often have problems, what the problems are, what solutions have been put forward and which ones were effective. If, for example, it becomes clear that the same solution is always effective for a specific customer, then in the future, the problem can be solved in advance by the Field Service engineer with the right skills or even by providing the right directions remotely. With Field Service you can make optimum use of the opportunities offered by Internet of Things devices. Through optimal application, problems are predicted before downtime occurs and before the customer is affected by the problem. With Field Service you can: 

• Detect and resolve problems before the customer knows about it and only deploy a Field Service engineer when needed.
• Use predictive maintenance effortlessly: repair, clean or replace parts when necessary instead of using a fixed maintenance schedule.
• Automatically adjust work orders and assign these to the correct Field Service engineer, when self-healing steps do not solve the problem.

 

Optimal use of the cloud with the Azure IoT Suite:

What exactly is the Azure IoT Suite? Let’s take a step back and start with the problem for which it was designed. We are currently experiencing tremendous growth in IoT solutions, but why now? The answer to this question is simple: the advantages of IoT solutions start to outweigh the costs that are incurred to implement it. The complex layout of IoT is pricey since you have to have sensors that safely send all data, the data has to be stored, processed and analysed and finally presented to the end user in a clear way.Today, the hardware is already much more affordable and the connectivity is cheaper. The Azure IoT Suite is a set of different technologies brought together in one tool in the cloud. What’s in this tool? 

• Data storage
• Data analytics
• Stream processing
• Predictive analytics
• Workflow automation
• Dashboarding

 Everything you need for optimal use of the cloud. 

 

Customer relationship optimisation:

In 2016, 62% of consumers worldwide indicated they would no longer do business with a brand due to a single bad experience that has taken place with customer service. This highlights the importance of excellent customer service.  With Customer Communications, Field Service helps you to retain your customers by providing optimal service, insight and by involving them in the processes: 

• Companies must gain insight and control the entire customer journey across all touchpoints.
• Maintaining the customer relationship should no longer be a statistical, ‘one-size fits all model’, but should be personalised for each customer.
• Companies have to meet the customer on their preferred channel (e-mail, chat, social media, web, telephone, shop, etc.).

 

And perhaps most importantly: the customer service doesn’t end with a single transaction, it is important to build a long-term relationship. In addition, real-time up-to-date stock management is a must. Poor stock management is, in addition to being a drain on the profitability of a company, an irritation point for the customer. With Customer Communications you always ensure an optimally personalised, proactive and predictive approach to the customer. That is what the customer wants from you nowadays and what companies have to offer.

This article first published on the HSO blog offers some key insight for field service organisations that are keen to empower their field service operation with automated field service scheduling...

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Follow the HSO blog by visiting https://www.hso.com/en-gb/blog/

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Few companies can remain competitive in today’s field service environment without effective management of time, costs and resources. Despite this, a staggering 52% of field service companies still coordinate work and perform functions manually[i]. The adoption of dynamic, automated scheduling software can free up time to concentrate on team development and maximising revenue. In this blog we share the benefits of, and the pain points eradicated by using automated field service scheduling tools.

 

Management of unexpected changes

No matter how carefully a schedule is planned, unexpected and last-minute changes can occur. Automated software solutions can minimise these risks, while maximising efficiencies. Re-optimisation happens in real time when changes occur, giving both the employee and customer an immediate update, even down to a specific time slot for an engineer’s arrival. With 89% of customers preferring an ‘Uber like” service for tracking technician arrivals[ii], it’s something that will delight customers and increase brand perception.

 

Utilising Graphical User Interfaces (GUI’s)

GUI’s are a popular way to manage resources for the field service industry, not least because it’s a quick and easy way to deal with large amounts of data. Using Microsoft Dynamics 365, team managers can use a calendar style view, showing each technician’s day, jobs and skill set, along with a map view for both staff and call out locations. It’s predicted that by 2020, more than 75% of field service organisations with over 50 users will deploy mobile apps that go beyond simplified data collection and add capabilities that help technicians succeed[iii]. These field operatives can benefit from a mobile app showing location and fastest route, customer assets and service history of the equipment needing attention.

 

Automating decisions using parameters

As well as helping to efficiently book service calls to your customers, automated scheduling software also knows when not to book an appointment. Customer satisfaction can quickly evaporate if technicians don’t have either the skill set or parts required to complete the job. Harnessing data on part availability and employee skills can ensure the right person with the right skill set and equipment is in place at your customer’s site, first time. This also translates into a reduction in repeat call outs and a much improved customer experience.

 

Effective reduction of waste

Time spent by employees travelling to customer sites comes at a cost to your business. They are on the clock during this time and yet it’s not a billable event for your customers. That’s where automated route and traffic mapping can help, like Microsoft’s Resource Scheduling Optimisation. Instant calculations occur, allowing the best available engineer to be selected and routed directly to the customer site – assisted by a simple drag and drop interface for work orders. This not only saves employees’ time, but also wear and tear on a fleet of vehicles and gives a measurable reduction in fuel costs.   .

 

Improving staff morale

Many Engineers like driving, but they all know it is inherently un-productive. What they really want to do is spend their time working on customer-sites. The reduction in the travel-to-work time ratio achieved by a well optimised schedule increases job-satisfaction levels for field personnelAs the global field service market is expected to reach $4.45 billion by 2020[iv], companies that adopt automation will reap the rewards.

From filling shifts in the event of unplanned absences to managing budgets, anticipating scheduling needs to maximising productivity; embracing the right solutions can reduce costs and mitigate lost revenues; while enhancing worker mobility and improving organisational performance.View our infographic about “A Day in the Life of a Field Service Engineer”  with HSO Advanced Field Service.

For more information about the benefits of automated field service scheduling please contact HSO. 

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[i] https://www.servicepower.com/blog/top-5-field-service-industry-trends-for-2018

[ii] https://www.reachoutsuite.com/field-service-management-stats-and-trends-2018/

[iii] https://blog.capterra.com/10-field-service-statistics-to-keep-you-in-the-know/

[iv] https://www.reachoutsuite.com/field-service-management-stats-and-trends-2018/

According to a new research report from the IoT analyst firm Berg Insight, the market for lone worker protection solutions and services in Europe and North America is forecasted to grow from €110 million in 2017, to reach more than €260 million in 2022.

The number of users of dedicated lone worker safety devices based on GPS and cellular technology on the European market is estimated to grow from 500,000 users in 2017 to reach 1.1 million users at the end of 2022. In North America, the number of such users is estimated to grow from 155,000 in 2017, to reach 375,000 at the end of 2022. In Europe, app-based solutions are today estimated to account for around 20 percent of all solutions, while in North America more than 40 percent of the solutions are based on apps for smartphones and tablets. In both regions, app-based solutions are forecasted to account for an increasing share of lone worker safety solutions in the coming years.  

The lone worker safety market is led by a handful of specialist companies based mainly in the UK and Canada, where legislation specifically addressing the safety of lone workers has fostered growth. SoloProtect and Send For Help Group has grown to become two of the world’s largest providers of lone worker safety solutions and services. Send For Help Group mainly serves the UK market and operates under the three subsidiaries Peoplesafe, Skyguard and Guardian24. SoloProtect is active in the US, Canada and other parts of Europe in addition to its main UK market. Both SoloProtect and Send For Help Group, also operate their own alarm receiving centre (ARC). Additional companies with notable market shares in the UK include Reliance High-Tech and Safe Apps. In Canada, the main providers of safety devices and services for lone workers are Blackline Safety, Tsunami Solutions and Aware360. Blackline Safety has been known for developing technologically advanced safety devices for lone workers using both cellular and satellite communications technology.

The market drivers for lone worker safety solutions include occupational safety regulations, increasing employee insurance costs and higher awareness of risks associated with lone working. The number of individuals working alone is also expected to grow as businesses strive for increased efficiency. A job previously performed by two persons or more is now being done by a single worker. “Traditionally, lone workers exposed to the highest social or environmental risks have been found in industries such as security and protective services, social care, field service maintenance and in heavy industries such as oil & gas and construction”, says Martin Bäckman, IoT Analyst at Berg Insight. He adds that companies in other industries are now also starting to see the benefits of these services. “There is now an increasing demand for lone worker safety services from employees in retail, financial services, education and more, which fuels market growth”, concludes Mr. Bäckman. 

Download report brochure: People Monitoring and Safety Solutions

 

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Want to know more? Check out our recent podcast featuring Chris Proctor from Oneserve and Mark Glover Deputy Editor at Field Service News, discussing the role IoT can play in lone worker safety...

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BigChange acquires two companies: Labyrinth Logistics Consulting and Trace Systems to gain world-class software and consulting expertise with strategic acquisitions whilst strengthening their team and service offering; adds over 100 organisations to customer base

BigChange, the mobile workforce technology company, today announced that it has gained valuable new software and consulting capabilities, as well as over 100 new customers, with the acquisition of two UK-based businesses.

BigChange has acquired Labyrinth Logistics Consulting, an award-winning supply chain and logistics consultancy based in Royal Leamington Spa. Labyrinth provides logistics strategy, compliance and procurement consultancy, alongside a self-audit software application called SilkThread^®, to major transport, logistics, FMCG, and retail organisations in the UK. 

Its directors, Ruth Waring and Jo Godsmark, will join BigChange’s leadership team and spearhead a new consulting arm called BigChange Advisory Plus 

BigChange has also acquired Trace Systems, an established provider of fleet, garage and workshop management software. Trace works with fleet operators across the UK, including plant hire and haulage companies, local authorities and the emergency services. 

The acquisition of Trace, which is based in Coventry, provides BigChange with a world-class asset and stock management capabilities that will be integrated into BigChange’s JobWatch platform. Trace’s founder, Bill Davies, will work as an advisor to BigChange.

Speaking on the acquisitions Martin Port, founder and CEO of BigChange, commented: “We are delighted to complete the acquisitions of Labyrinth and Trace. These businesses are the first that BigChange has acquired since it was launched in 2013 and provide us with more fantastic people, world-class technology, amazing new customers and multi-million revenue boost. They represent a significant milestone for our business and a major boost to our scale up plans.”

Ruth Waring, Managing Director of Labyrinth Logistics Consulting, also commented, saying: “We are very excited to be part of BigChange. It is a strong, growing business that complements our offering very well indeed. As part of BigChange, we can develop a more comprehensive consultancy offering and take it to many more organisations around the world.”

Whilst Bill Davies, Founder of Trace Systems, commented: “Having built a business over 30 years we see the sale of Trace Systems to BigChange as the next chapter in our development.  It will allow us to transform our fleet, garage and workshop software to take full advantage of the latest cloud and mobile technology pioneered by BigChange. This will provide fantastic opportunities for our existing and future customers.”

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KPMG and Blacks Solicitors advised BigChange

For both acquisitions, BigChange was advised by Graham Pearce, Head of Technology at KPMG,  Nigel Hoyle & Richard Parr Partners at Blacks Solicitors in Leeds. Graham Pearce, Head of Technology at KPMG, comments: “I’m thrilled to have helped BigChange cement its position as a leading vendor, adding these exciting capabilities to its portfolio. With these two acquisitions, BigChange will continue to be at the forefront of technology in the UK and the rest of the world.”

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Infradata deploys BroadForward’s Location Based Services (LBS) solution at Telenet, providing access to location information of devices across legacy and next generation mobile networks

Infradata and BroadForward announced today that they have been selected by Telenet to replace the existing legacy LBS system with the BroadForward Location Based Services solution. This allows Telenet, the largest provider of cable broadband services in Belgium who acquired mobile operator BASE in 2016, to expand their ability to provide location information. This is needed for a range of services, including emergency calls for police, firefighting, and ambulance services.

Telenet aims to become the leading converged connected entertainment and business solutions provider in Belgium. Telenet has a track record in delivering disruptive products to the market, specializing in the supply of broadband internet, fixed and mobile telephony services and cable television. Liberty Global, the world's largest international TV and broadband company, has a 56% stake in Telenet.

Infradata is the leading expert and certified reseller of the entire range of BroadForward products, which includes next generation products for routing, interworking, security and number portability. Infradata is selected by Telenet based on their extensive experience in design, implementation and support of BroadForward products.

BroadForward LBS is a software based, multi-protocol solution, designed to manage device location information across legacy and next generation mobile networks. The productized solution includes standardized functions such as GMLC (Gateway Mobile Location Centre), LRF (Location Retrieval Function) and Routing Determination Function (RDF). The solution will later also incorporate the 5G Gateway Mobile Location Centre.

Luk Bruynseels, VP Mobile Technology at Telenet, about selecting Infradata, “Approximately 70 to 80% of all emergency calls are made from a mobile device, and with the network location information we can provide additional information to emergency services so they know where to find people when it matters. As the leading expert in BroadForward products, Infradata successfully replaced the legacy system with BroadForward’s state-of-the-art Location Based Services solution that works in a multi-vendor environment and across network types”.

Infradata Managing Director Nico van Buitenen added: “Mobility continues to grow at an astonishing rate. Two-thirds of the world's population are already connected by mobile devices and IoT devices will grow to nearly 10 billion devices in just a few years from now. Due to the extensive knowledge and experience Infradata has internally on mobile networks, we are able to provide Telenet with a leading Location Based Services solution that works across legacy, current and future networks.”

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Bad habits can be hard to break, and for business leaders who have them, they can be deal-breakers. Mark Green, author of Activators: A CEO’s Guide to Clearer Thinking and Getting Things Done outlines six good habits business leaders should aim to establish 

In a survey by Leadership IQ, an online training firm, the primary reasons CEOs were fired - mismanaging change, ignoring customers, tolerating low performers, and not enough action - were often related to unproductive habits.

“Although leaders who display these behaviors generally know what to do, and how to do it, their unproductive habits render them unable to get things done - with dire consequences,” says Mark Green, a speaker, coach to CEOs and author of Activators: A CEO’s Guide to Clearer Thinking and Getting Things Done (www.Activators.biz). “The most common unproductive leadership habits include avoiding decisions and conflict, maintaining comfort-zone networks, needing to be liked, neglecting to listen enough - and they are hard to break.”

But Green says they can be broken and suggests replacing them with foundational habits that make leaders successful. He lists six of them here.

• Capitalize on luck. This is a habit of forward-moving thinking in response to both good- and bad-luck events. Green says bad luck, such as the extended absence of a key employee, affords an opportunity for the leader to empower others by challenging them to learn, grow and contribute in new ways. “Whatever the circumstances, leaders rapidly come to understand the value of generating return on luck,” Green says. “Everyone wins.” 

• Be grateful. “When you appreciate and value what you have, you gain a clearer perspective,” Green says. “A daily meeting ritual of appreciation creates space for each executive to share what they appreciate most, and it opens up the room to clearer thinking and increased collaboration.” 

• Give - within limits. Research shows there are many advantages to being a giver, but striking a balance is important to remain productive. “Sharing information and resources cultivates an abundance mindset, bringing benefits that both the company and the leader can reap,” Green says. “But there are limits; if you’re giving away too much time and too many resources, you won’t be able to accomplish your own objectives. Give, but know when to say no.”

• When problems arise, focus on process - not people. “When something goes wrong, a common approach is to find fault with the people involved,” Green says. “But bad or poorly communicated processes can make even the most talented, dedicated staff look terrible. Question processes and communication first, before you explore the intentions, character or capabilities of those involved. Research shows that believing in your people pays off.” 

• Have high expectations of others. Leaders who set the bar high and then give their teams latitude to execute reap more benefits than those who simply tell their teams what to do,” Green says. “Those whose habits include valuing autonomy and individual responsibility can build something great over time. High expectations and empowerment are key.”

• Maintain intentional focus. “Countless research studies have exposed excessive multi-tasking as ineffective,” Green says. “To make real progress, hold a small number of very important things in your mind and let go of the rest.  Ruthless prioritization and focus in execution will set you free.”

“With our thoughts, we make our world,” Green says. “Check your beliefs about your leadership habits, choose just one or two to change, enlist others to support your efforts, then get to it.”

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Digital disruption is a key buzz phrase in many boardrooms and conferences and field service as a sector is no exception - so it is with much interest we read SavoyStewart.co.uk's analysis of Futurum's research into this area...

Key findings:

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• 1 in 4 businesses struggle to adapt and thrive from technology disruption.
• 36.9% of companies view technology disruption as an opportunity to improve and grow as a business.
• In order to stay ahead of the competition, 50.4% of businesses reported having a proactive ‘opportunity-minded’ approach to new and emerging technologies.
• Only 12% of businesses voiced their concerns of their ability to adapt to digital advancements over the next three years, despite 23.4% rating themselves as Digital Laggards.

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Technology is often thought about in terms of physical devices that are electrical or digital. When in fact, technology encompasses far more than simply tangible objects. New and emerging technologies often impact the value of existing models and services, resulting in digital disruption, which leads to many companies re-evaluating and transforming.

Technology disruption is defined as ‘technology that displaces an established technology and shakes up the industry or creates a completely new industry’.

There is currently a high-stakes global game of digital disruption, fuelled by the latest wave of technological advances spurred by A.I and data analytics. As a result, business models within industry sectors are inevitably changing. Despite the fact 19.3% of companies feel that the pace of technological change has made them significantly more competitive in the past three years, a large majority of companies are still struggling to keep up with this change.

As a result, SavoyStewart.co.uk sought to identify whether businesses view technology disruption as an opportunity or threat, though an analysis of the latest research conducted by Futurum*.

Interestingly, it was discovered that 1 in 4 businesses still struggle to keep up with the times and thrive from digital disruption. Despite this, whilst weighing up the opportunity vs. threat of technological disruption, 39.6% of businesses feel that it provides them with new opportunities to improve and grow as a company.

Savoy Stewart determined this was down to the companies approach to technology adaption, with 24.4% surprisingly, admitting to having no approach. Positively, 50.4% of businesses reported to have a proactive ‘opportunity-minded’ approach, ensuring they remain competitive and up to date.

With 25.1% of business seemingly adopting a passive ‘wait and see’ approach, it is unsurprising that 30.7% of companies felt the impact of technological change over the past three years has made them less competitive.

The window of opportunity to gain competitive advantage generally falls inside a window of three years. It is, therefore, critical for business leaders to understand the value of technologically proactive leadership and operational agility. The faster a company can use technology disruption to their advantage, the more likely it is to surge ahead of its competitors.

Surprisingly, whilst 29.5% of companies stated they feel very excited about their ability to adapt over the next three years, only 18.3% rated themselves as ‘Digital Leaders’. These individuals are highly proactive and agile business leaders who are ahead in their strategic and operational anticipation of the technological change facing them and their organisation.

Thereafter, 35% of businesses feel somewhat optimistic about their ability to adapt. Which is not far off the 36.3% of companies that rated themselves to be ‘Digital Adopters’; easily adaptable and proactive in their approach to evolve with technology disruption.

Following suit, 23.4% are a little concerned about their ability to adapt over the next three years, indicating their company is adaptable but passive in their approach. Which is once again close in correlation to the amount of businesses that rated themselves to be ‘Digital Followers’ at 22%.

Lastly, 12% of businesses stated they are very worried about their ability to adapt to technological change. Which is interesting considering almost double (23.4%), rated themselves to be ‘Digital Laggards’.

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